mid west development commission · mid west development commission for the financial year ended 30...

AnnuAl report

Mid West developMent CoMMission

2012-2013

2 MWDC Annual Report 2012-13

ContentsstAteMent oF CoMPLIAnCe 3

oVeRVIeW 4 Chairman’s Report 4 Executive Summary 7 Performance Highlights 7 Operational Structure 8 Enabling Legislation 8 Responsible Minister 8 Organisational Structure 8 Administered Legislation 14 Other Key Legislation Impacting on Mid West Development Commission’s Activities 14 Performance Management Framework 15 Outcome Based Management Framework 15 Changes to Outcome Based Management Framework 15 Shared Responsibilities with Other Agencies 15

AGenCY PeRFoRMAnCe 16 Report on Operations 16 Actual results versus budget targets 28

sIGnIFICAnt IssUes IMPACtInG tHe AGenCY 31

DIsCLosURes AnD LeGAL CoMPLIAnCe 33 Financial Statements 33 CertificationofFinancialStatements 33 StatementofComprehensiveIncome 34 StatementofFinancialPosition 35 StatementofChangesinEquity 36 StatementofCashFlows 37 NotestotheFinancialStatements 38 Additional Key Performance Indicator Information 66 CertificationofKeyPerformanceIndicators 66 DetailedInformationinSupportofKeyPerformanceIndicators 67 Auditor General’s Opinion 71 Ministerial Directives 74 Other Financial Disclosures 74 Pricing policies of services provided 74 Capital Works 74 Employment and Industrial Relations 74 Staff Development 74 Workers Compensation 74 Governance Disclosures 75 Other Legal Requirements 75 Government Policy Requirements 77

MWDC Annual Report 2012-13 3

stAteMent oF CoMPLIAnCeFor year ended 30 June 2013

HON BRENDON GRYLLS MLA

MINISTER FOR REGIONAL DEVELOPMENT

In accordance with section 63 of the Financial Management Act 2006, we herebysubmit for your information and presentation to Parliament, the Annual Report of the MidWestDevelopmentCommissionforthefinancialyearended30June2013.

The Annual Report has been prepared in accordance with the provisions of the FinancialManagementAct2006.

HON MURRAY CRIDDLE G. TREASURECHAIRMAN CHIEF EXECUTIVE OFFICER4 September 2013 4 September 2013

Contact Details

Postal Street ElectronicPOBox238 Level2,ForeshoreBusinessCentre Internet:www.mwdc.wa.gov.auGeraldtonWA6531 ForeshoreBusinessCentre Email:[email protected] 209ForeshoreDrive Telephone: 61899210702 GeraldtonWA6530 Facsimile: 61899210707


oVeRVIeWChairman’s Report

This has been another strong year for the Mid West Development Commission (MWDC) with the continued and growing focus on strategic regional development across the State.Withgrowingprominenceofentitiessuch as the Regional Development Council andRegionalDevelopmentTrust,andtheincreasing importance of Royalties for Regions (RfR)toourState’sdevelopment,therelevanceand importance of the work being done by Commissionshasneverbeengreater.

It was very pleasing to see in our annual client surveythat92%ofMWDCclientsagreedthat the Agency made a positive contribution towards economic development in the Mid West during2012-13.Thisfigurehasalwaysbeenhigh but has trended steadily upwards over the pastthreeyearsandisverypleasingtosee.This feedback and our achievements in general reflectpositivelyontheCommission’sdedicatedBoardandstaff.

We welcomed Gavin Treasure as our agency’s newCEOinOctober2012aftereightyearsasCEOoftheShireofMorawa.GavinisaCertifiedPractisingAccountantandalsoholds a Master of Business Administration and MasterofCommerce.

Soon after Gavin’s arrival we also welcomed fournewmemberstoourBoard.Thesenewfaces have joined a dedicated team that have already started working together to determine theCommission’snewstrategicdirections.

All Regional Development Commissions are guidedbyastrongcoordinatedplanningbase.Likeitscounterpartsinotherregions,MWDCisin the process of developing a Regional Blueprint that will tie in closely with the recently completed StatePlanningStrategy.OurMidWestBlueprintwill ensure that our regional priorities have strongandclearlinkstoStatepolicy,whichisthebest way to get Mid West priorities onto the State agenda and recruit the necessary public sector supportfortheirdelivery.

Our Blueprint is being developed in partnership with Regional Development Australia Mid West andGascoyne(RDAMWG).TheRDAnetwork in WA has gained approval from the Australian Government to establish the Regional Blueprint as one planning document to meet both State and Federal Government needs intermsofplanningforregionaldevelopment.A new strategic plan for the Commission will be developed in conjunction with our Blueprint and to articulate how we will respond to the growth anddevelopmentprioritiesofourregion.

The Commission continues to aggressively drivetheimplementationofitsflagshipMid West Investment Plan (MWIP) following theallocationof$220millioninRfRfundingoverfiveyearsfrom2011-12.Weacceptedadministrative responsibility for the MWIP during2012-13(previouslyadministeredbythe Department of Regional Development and Lands) and have recruited additional staff to supportitsdelivery.TheMWIPhasquicklybecome a cornerstone of the Commission’s operations and is now closely linked to the effortsofallprojectstaff.

Alreadymorethan$63millionhasbeencommitted to 17 high priority regional projects throughtheMWIP,withacombinedconstructionvalueofaround$133million.Tenprojectswereannouncedduring2012-13,sharingmorethan$44.5millionofMWIPfunding(detailsonpage26). A variety of additional projects wereprogressedthroughout2012-13andmoreannouncementsareexpectedinthenearfuture.


The Commission had a lead role in several MWIP projects including the Wubin to Mullewa Road andGoldfieldsHighway.MWDCinitiatedthesetwoprojects,whichresultedin$20.8millionbeingleveragedfromMainRoadsWA.

The region’s economy is at the core of the Commission’s charter and MWIP projects are intended to provide employment and create new business opportunities to support the local economywellintothefuture.Equallyimportantly,the projects provide enormous community and socialdividendthroughtourism,environmentalprotection,affordablehousing,urbanconnectivity,recreation,educationandthelike.

With work on Batavia Coast Marina (BCM) stage 1 nearing completion our focus has shifted to stage 2 on the opposite side of ForeshoreDrive,with$3.86millionallocatedthroughtheMWIP.LandCorpisprogressingthedevelopmentofthesite,workinginconjunction with the City of Greater Geraldton andtheMWDC.BCMstage2isexpectedtoinclude a variety of residential and commercial developmentswithablendofcommunityspaces,amenitiesandpedestrianaccess.Eventually,stage 2 is expected to create continuity between the Geraldton CBD and the Northgate shopping precinct.Thisstageddevelopmentisexpectedtoevolveoverseveralyears,resultinginpotentially hundreds of millions of dollars in spendingthroughplanningandconstruction.

With$3millionallocatedfromtheMWIPin2012-13theGeraldtonUniversitiesCentre(GUC)startedconstructingasecondbuildingtoenablecontinuedgrowthinstudentnumbers.Thestage2buildingwas100%fundedthroughthe Commission’s MWIP and is expected tobeoperationalforthestartofthe2014academicyear.GUChadanotherstrongyearin2012-13,celebratingitstenthyearofoperationinAugust.Morethan200studentshavegraduatedthroughGUCsinceitsinceptionand this number will keep growing with degree courses offerings now including accounting / business,communications,education,nursing,psychologyandengineering/construction.

TheGUCsitehasbeen a hive of construction activity during2012-13with the Murchison Support Facility (MSF) now complete and operational.TheMSF will support the activities of personnel working on the Australian Square Kilometre ArrayPathfinder(ASKAP),whichisthebasis of International SKAstage1.ASKAPwasofficiallyopenedinOctober2012andalreadygenerating‘worldfirst’resultsthroughitsearlytelescopecommissioningprocesses.

The announcement that Australia will jointly host Stage 1 of the €2 billion international SKA with Southern Africa highlights the importance of ASKAP on a global scale and creates enormousopportunitiesfortheMidWest.GUC’sinvolvementinthissectorreinforcesGeraldton’s position as the most vital learning andresearchhubnorthofPerth.

GUCisalsoakeypartnerinanotheroneofthe Commission’s priority projects; namely theGeraldtonHealth,Education,TrainingandAccommodationProject(GHETAP).GHETAPseekstoprovideaffordable,qualityaccommodation for students and staff associated with the institutions within the precinct,includingGUC,DepartmentofHealth,CombinedUniversitiesCentreforRuralHealth,Durack Institute of Technology and potentially CSIRO.LedbyMWDC,feasibilityandmasterplanprocessesarecurrentlyunderway.Whendeveloped,GHETAPwouldmakeitmoreattractive for health and education students and stafftostudy,trainandworkintheMidWest.

The impact of RfR has been dramatic across regional WA and it is very pleasing to see in theresultsofour2012-13clientsurveythat79%ofMWDCclientsagreedthatRfRaddedvalueintheMidWest(upfrom71.8%since2010-11).InadditiontotheMWIP,MWDCalsoprovided$103,207ofRfRfundingin2012-13to 14 community based projects through its SmallGrantsScheme(detailsonpage26).


MWDC also worked with Mid West local governmentstodeterminetheregion’s2012-13RfR Country Local Government Fund (CLGF) regionalgroupsallocations.Around$8millionof CLGF was provided to 11 Mid West projects includingtourismandculturalfacilities,roads,boatramp,bridges,coastalprotection,verminfencingandcommunicationsinitiatives.

AsoneoftheState’snineSuperTowns,theCommission was pleased to have been able to support the development of the Morawa Growth andImplementationPlan,whichresultedinanallocationof$3.5millioninRfRfromtheSuperTowns Project Development Fund and another$1millionfromtheCommission’sMWIP.BorneoutofthisSuperTownsprocess,theCommission led the development of an Economic Development Strategy (EDS) to help communities in the North Midlands subregion identify and realiseopportunitiesforeconomicgrowth.Wehave commenced EDS’s for the Batavia Coast and Murchison subregions in collaboration with RDAMWG; working closely with relevant local governments,communitiesandindustry.

The preparation of EDS’s for the Batavia Coast and Murchison are indicative of the strong partnershipwehaveforgedwithRDAMWG,creating logical synergy and alignment between the Federal and State government bodies forregionaldevelopmentintheMidWest.TheCommissionprovidedRDAMWGofficespace at our new Foreshore Business Centre

premises,effectivelycreatinga‘onestopshop’forregionaldevelopmentintheMidWest.Theofficecollocationreinforcesastrongrelationshipbetween the two organisations and is a logical step towards aligning the efforts of our agencies so we can get the best results for our region from governmentprogramsandfutureinvestment.

In2011-12theCommissionfundedanextensiveYellowTailKingfishgrow-outtrialto demonstrate the competitive advantages ofMidWestmarineaquaculture.Undertakenin partnership with the Marine Fishfarmers Association,industryandgovernment,thetrialgeneratedsignificantnewknowledgethatcanhelp take the region’s emerging aquaculture industry to the next level and provide long termeconomicbenefittotheMidWest.TheCommission has worked closely with industry andgovernmentthroughout2012-13tocarefullyplan the next phase of development and progress the creation of an Aquaculture Zone to supportgrowthinthissector.

We also saw some great progress with strategic infrastructuredevelopmentin2012-13,includingthe330kVpowerlinefromNeerabuptoThree Springs; the upgrade of rail infrastructure from Morawa through Mullewa and into the Geraldton port; the completion of the Karara export terminal and Mount Gibson Iron train unloader; and completion of rail and related infrastructureatNarngulu.Withdevelopingresourcesprojectsthroughouttheregion,these enhancements continue to support the case for a port at Oakajee and related supply chaininfrastructure.MWDCcontinuestolobbystrongly for development at Oakajee through its MidWestStrategicInfrastructureGroup.

The Commission remains committed to achieving lasting outcomes for the Mid West andI’mconfidentthisyear’sAnnualReportdemonstrates our commitment to enhancing thequalityoflifeinourcommunities.Ourperformanceandkeyachievementsfor2012-13areoutlinedinmoredetailonpage16under“AgencyPerformance”.

Murray CriddleChairmanMid West Development Commission Board


Executive Summary

Performance Highlights

• Continued to implement the Commission’s MWIP,whichwasallocated$220millionfromRfRoverfiveyearstoaddresstheregion’sinfrastructurepriorities.In2012-13morethan$44.5millionwasallocatedtotenMidWestprojects,withsomeofthemoresignificantinitiativesincluding:

o MWDC using MWIP funding to leverage Main Roads WA support and matching funding for the upgrade of the Mullewa WubinRoadsandtheGoldfieldsHighway;and

o Recognising the importance of Mid West residents being able to undertake tertiary studies,provided100%ofthefundingrequiredfortheStage2GUCbuildingfromtheMWIP.

• Gained management responsibility for implementation of the MWIP and associated projects,whichpreviouslyrestedwiththeDepartmentofRegionalDevelopment.

• Commenced a Regional Blueprint for the Mid West that will set the future direction for the development of the region and serve as a link between planning and investment.TheBlueprintwillbebasedon strong relationships with government agencies and industry groups and will inform the Commission’s new strategic plan.Stage1oftheprojectwascompletedduring2012-13,whichincludedadetailedstocktake of existing Mid West infrastructure andservices,relevantplanningandprojectsunderwayorproposed.

• SupportedtheGUCinitseffortstoachievefinancialsustainabilitybyworkingwithits Board and staff to develop a stage 2 building,expanditsrangeofcourses,provide enhanced student support through face-to-facecontactandemployanAboriginalStudentServicesOfficer.TheseinitiativesweresupportedwithRfRfunding.TheStage2buildingwas100%fundedbytheCommissionthroughitsMWIP.

• Worked in partnership withtheGUC,Durack Institute ofTechnology,Combined UniversitiesCentrefor Rural Health and the City of Greater Geraldton to produce a feasibility study / master plan for the Geraldton Health,EducationandTrainingAccommodationProject.Theprojectaims to meet the (short term) accommodation needs of students and staff in Geraldton’s health,educationandtrainingprecinct.

• Continued to support the development of a marine aquaculture industry in the Mid West by working with proponents to review an extensiveYellowTailKingfishgrow-outtrialundertakeninbetween2010-12anddevelopa Marine Aquaculture Development Plan to help capitalise on the competitive advantages ofmarineaquacultureintheregion.

• Worked with local governments to determine regionallysignificantinfrastructureprojectsto share $8 million of RfR CLGF regional groupsfunding.The11priorityprojectsidentifiedin2012-13includedtourismandculturalfacilities,roads,aboatramp,bridges,coastalprotection,verminfencingandcommunicationsinitiatives.

• Administered the RfR Mid West Regional GrantsScheme,whichincludedmanagingdeliveryof$116,096inSmallGrantSchemefundingtofourteenprojects.

• Worked with the City of Greater Geraldton and other stakeholders to support LandCorp to undertake site investigations and planning for stage 2 of the redevelopment of the BataviaCoastMarina.TheCommission’ssupport included the allocation of $3.86millionofMWIPforpreliminaryworks.

• Achieved strong results in the annual client perceptionssurvey,includingthat92%of clients agree the Commission makes a positive contribution towards economic developmentintheMidWest.


Operational Structure

Enabling LegislationThe Mid West Development Commission is a State Government statutory authority managed byacommunitybasedBoard.TheCommissionfunctions under the provisions of the Regional DevelopmentCommissionsAct(1993)andisone of nine regional development commissions inWesternAustralia.

Responsible MinisterHon.BrendonGrylls,MinisterforRegionalDevelopment

Organisational Structure

VisionTo have the Mid West region recognised as a preferredregioninwhichtolive,work,studyandinvest.

MissionTobeafocusedandefficientagencydeliveringreal outcomes for Mid Westcommunities.

ObjectivesTheobjectivesoftheCommissionareto:

• Support communities to enhance their quality of life and become self determining;

• Supportdevelopmentofinvestment,trade,businessandemploymentopportunities;

• Expand and improve community and economic infrastructure;

• Maintain and enhance the region’s natural resource base; and

• Foster regional decision making and encourage a whole of government approachtomanagingchange.

ValuesTheCommission’scorevaluesare:

• Balance - We seek to balance economic,socialandenvironmentaloutcomes;

• Client focused - Our clients can expectconsistent,timely,accurateand reliable services;

• Ethical - Weactwithintegrity,honesty and loyalty;

• Partnership - We work with others to achieve common goals; and

• Pro-active - Weareinnovative,forwardthinking,resourcefulandcreative.


Strategic DirectionsThe Commission’s future direction is set outinour‘StrategicDirections2008-2011’document.Itissupportedbyanoperationalplan,whicharticulateskeyprojectsandimplementationmilestones.TheCommissionhas commenced a process to review and updateitsStrategicDirections,whichwillbecompletedin2013-14.

Performance against set objectives is regularly monitored through this operational plan and bimonthly reports to the Board ofManagement.AnnualperformanceisreflectedintheCommission’sAnnualReportandtheState’sBudgetStatements.

A staff objective setting and performance review program is in place to ensure the Commissionremainsfocused,efficientandeffective in delivering its regional development services to the Mid West.

OutcomesThe three key outcomes expected of the Commission’sactivitiesare:

• Provision of timely advice and accurate information;

• Attracting new investment; and• Expansion of infrastructure and

improvedaccesstoservices.

Key Result AreasToachievetheseoutcomes,theCommissionhasfocusedonfivekeyresultareas,whichbroadly align with the State’s Regional DevelopmentPolicy.Theseare:

• Community–cohesive,healthyandeducated communities;

• Economy–astrong,resilientanddiversifiedeconomy;

• Governance – strong partnerships that add value to the social and economic development of the Mid West;

• Infrastructure – timely provision of strategic infrastructure; and

• Sustainability – a balanced approach to development which recognises the importance of the environment alongside social and economicoutcomes.

ServicesWORKINGINTHEREGION,FORTHEREGION

The Mid West Development Commission works to promote economic and social developmentintheMidWestregion.

Weassist:

• Businesses in the region looking to expand or develop;

• People with new ideas for business or industry;

• Existing and potential exporters;• Potential investors;• Major project proponents;• Local governments in the Mid West;• Community organisations;• Government agencies; and• Businessorganisations.


Theservicesandassistanceweprovideinclude:

• Putting clients in touch with the right people;

• Helping to resolve issues at a government level;

• Representing the interests of Mid West business and communities to government;

• Promoting the region and its business capability;

• Providing export development services;• Facilitating access to government

assistance programs and resources;• Providing updates on what is

happening in the region;• Identifying and promoting investment

opportunities in the region;• Providing links and referrals to

Mid West organisations and networks;• Providing local knowledge and input

togovernmentonissuessuchasland,infrastructure,services,energyandnew developments;

• Supporting planning and coordination to facilitate major project development;

• Assisting development of regional strategies to develop and improve infrastructure and services in the Mid West; and

• Fostering the capacity of communities to undertake economic and social development.

Information ResourcesInformation on the following areas is available fromtheCommission:

• Regional statistics and data;• Grants and funding opportunities;• Updatesonmajorregionalprojects;and• Investmentopportunitiesintheregion.


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Board of the AuthorityThe Mid West Development Commission is managed by a Board of regional representativescomprisinglocalgovernment,communityandministerialappointments.TheChiefExecutiveOfficerisanex-officiomember.

Board ProfilesHon Murray Criddle - ChairpersonMurray is a primary producer and a retired MemberoftheWesternAustralianParliament.He was Member for the Agricultural Region from1993untilhisresignationin2008andMinisterforTransportfrom1998to2001.During his time in Parliament Murray was a member of a number of Standing Committees includingEstimatesandFinancialOperations,EcologyandSustainableDevelopment,andPublicAdministrationandFinance.Hewas also a member of a number of Select Committees including Select Committee for Native Title and Select Committee for Cape Range National Park and Ningaloo MarinePark.MurraywasappointedtotheCommissionBoardin2009asaMinisterialappointmentandChairman.

Mr Andrew Pitcher – Deputy Chairperson

Andrew is the managing director of Geraldton HireandScaffoldingSolutions,havingservedasRegionalManager,NorthernWAforRabobankforthepreviousfiveyears.Hehasextensivefinanceandmanagementexperience,particularlyintheagricultural,mining,fishingandconstructionsectors.Andrewispassionateaboutlocalcommunity,withaparticularinterestinseeing the Mid West community capture benefitsassociatedwiththesustainabledevelopmentoftheregion.Withhisstrongfinancialbackground,Andrewhasasolidunderstanding of all of the issues associated withindustrydevelopmentintheregion.HehasservedasDeputyChairmansince2009asaCommunityappointment.

Ms Yvonne Messina GAICD

YvonneisaretiredSchoolPrincipal.Duringher principalship at Mullewa District High school,theschoolwasnominatedandwon‘Outstanding School’ in Awards for Aboriginal Education,andYvonnewasnominatedforaState Government Award for Excellence in CommunityService.HighlightsofworkingatMullewaincludeAboriginaleducation,mentoring graduate teachers and local Aboriginal trainees into successful teaching careers.YvonneiscurrentlypresidentofRoyalAssociationofJustices–MidWestbranch and has completed the Australian InstituteofCompanyDirectorsDiploma.Yvonne has served on the Commission Board since2008asaMinisterialappointment.

Mr John Thomson

As Managing Partner for RSM Bird Cameron inGeraldton,withseniormanagementresponsibilitiesfortheMidWest,Johnhasparticularinterestinregionalinvestment.Johnisaconsultanttoclientswithprimaryproduction,fishingincludingaquaculture,meat processing and transport interests in theregion.Healsohasaparticularinterestin working with key stakeholders to develop and implement vertically integrated strategies promoting the development of regional resources.JohnwasappointedtotheCommissionBoardin2008asaCommunityappointment.


Ms Meredith Wills

Meredith has been Director of the Geraldton UniversitiesCentre(GUC)forthepastsevenyears.PriortojoiningtheGUCin2005,Meredithwasinvolvedintheuniversity,TAFEandlabourmarketsectors.Shehasnotonlytaught but also developed programs with a particular emphasis on equity and access toeducationincludingadulteducation,indigenous leadership and community development.SheisparticularlyinterestedincollaborationbetweenMidWestschools,DurackInstituteofTechnology,universities,industry and community to meet our regional workforceneeds.Meredithwasappointedto Commission Board as a Community appointmentin2008.

Cr Ashley Dowden

Ashley is the owner and manager of ChallaStation,60kmeastofMountMagnet,which has been in the Dowden family since beingtakenupin1888.WithhiswifeDebbie,Ashley is also a partner in Murchison Aviation andMachineryHire,whichcontractstolocalgovernmentsandminingcompanies,specializinginlowlevelaviation,civilearthworksandroadconstruction.Ashleyhas been on the Shire of Mount Magnet Councilsince2003andiscurrentlyShirePresident.HeisalsocurrentChairmanofthe Meekatharra Rangeland Biosecurity Association,whichcontrolsbiosecurityoveranareaofalmost500,000km2acrosstheMurchison region extending into the Pilbara (north)andWheatbelt(south).AshleyhasalsosatontheMurchisonRegionalVerminCouncil and was a State Councillor for the MurchisonCountryZone.Heispassionateabout his community and the region and wants to see them prosper and reach their full potential.

Cr Michelle Bagley

Michelle is a primary producer at Yandanooka in the ShireofMingenew.Michelle was elected to the Mingenew Shire Councilin1999andhasbeen Shire President for thepastsevenyears.Prior to entering Local Government Michelle was actively involved in the several Mingenew sporting clubs and is a lifememberoftheMingenewNetbalClub.ShealsoservedascateringofficeroftheMingenewExpo,hasbeenontheMingenewSilverChaincommittee,MingenewTouristand Promotion committee and Mingenew Telecentrecommittee.MichellewasCoordinator of the local Youth Advisory Councilforthreeyears.MichelleiscurrentChairoftheMidwestRegionalCouncil,Chairof the North Midlands Regional Road Group and Deputy Chair of the Midwest Regional RoadGroup.ShewasthedelegatefortheNorthern Country Zone of Local Government and also recently become a member of the WesternAustralianCollegeofAgriculture-Morawa’sIndependentPublicSchoolsBoard.

Mr Ian Carpenter

IanwasfirstelectedtotheCityofGeraldtonasaCouncillorin2003,servingasaCouncillor,Deputy Mayor and Mayor leading up to the amalgamationofGeraldtonandGreenough.He was elected as the inaugural Mayor ofthenewCityofGeraldton-GreenoughandwhenGeraldton-GreenoughandMullewaamalgamatedin2011hebecamethe inaugural Mayor of the City of Greater Geraldton.IanisacurrentCommissionerofthe WA Grants Commission and is the current Chair of the WA Regional Capitals Alliance and Deputy Chair of the Regional Capitals AllianceofAustralia.Hehasalsobeenamember of the WA Local Government Reform ImplementationCommittee.Ianhasapassionto support the economic development of the Mid West and seeks to make the best of the opportunitiestheNBNwillbringtotheregion.


Mrs Kirrilee WarrKirrileelivesinYuna(ChapmanValley)andisaDirector,alongwithherhusband,oftheirlargebroad-acreagriculturalenterprise;operating as secretary/administration manager forthebusiness.Kirrileehasapassionforthegrain and livestock industry and community development.Shehasstrongcommunityinvolvementinsport,environment,heritageandindustrydevelopment.KirrileewasaState representative on the Partners on Grain reference group for four years from 2004andrecentlycompletedathreeyeartermontheRural,Remote,andRegionalWomen’sNetworkreferencegroup(2007to2011).ThesepositionsfurtheredKirrilee’scommunication,strategicplanningandgovernance abilities and provided exceptional understanding of the contribution women makeincommunities.ManyoftheprojectsKirrilee has worked on have focused on empowering young people and women in rural,regional,andremoteareas.Kirrileealsorecently completed an Australian Institute of CompanyDirectorscourse.

Mr Gavin TreasureGavinisChiefExecutiveOfficeroftheMid West Development Commission and is a memberoftheBoardinthiscapacity.

Senior OfficersMr Gavin Treasure (Chief Executive Officer)

Gavin joined the Commission in October after eightyearsasCEOoftheShireofMorawa.Heisacertifiedpractisingaccountantandalsoholds a Master of Business Administration and MasterofCommerce.

Administered Legislation The Mid West Development Commission also administersthefollowingrelatedActs:

• Geraldton Foreshore and Marina Development Act1990

• Geraldton Sailors and Soldiers’ Memorial InstituteAct1929

• Geraldton Sailors and Soldiers’ Memorial InstituteEnablingAct1934

• Geraldton Sailors and Soldiers’ Memorial Institute (Trust Property Disposition) Act1938

Other Key Legislation Impacting on Mid West Development Commission’s ActivitiesIntheperformanceofitsfunctions,theMidWestDevelopment Commission complies with the followingrelevantwrittenlaws:

• RegionalDevelopmentCommissionsAct1993• DisabilityServicesAct1993• ElectoralAct1907• EqualOpportunityAct1984• FinancialManagementAct2006• FreedomofInformationAct1992• Geraldton Foreshore and Marina

DevelopmentAct1990• IndustrialRelationsAct1979• MinimumConditionsofEmploymentAct1983• OccupationalSafetyandHealthAct1984• PublicInterestDisclosureAct2003• PublicSectorManagementAct1994• RoyaltiesforRegionsAct2009• SalariesandAllowancesAct1975• StateRecordsAct2000• StateSupplyCommissionAct1991• Workers Compensation and Rehabilitation

Act1981


Performance Management Framework

Outcome Based Management FrameworkBroadgovernmentgoalsaresupportedatagencylevelbyspecificoutcomes.Agenciesdeliverservicestoachievetheseoutcomes.ThefollowingtablesillustratetherelationshipbetweentheCommission’sservicesanddesiredoutcomes,andtheGovernmentGoaltheycontributeto:

Government Goal Desired Outcome Services

Stronger Focus on the Regions:

Greaterfocusonservicedelivery,infrastructure investment and economic development to improve the overall quality of life in remote andregionalareas.

An environment conducive to the balanced economic and social development of the Mid West region.

1. InformationandAdvice

2. InvestmentFacilitation

3. InfrastructureandServicesDevelopment in the Mid West

Service 1: Information and AdviceTo contribute to economic growth and employment by developing strategic partnerships between government,businessandthecommunity,providingacentralpointofcoordinationandcontact,and by raising awareness of the Mid Westregion.

Service 2: Investment FacilitationTo create a business environment within the Mid West region that has a diverse economic base andisattractivetoinvestors.

Service 3: Infrastructure and Services Development in the Mid WestTo facilitate the development of infrastructure and services based on long term economic developmentstrategies,tosupportcommunitiesandbusinessesintheMid West.

Changes to Outcome Based Management FrameworkTheCommission’sOutcomeBasedManagementFrameworkdidnotchangeduring2012-13.

Shared Responsibilities with Other AgenciesTheCommissiondidnotshareanyresponsibilitieswithotheragenciesin2012-13.


AGenCY PeRFoRMAnCe

Report on Operations

Service 1: Information and AdviceTo contribute to economic growth and employment by developing strategic partnershipsbetweengovernment,businessandthecommunity,providingacentralpointofcoordinationandcontact,andbyraisingawarenessoftheMidWestregion.

AGENCY ACTIVITIES• Administered the Royalties for Regions

(RfR) Mid West Regional Grants Scheme (MWRGS),whichincluded:o Managingdeliveryof$116,096in

Small Grant Scheme funding to fourteen projects; and

o Supporting recipients of all MWRGS funding from previous rounds to effectively reportonandacquittheirgrants.

(Please refer to the tables at the end of this Report on Operations section for full details ofMWRGSallocations).

• Provided advice and assistance to clients withprojectplanninganddevelopment,identificationofsuitablegrantopportunitiesandapplicationsforgrantfunding.

• WithDRD,monitoredtheprogressofMid West related projects allocated funding from the Regional Development Council’s ActionAgendaFundingSchemein2011-12.Nine Mid West projects were supported that sharedalmost$15millioninRfRfunding,along with two Statewide initiatives also fundedthatwilldirectlybenefittheMidWest.

• Prepared a number of submissions relating to key initiatives and projects including thedraftStatePlanningStrategy,WARegional Development Trust’s review of theCommunityResourceCentrenetwork,State Water Reform process and Mid West WaterSupplyPlan.

• ProducedtheDecember2012editionofthe Commission’s Mid West Major Projects Summaryfordistributiontoregional,nationalandinternationalbusinesses,industryassociationsandgovernmentagencies.Thereporthighlightsmorethan120committed,plannedorproposedprojectsinthe Mid West with a combined construction valueofmorethan$30billion.

• Produced an updated Mid West Mining Register that contains information on both operational and emerging mines in the MidWest.

• Collated and provided statistical data to a range of stakeholders to assist with planninginresponsetosocial,economic,employment and industry growth and developmentwithintheMidWest.

• WorkedwiththeMurchisonExecutiveGroup,which includes the CEO’s of six Murchison localgovernments,toidentifyopportunitiesfor local government collaboration and resourcesharingintheMurchisonsubregion.


• Provided a range of opportunities for professionaldevelopment,colleagueshipandmentoring for a network local government CommunityDevelopmentOfficers(CDO’s).The network now extends across a number of regions and continues to enhance collaborationamongstCDO’s,resultinginmore effective community programs and a significantlyreducedturnoverofstaff.

• Worked with the Department of Training and Workforce Development to establish a Mid West Workforce Development Alliance that will oversee the implementation of the MidWestWorkforceDevelopmentPlan.

• Allocated$92,500ofresidualMidWestRegional Development Scheme funding to seven projects (details at the end of this ReportonOperationssection).

• Facilitated the colocation of Regional Development Australia Midwest and Gascoyne (RDAMWG) to the Commission’s officesattheForeshoreBusinessCentre.This move has strengthened the alignment and working relationship of the two organisations and created a ‘one stop shop’ forregionaldevelopmentintheMidWest.

Major Initiatives for 2013-14• Promote the strategic use of available RfR

fundingthrough:o Development of a Regional Blueprint for

the Mid West;o Planning for priority major projects; and o Delivery of targeted Mid West projects

that will improve economic and community infrastructure and services in the Mid West.

• UpdatetheCommission’sMidWestMajor Projects Summary for distribution tobusinesses,industryassociationsandgovernmentagenciesinWA,nationallyandoverseas.

• UpdatetheMidWestMiningRegisterasdevelopment occurs to assist local businesses identify and win procurement opportunities.

• Continue to lead a professional support network for regional WA’s local government CDO’s to enhance collaboration and program deliveryandlimitstaffturnover.

• As a member of the Mid West Workforce DevelopmentAlliance,assisttheDepartment of Training and Workforce Development formally launch and implement the Mid West Workforce Development PlanningFramework.

• Work with Rangelands Natural Resource Management (NRM) and Bush Heritage Australia in the Murchison to establish Indigenous NRM work teams and access to countryforlocalpeople.

• Develop a Client Relationship Management system to support agency relationships and provide a communications database for the Commission.


Service 2: Investment FacilitationTo create a business environment within the Mid West region that has a diverse economic baseandisattractivetoinvestors.

AGENCY ACTIVITIES• Continued to support the development of a

marineaquacultureindustryintheMidWestby:o Working with proponents to undertake

a detailed review of an extensive YellowTailKingfishgrow-outtrialtohelp capitalise on the competitive advantages of marine aquaculture in the Mid West;

o Progressing a Marine Aquaculture DevelopmentPlanfortheMidWest,in consultation with industry and Government agencies;

o AdvocatingforimprovedandunifiedState agency support for aquaculture across WA through engagement with other jurisdictions that have developed their aquaculture industries; and

o Working with aquaculture industry groups,WADepartmentofFisheriesand Department of Environment Regulation to progress the establishment of Marine Aquaculture ZonesinWAwaters.

• AspartoftheSuperTownsinitiative,workedclosely with the Shire of Morawa to complete its Morawa Growth and Implementation Plan that outlines the community’s vision and provides a detailed work plan for future growth.Asaresult,Morawasecured$3million(fromtheRfRSuperTownsProject Development Fund) for town centre revitalisationand$500,000forplanningforasolar thermal power station to address edge ofgridpowerreliabilityissues.TheShirehas been working with MWDC on potential further contributions from the MWIP for the towncentrerevitalisationproject.

• In partnership with local governments in the NorthMidlands,oversawthedevelopmentof a North Midlands Economic Development Strategy (NMEDS) to identify and target economic development opportunities in thesubregion.Thestrategybuildsonthework undertaken during the development of the Morawa Growth and Implementation PlanaspartoftheSuperTownsinitiative.InpartnershipwithRDAMWG,initiatedthe preparation of economic development strategies for the Batavia Coast and Murchison to identify associated opportunities and priorities in the two subregions.

• Asaninauguralmember,supportedtheestablishment of a Mid West branch of the Australia China Business Council (ACBC) as a networking organisation with an interest in promoting trade between China and Australia.

• Supported the Mid West Chamber of Commerce to develop its Regional Networks andBusinessDevelopmentProject.Theproject will seek to establish relationships between major project proponents and local enterprises to maximise business and employment opportunities from major projects and encourage local purchasing by government,majorresourcesandindustryprojects.


• Continued to deliver elements of the Mid West Indigenous Arts Industry Strategic Plan,including:o Providing ongoing support for

the Wirnda Barna Art Centre in MountMagnet,whichsupportsAboriginal artists from upper Murchison communitiesincludingYalgoo,MountMagnet,Karalundi,Sandstone,Cue,MeekatharraandYulgaJinna;

o Providing continued assistance for Aboriginal art exhibitions including GoodHeArt(ledbyOPR),whichprovidedreturnsin2013of$105,000to participating Aboriginal artists from sales; and

o Supporting Yamaji Art in its expanded role as a subregional art organisation servicing Geraldton and hinterland communities.

• Supported the development of ASKAP at the MurchisonRadio-astronomyObservatory(MRO) and plans for it to be incorporated into Australia’scomponentofSKAStage1by:o Chairing and providing executive

supportto,theWesternAustralianRegionalAdvisoryGroup(WARAG),which provided advice from regional stakeholders to the Australian and New Zealand SKA Coordinating Committee;

o Working with Horizon Power and DRD to support development of the ASKAPpowerplant,whichincludesarenewable energy (solar photovoltaic) component.Thisprojectincludes$10millionfromtheMWIP;

o Assisting the Shire of Murchison prepare a business case for MWIP funding to replace Ballinyoo Bridge on theCarnarvonMullewaRoad,whichisthe key access route to the MRO; and

o Working with Main Roads WA to support the Shire of Murchison progress roadaccessissues.

• Participated in the City of Greater Geraldton’s IBMSmartCitiesChallenge,whichresultedin the development of a Smart Cities strategy for Greater Geraldton and the Towards a DigitalGeraldtonandtheMidWeststrategy.

• Worked with funding recipients to acquit four Mid West projects funded from RfR through a partnership with Tourism WA toassistdry-season affected communities diversify their economies through enhanced tourism opportunities.

• Continued to work with Murchison local governments to establish a subregional tourismapproachthatincludes:o Developing a marketing plan to

establishtheMurchisonasasignificanttourism destination in its own right;

o Supporting the further development of Gascoyne Murchison Tourism Inc as a strong regional tourism entity;

o Exploring options to develop Indigenous pathways to complement the existing Gascoyne Murchison Outback Pathways drive trails;

o Provided funding and in kind support to the biennial Astrofest event at Murchison Settlement in partnership with CSIRO and the Shire of Murchison; and

o Securing funding to develop a subregional Murchison Gascoyne tourismstrategy.

• ViatheIndigenousCoordinationCentre,supported the Yamaji NRM group to prepare a feasibility study for Indigenous “GreenTeams”toundertakecertifiableenvironmental training in the region that results in longer term employment outcomes.

• Worked with the Oil Mallee Association of Australia and industry representatives on a biomass boiler trial / demonstration seeking a lower cost alternative to conventional diesel boilers used in the extraction of eucalyptusoil.


Major Initiatives for 2013-14• Continue to work with stakeholders

todevelopaMidWestmarinefinfishaquacultureindustryby:o Reviewing the potential viability of a

local industry against others globally;o Completing an aquaculture

development plan to support industry to progress from the current trial stage to full commercialisation;

o Undertakingfurthertrialstodevelopknowledge and expertise in the MidWestenvironment,solveproblemsidentifiedinprevioustrialsanddemonstrate the industry’s potential for possible investors;

o Working to streamline and focus government services to the aquaculture sector across the State to ensure best value and adequate support is provided to this developing industry; and

o Working with stakeholders on the planned establishment of marine aquaculturezone(s)intheMidWest.

• Work with Department of Agriculture and FoodWA,DepartmentofEnvironmentRegulation and pastoralists to enhance the viability of pastoralism in the SouthernRangelands.

• Assist the Shire of Morawa deliver its town centrerevitalisationproject.

• Assist the Shire of Morawa undertake a feasibility study and technical analysis of the proposedMorawaSolarThermalproject,whichwasallocated$500,000fromtheSuperTownsProjectDevelopmentFund.

• In partnership with local governments in theNorthMidlands,completetheNMEDSand work to secure resources to implement priorityinitiativesidentified.

• Complete subregional economic development strategies for the Murchison and Batavia Coast and undertake detailed analysis of opportunities with the greatest potential.

• Work with the Department of State Development’s International Trade and Investment Team to prepare a MidWestindustryattractionstrategy.

• UsetheMidWestEnquiriesRegistertodocumentsignificantinvestorinterestinthe Mid West region and their infrastructure requirements.

• Work to develop and harness relationships resulting from the recently formed Mid West committeeoftheACBC.

• Continue to support the implementation of the Mid West Indigenous Arts Industry StrategicPlan,withmajorprioritiesbeing:o Ongoing support to the developing

Wirnda Barna Art Centre in MountMagnet,whichservicestheupper Murchison subregion;

o Working with the Shire of Wiluna and Birriliburru artists to determine a sustainable way forward for TjukurbaArtGallery.

• Support the implementation of Australia’s component of the SKA Stage 1 (jointlyhostedwithSouthAfrica)by:o Providing local input to the (WA) SKA

Director General’s Working Group on issues including power and roads;

o Progressing planning / work to enable the construction of a replacement Ballinyoo Bridge over the Murchison River; and

o Continuing to support the development and subsequent operations of other radio astronomy projects at the MRO suchastheMurchisonWidefieldArray.


• Capture regional outcomes from the SKA andtheMROby:o Identifying and progressing other

economic and community development initiatives that can leverage off the establishmentoftheSKA,otherradioastronomy projects and their associated infrastructure; and

o Ensuring local businesses are well informed of any potential opportunities to supply goods or services to radio astronomyprojectsattheMRO.

• Workwithlocalgovernments,industryand peak interest groups to develop a digital economy strategy for the region that considers key opportunities and projects that leverage off the region’s advanced information and communications technology (ICT)infrastructure.Thestrategywillprovide key directions and result in business case development for priority digital technology initiatives in the region (includingmobilevoice).

• WorkwiththeCityofGreaterGeraldton,Tourism WA and the Mid West Chamber of Commerce and Industry to establish a Mid West Tourism Group that takes a regional approach to tourism development and ensures tourism is appropriately recognisedincurrentplanningprocesses.

• WorkwiththeShiresofYalgoo,MountMagnetCue,Meekatharra,Murchison,Sandstone,UpperGascoyne,to complete a Murchison Gascoyne tourism strategy that facilitates a sustainable and collaborative approach to tourism developmentinthesubregion.

• Work with Bush Heritage Australia to pursue opportunities for Badimaya people inMountMagnet,Yalgoo,PaynesFindand surrounds to achieve cultural and environmental outcomes at Charles Darwin NatureReserve.Thereispotentialtowork in partnership with Central Desert Native Title Service in Wiluna to mentor and assistwithtraininginBadimayalands.

Service 3: Infrastructure and Services Development in the Mid WestTo facilitate the development of infrastructure andservicesbasedonlong-termeconomicdevelopment strategies to support communities andbusinessesintheMidWest.

AGENCY ACTIVITIES• Continued the implementation of the

Commission’s Mid West Investment Plan(MWIP),whichhasbeenallocated$220millionfromRfRoverfiveyearstoaddresstheregion’sinfrastructurepriorities.KeyMWIPoutcomesin2012-13include:o Entered into a memorandum of

UnderstandingwithDRDforthetransfer of management responsibility for implementation of the MWIP and associated projects from DRD to MWDC;

o Established regionally based resources and processes to implement the MWIP’s priority projects;

o Announcement of MWIP funding totallingmorethan$44.5millionfortenprojects; and

o The assessment and recommendation for funding of a further seven projects with a total project value of around $16.5million.ApprovalofMWIPfunding for these projects will be sought in201314.

(Please refer to the tables at the end of this Report on Operations section for full details ofMWIPallocations).


• Commenced development of a Regional Blueprint for the Mid West that sets the future development direction for the region and serves as a link between planningandinvestment.TheBlueprintwill be informed by a range of proposed and recently completed regional plans and align closely with the recently released StatePlanningStrategy.Itwillbebasedonstrong relationships with other government agencies and industry groups and will inform the Commission’s new strategic plan.Stage1oftheprojectwascompletedduring2012-13,whichprovidedadetailedstocktake of existing Mid West infrastructure andservices,relevantplanningandprojectsunderwayorproposed.

• Worked with local governments to determine regionallysignificantinfrastructureprojectsto share $8 million of RfR Country Local Government Fund (CLGF) regional groups funding.The11priorityprojectsidentifiedin2012-13includedtourismandculturalfacilities,roads,aboatramp,bridges,coastalprotection,verminfencingandcommunicationsinitiatives.

• SupportedtheGeraldtonUniversitiesCentre(GUC)initseffortstoachievefinancialsustainabilitybyworkingitsBoardandstaffto:o Establish an expanded range of

courses,provideenhancedstudentsupportthroughface-to-facecontactand employ an Aboriginal Student ServicesOfficer.GUCcoursesareoffered through partnerships with Australian universities and include Journalism/CommunicationsthroughCharlesSturtUniversity;LearningManagement,Accounting/Business,Psychologyandauniversitybridging program (STEPS) through CentralQueenslandUniversity;andEngineeringwiththeUniversityofSouthernQueensland.Theseinitiativesweremadepossibleby$1.053millionsecuredfromRfRin2011-12withassistance from MWDC; and

o Secure$3millionfromtheRfRfundedMWIPtoconstructtheGUCStage2building to support the growing number ofstudentenrolments.Thebuildingisexpectedtobereadyforthe2014academicyear.

• WorkedinpartnershipwiththeGUC,DurackInstituteofTechnology,CombinedUniversitiesCentreforRuralHealthandthe City of Greater Geraldton to produce a feasibility study / master plan for the GeraldtonHealth,EducationandTrainingAccommodationProject(GHETAP).Theproject aims to meet the (short term) accommodation needs of students and staffinGeraldton’shealth,educationandtrainingprecinct.

• Worked closely with Centacare towards achieving longer term management security for the Bidi Bidi early childhood development andparentingcentreinMountMagnet.

• Worked with a Project Steering Group to establish a Mid West Academy of Sport todeveloptalentedsub-eliteathletes,coachesandofficialsfromwithintheirhomeenvironment.TheAcademy’s18monthEstablishment Phase commenced early in 2012-13withworkundertakentodevelopprocesses and secure resources to enable operations and service delivery to begin earlyin2014.


• Worked with developer of land sold as part of stage one of the Batavia Coast Marina redevelopmentonissuesrelatedto:o The development of the North Shore and

South Shore apartment buildings; ando Proposedotherdevelopments,

includingahotel,tavernandoffpropertyimprovements.

• Worked with the City of Greater Geraldton and other stakeholders to support LandCorp to undertake site investigations and planning for stage 2 of the redevelopment of the BataviaCoastMarina.MWDC’ssupportincludedtheallocationof$3.86millionofMWIPforpreliminaryworks.

• Administered the Commission’s Agency Working Group and Mid West Strategic InfrastructureGroup(MWSIG).Thesegroups function to collaboratively resolve infrastructure bottlenecks and provide a forum for agencies to share information onmajorprojectsintheregion.Throughthese groups the Commission assisted the developmentofmajorprojectsby:o Supporting the proposed Mid West

Development Project (Oakajee) and the Oakajee Industrial Estate;

o Promoting the development of the Oakajee Narngulu Infrastructure Corridor (ONIC) to provide a heavy freight bypass around Geraldton and facilitate service delivery to Oakajee and beyond;

o Providing Western Power with evidence to support its business case for stage two of the Mid West Energy Project;

o Providing information and support to proponents investigating long term power solutions for the Mid West;

o Monitoring data from Main Roads WA to determine the increase in heavy freight movements on the region’s road transport infrastructure and help identify the region’s road infrastructure priorities;

o Providing a forum for a debate on the petroleum industry’s hydraulic fracturing process to help ensure investment decisions are made based on balanced and informed decision making; and

o Working towards the effective colocation of mining and science based projects within the Square Kilometre Array’s radioquietzone.

• Continued support for the proposed development ofaport,railand associated infrastructure at Oakajeethrough:o Providing

information and advice to the State government regarding the social impact assessment work completed to date;

o Ongoing liaison with proponents of major resource projects;

o Facilitating the timely exchange of information between agencies and project proponents; and

o Active involvement in a number of related consultation forums to identify and mitigate the social impacts of the project and determine how best to capturecommunitybenefits.

• Assisted Chinese and Korean companies that have expressed interest in investing in the Mid West Development Project (Oakajee).

• Worked with the Western Australian Museum to investigate options for implementing the masterplanforitsGeraldtonsiteinorderto:o Enhance the Geraldton Museum’s

status as one of the best regional museums in Western Australia; and

o progress initiatives that will maximise thevibrancy,attractivenessandamenityoftheBataviaCoastMarinaprecinct.

• As members of the Sustainable Future City RegionProjectWorkingGroup,workedwiththeCityofGreaterGeraldtononits‘2029and Beyond’ project to support the growth anddevelopmentofGreaterGeraldton.

• In partnership with the Department of HousingandLandCorp,commencedaMid West Housing Needs Analysis to profilethehousingrequirementsoftheregion and determine current and future needforaffordablesocial,keyworkerandgovernmenthousing.


Major Initiatives for 2013-14• Continue to progress ‘Flagship’ and other

highpriorityprojectsidentifiedintheCommission’sMWIP.

• Complete the Mid West Regional Blueprint and detailed phase 1 implementation plan that sets the future development direction for theMidWestregion.

• With guidance from the Mid West RegionalBlueprint,developanewStrategic Plan to guide the future organisational objectives and operations of theCommission.

• Continue to work through the Commission’s Mid West Strategic Infrastructure Group (MWSIG) and the Agency Working Group to progress projects such as the northern sectionoftheMidWestEnergyproject,construction of a deepwater port at Oakajee,advancingtheONICproject,thedetermination of the costs of services to theOakajeeIndustrialestate,theviabilityof a heavy freight bypass from Dongara toNorthamptonandthefinalisationoftheMidWestWaterSupplyStrategy.

• ContinuetoworkwithandsupporttheGUCtocompleteitsstage2building,furtherexpand its range of courses and grow studentnumbers.

• Continue to support private investment interest in the Mid West Development Project(Oakajee).

• Continue to work with the GHETAP steering committee to progress the development of theproposedaccommodationfacilityby:o Finalising the business case / master

plan for the precinct;o Developing detailed plans for the

project; ando Establishing a governance and funding

model to address whole of precinct issues and facilitate GHETAP’s development.

• Continue to work with the proponents of the Bidi Bidi early childhood development and parenting centre to address the Murchison’s relatively poor Australian Early Development Index(AEDI)results.Successionplanningwillbeapriorityalongwithidentificationofpotentialfuturefundingsources.

• Continue to support the Commission’s AgencyWorkingGroupandMWSIG.These groups work to collaboratively resolveinfrastructurebottlenecks,advocatefor the timely development of supply chain infrastructure and provide a forum for agencies to share information on major resource and infrastructure projects in the MidWest.


• Support the Mid West Academy of Sport complete its Establishment Phase and secure resources necessary to commence operationsearlyin2014.

• Work with proponents to progress the proposed hotel and other developments on land sold as part of stage one of the BataviaCoastMarinaredevelopment.

• ContinuetoworkwithLandCorp,CityofGreater Geraldton and other stakeholders to progress the detailed planning stage 2 of the BataviaCoastMarinaredevelopment.

• Work with the City of Greater Geraldton on its‘2029andBeyond,SustainableFutureGreater Geraldton City Region’ project to support the growth and development of Geraldtonandsurrounds.

• WorkwiththeWesternAustralianMuseumto:o Secure funding to develop detailed

plans required for implementing the masterplan for its Geraldton facility; and

o Develop the business case needed to secure funding for construction and fitoutoftheproposedexpansionandassociatedimprovements.

• Work to improve mobile phone coverage in the region and address mobile phone blackspotsby:o Supporting the Department of

Commerce (DoC) to deliver the Regional Mobile Communications Project(RMCP),and

o Working with local government authorities and DoC to investigate mobile phone coverage solutions in areas not covered by the initial stage ofRMCP.

• Deliver the Mid West Housing Needs Analysis to provide the Department of Housing and MWDC guidance on the prioritisationofMWIPfundingforhousing.


Royalties for Regions – Mid West Investment PlanThe Commission supported ten projects for funding from its Mid West Investment Plan during 2012-13.Thefollowingprojectsreceivedfunding.

Mid West Investment Plan funded projects for 2012-13

Organisation Project Name Funding (ex GST)

GeraldtonUniversitiesCentre Stage 2 Buildings $3,000,000

Silver Chain Silver Chain Eneabba Remote Area Health Centre $100,000

Shire of Yalgoo Yalgoo Community Sports Hub $285,909

Shire of Northampton NorthamptonLightIndustrialUnits $661,000

Main Roads WA Wubin-MullewaRoad $10,800,000

Main Roads WA GoldfieldsHighway $10,000,000

City of Greater Geraldton Geraldton Airport Landside Development $2,755,000

City of Greater Geraldton / Department of Housing

BuildingBetterRegionalCities-UrbanExpansionProject $13,970,000

City of Greater Geraldton Original Railway Building Restoration $1,000,000

Country High School Hostels Authority Geraldton Residential College $2,000,000

10 PROJECTS TOTAL $44,571,909

Royalties for Regions Mid West Regional Grant SchemeTheCommissionallocated$116,096fromthethirdcontestableroundoftheMWRGSforaSmallGrantsSchemefundingpool.MWDCprovided$103,207to14projectsduring2012-13,withthebalancetobeallocatedin2013-14.Thefollowingprojectsreceivedfunding.

Regional Grants Scheme funded projects for 2012-13


Mount Magnet Race Club Outside running rail for track $5,920

Geraldton Regional Community Education Centre OSCCA Shade Structures $3,500

Coorow Golf Club Water Catchment Scheme $7,950

Shire of Northampton (auspice for Binnu Balla Progress Association)

Binnu Hall Playground Shade Dome Project $4,000

ShireofChapmanValley Nabawa Cemetery Enhancement $10,000

continued...


Regional Grants Scheme funded projects for 2012-13


Northampton District Bowling Club Bowling Equipment $1,000

Shire of Mount Magnet Fitness Centre Fitout $10,000

Northampton Friends of the Railway Inc Heritage Information Board and Shelter Structure $4,028

KalbarriSESUnit Kalbarri SES Boat and Trailer Storage Garage $9,618

Lions Club Geraldton Lions Caravan $10,000

Shire of Coorow Tools for men’s shed Green Head $8,973

UWA(CombinedUniversitiesCentre for Rural Health) Project Connect $9,218

Shire of Yalgoo Paynes Find Telephone Box Solar Lighting $9,000

Monsignor Hawes Heritage Inc Monsignor Hawes Heritage Trail – Stage 1 planning $10,000

14 PROJECTS TOTAL $103,207

Regional Development SchemeThe Commission supported seven projects for funding from the Mid West Regional Development Schemeduring2012-13.Thefollowingprojectsreceivedfunding.

Regional Development Scheme funded projects for 2012-13


Shire of Mount Magnet Development of Main Street Master Plan $7,500

Shire of Three Springs Town Revitalisation Plan $7,500

Pollinators Mid West Social Innovation Series $20,000

Shire of Yalgoo Murchison Tourism Strategy $20,000

Monsignor Hawes Heritage Inc Monsignor Hawes Heritage Trail – Stage 2 installation $20,000

Mid West Development Commission-onbehalfof a Geraldton community consortium

Dine with the Giants $2,500

Mid West Chamber of Commerce and Industry

Mid West Networks and Business Development Program $15,000

7 PROJECTS TOTAL $92,500

...continued


Actual results versus budget targets

Financial TargetsTarget $000

Actual $000

Variance $000

Total cost of services (expense limit) (details from Income Statement)

5,037 3,644 (1,393)

Net cost of services (details from Income Statement)

5,036 3,421 (1,615)

Total equity (details from Balance Sheet)

2,335 3,675 1,340

Net increase/(decrease) in cash held (details from Cash Flow Statement)

(1,787) 335 2,122

Approved full time equivalent (FTE) staff level

15 11.7 (3.3)

The variances for total cost and net cost of services are primarily due to a delay in receiving budgetedRfRincometo2013-14,combinedwith a deferral of Batavia Coast Marina (BCM) expenditure.

Thevarianceintotalequitymainlyreflectsan unbudgeted carryover of MWIP funding to 2013-14combinedwiththedeferralinBCMexpenditure.

The variance in net increase in cash held reflectscarryoverRfRfunding,unbudgetedMWIPfundinganddeferralofBCMexpenditure.

The variance in approved full time equivalent staffreflectsinpartbudgetedpositionsbeingvacantforextendedperiodsduringthefinancialyear.

For explanation on Income Statement variances,refertoNote29oftheFinancialStatementsonpage59ofthisreport.


Summary of Key Performance IndicatorsThe key effectiveness indicators measure the extent of impact of the delivery of services on the achievementofdesiredoutcomes.Thekeyefficiencyindicatorsmonitortherelationshipbetweentheservicesdeliveredandtheresourcesusedtoproducetheservice.

Target Actual Variance

Outcome: An environment conducive to the balanced economic and social development of the Mid West region

KeyEffectivenessIndicators:

• Clients agreeing that the Commission reduced obstacles to economic growth and employment

42% 42% -

• Clients agreeing that the Commission contributed to the development of a new business opportunity

63% 63% -

• Clients agreeing that the Commission contributed to more trade activity

30% 34% 4%

• Clients agreeing that the Commission contributed to the retention of staff and/or expansion of employment opportunities

28% 36% 8%

Service 1: Information & Advice

KeyEfficiencyIndicators:Cost per client visit Cost per client inquiry

$1,206 $92

$667$102

($539)$10

Service 2: Investment Facilitation

KeyEfficiencyIndicator:Average cost per project $38,892 $63,341 $24,449

Service 3: Infrastructure and Services Development in the Mid West

KeyEfficiencyIndicator:Average cost per project

$72,434

$35,180

($37,254)


Key Effectiveness IndicatorsThe Commission’s effectiveness indicators are measured through an annual client perceptions survey,conductedbyindependentmarketresearchcompany.Surveysweresentto240clients that had contact with the Commission during2012-13,with167completedsurveysreturned(responserateof70%).

To support the balanced economic and social development of the region the Commission works to help reduce obstacles to growth; develop new business opportunities; increase trade activity; and retain staff / expand employmentopportunities.Accordingly,clientswere asked questions regarding business development outcomes that were facilitated by contactwiththeCommission.

Key Efficiency IndicatorsAverage unit cost per client inquiry for Service 1 – Information and Advice was above target which is attributable to an increase in board remuneration.Thetotalnumbersofclientvisitsand contacts were above target due mainly to engagementrelatingtotheMWIP,MidWestRegional Blueprint and subregional economic developmentstrategies.

Total costs for Service 2 – Investment Facilitation weresignificantlyabovetargetduemainlytounbudgeted expenses relating to the MWIP andthedevelopmentofsub-regionaleconomicdevelopmentstrategies.Thisequatedtoanotablyhigheraveragecostperproject.

TheaveragecostperprojectforService3 – Infrastructure and Services Development was significantlylowerthantarget,duemainlytothedeferralinbudgetedBCMexpenditure.

Forfurtherexplanationonvariances,pleaserefertopage67ofthisreport.PleasenotethatwithintheauditedKeyPerformanceIndicators,target and actual total costs and unit costs have been adjusted to exclude Grants and Subsidies Expense.


sIGnIFICAnt IssUes IMPACtInG tHe AGenCYTheCommission’soperationsareinfluencedbymajorcurrentandfutureopportunitiesandchallengesintheregion.Theseincludethefollowing.

• The Commission’s Mid West Investment Plan(MWIP),whichissupportedby$220millionofRoyaltiesforRegionsfunding,will leverage public and private investment in priorityinfrastructurefortheregion.

• A regional growth and development strategy tobeknownasa‘RegionalBlueprint’,led by the relevant regional development commissions,willbeimplementedineachregionoftheState.TheRegionalBlueprintwill be based on an aspirational vision led approach and holistic and integrated strategicplanning.ThepurposeoftheRegional Blueprint is to help transform a region from its current status and position it to attain sustainable growth and developmentgoals.TheCommissionwillbeundertakingsignificantworktodevelopa Mid WestRegionalBlueprintin2013-14.ThefinalBlueprintwillbedevelopedensuring that the Regional Development Australia Mid West Gascoyne regional planning process merges into the Blueprint document.

• Through its Mid West Strategic Infrastructure Group,theCommissionsupportsthecoordinated development of major projects intheregion.Establishmentofasignificantiron ore industry in the region will be facilitated by development of a deepwater port and industrial estate at Oakajee; strategic rail links; an upgraded power network; preparation of a Mid West water supply plan; and the availability of a skilled workforce.

• The region’s economy is heavily reliant on primary commodityexports,exposingittomarketfluctuationsandclimatechangeimpacts.Initiativesto diversify the region’s economic base include progressing information technology related opportunities; realising the region’s vast renewable energy potential; supporting marine based aquaculture research and development; and realising the region’s tourismpotential.

• The region has a relatively high Indigenous population,whichdrivestheneedforinitiatives that will support Indigenous employment,educationandbusinessoutcomes.

• Around83%oftheregionisclassifiedasremote,whichpresentschallengestoprovide and maintain infrastructure and services.TheCommissioncontinuestosupporttheGeraldtonUniversitiesCentreto enhance access to tertiary education in the region; the Murchison Executive Group to collaborate in the Murchison subregion; improved infrastructure via its MWIP; and Morawa’s development as part of the Regional Centres Development Plan (SuperTowns).


DIsCLosURes AnD LeGAL CoMPLIAnCe

Financial Statements

CertificationofFinancialStatements

For the year ended 30 June 2013.

TheaccompanyingfinancialstatementsoftheMidWestDevelopmentCommissionhavebeenpreparedincompliancewiththeprovisionsoftheFinancialManagementAct2006fromproperaccountsandrecordstopresentfairlythefinancialtransactionsforthefinancialyearended30June2013andthefinancialpositionasat30June2013.

At the date of signing we are not aware of any circumstances which would render the particulars includedinthefinancialstatementsmisleadingorinaccurate.

J. POTTS G. TREASURECHIEF FINANCIAL OFFICER CHIEF EXECUTIVE OFFICER4 September 2013 4 September 2013

HON M CRIDDLE CHAIRMAN4 September 2013


Statement of Comprehensive Income

For the year ended 30 June 2013

Note 2013 2012COST OF SERVICES $ $ExpensesEmployeebenefitsexpense 6 1,481,035 1,105,877Supplies and services 7 672,521 784,457Depreciation and amortisation expense 8 79,338 49,710Accommodation expenses 9 193,545 242,918Grants and subsidies 10 1,176,709 3,485,978Lossondisposalofnon-currentassets 11 713 4,717Other expenses 12 40,438 38.531Total cost of services 3,644,299 5,712,188

IncomeRevenueOther revenue 13 223,767 307,968Total Revenue 223,767 307,968Total income other than income from State Government 223,767 307,968NET COST OF SERVICES 3,420,532 5,404,220

Income from State GovernmentService appropriation 14 1,452,000 1,675,000Resources received free of charge 14 6,556 9,704Royalties for Regions Fund 14 2,429,920 1,695,994Total income from State Government 3,888,476 3,380,698SURPLUS/(DEFICIT) FOR THE PERIOD 467,944 (2,023,522)

TOTAL COMPREHENSIVE INCOME/(LOSS) FOR THE PERIOD 467,944 (2,023,522)

Seealsothe‘ScheduleofIncomeandExpensesbyService’.

TheStatementofComprehensiveIncomeshouldbereadinconjunctionwiththeaccompanyingnotes.


Statement of Financial Position

As at 30 June 2013Note 2013 2012

ASSETS $ $Current AssetsCash and cash equivalents 25 150,287 341,034Restricted cash and cash equivalents 15,25 1,629,591 1,103,970Receivables 16 102,121 317,336Amounts receivable for services 17 20,000 20,000Total Current Assets 1,901,999 1,782,340

Non-Current AssetsAmounts receivable for services 17 153,000 145,000Property,plantandequipment 18 3,128,784 3,184,960Intangible assets 19 1,028 6,192Total Non-Current Assets 3,282,812 3,336,152TOTAL ASSETS 5,184,811 5,118,492

LIABILITIESCurrent LiabilitiesPayables 21 146,262 544,093Provisions 23 287,784 331,685Total Current Liabilities 434,046 875,778

Non-Current LiabilitiesAmounts due to the Treasurer 22 960,000 960,000Provisions 23 116,124 76,017Total Non-Current Liabilities 1,076,124 1,036,017TOTAL LIABILITIES 1,510,170 1,911,795NET ASSETS 3,674,641 3,206,697

EQUITYContributed equity 24 355,946 355,946Reserves 24 1,872,761 1,872,761Accumulated surplus 24 1,445,934 977,990TOTAL EQUITY 3,674,641 3,206,697

Seealsothe‘ScheduleofAssetsandLiabilitiesbyService’.

TheStatementofFinancialPositionshouldbereadinconjunctionwiththeaccompanyingnotes.


Statement of Changes in Equity

For the year ended 30 June 2013

NoteContributed

equity Reserves

Accumulated surplus/(deficit) Total equity

$ $ $ $Balance at 1 July 2011 24 355,946 1,872,761 3,001,512 5,230,219Surplus/(deficit) - - (2,023,522) (2,023,522)Other comprehensive income - - - -Total comprehensive income/(loss) for the period - - (2,023,522) (2,023,522)Transactionswithownersintheircapacityasowners: Capital appropriations - - - - Other contributions by owners - - - - Distributions to owners - - - -Total - - - -Balance at 30 June 2012 355,946 1,872,761 977,990 3,206,697

Balance at 1 July 2012 355,946 1,872,761 977,990 3,206,697Surplus/(deficit) - - 467,944 467,944Total comprehensive income/(loss) for the period - - 467,944 467,944Transactionswithownersintheircapacityasowners: Capital appropriations - - - - Other contributions by owners - - - - Distributions to owners - - - -Total - - - -Balance at 30 June 2013 355,946 1,872,761 1,445,934 3,674,641

TheStatementofChangesinEquityshouldbereadinconjunctionwiththeaccompanyingnotes.


Statement of Cash Flows

For the year ended 30 June 2013Note 2013 2012

$ $CASH FLOWS FROM STATE GOVERNMENTService appropriation 1,424,000 1,647,000Capital appropriation - -Holding account drawdowns 20,000 20,000Royalties for Regions Fund 2,429,920 1,695,994State Government grants and subsidies - 149,091Net cash provided by State Government 3,873,920 3,512,085

Utilisedasfollows:CASH FLOWS FROM OPERATING ACTIVITIESPaymentsEmployeebenefits (1,490,386) (1,200,013)Supplies and services (709,227) (762,521)Accommodation (218,085) (179,250)GST payments on purchases (243,360) (458,473)GST payments to taxation authority (46,334) (20,424)Grants and subsidies (1,486,122) (3,390,465)Other payments (44,982) (4,717)

ReceiptsGST receipts on sales 30,782 2,366GST receipts from taxation authority 246,136 468,578Other receipts 441,242 123,388Net cash provided by/(used in) operating activities 25 (3,520,336) (5,421,531)

CASH FLOWS FROM INVESTING ACTIVITIESPaymentsPurchaseofnon-currentphysicalassets (18,711) (600,663)Net cash provided by/(used in) investing activities (18,711) (600,663)

Net increase/(decrease) in cash and cash equivalents 334,873 (2,510,109)Cash and cash equivalents at the beginning of period 1,445,005 3,955,114CASH AND CASH EQUIVALENTS AT THE END OF PERIOD 25 1,779,878 1,445,005

TheStatementofCashFlowsshouldbereadinconjunctionwiththeaccompanyingnotes.


Notes to the Financial StatementsFor the year ended 30 June 2013

Note 1. Australian Accounting Standards

GeneralTheCommission’sfinancialstatementsfortheyearended30June2013havebeenpreparedinaccordancewithAustralianAccountingStandards.Theterm‘AustralianAccountingStandards’includesStandardsandInterpretationsissuedbytheAustralianAccountingStandardsBoard(AASB).

TheCommissionhasadoptedanyapplicablenewandrevisedAustralianAccountingStandardsfromtheiroperativedates.

Early adoption of standardsTheCommissioncannotearlyadoptanAustralianAccountingStandardunlessspecificallypermittedbyTI1101ApplicationofAustralianAccountingStandardsandOtherPronouncements.TherehasbeennoearlyadoptionofAustralian Accounting Standards that have been issued or amended (but not operative) by the Commission for the annualreportingperiodended30June2013.

Note 2. Summary of significant accounting policies

(a) General statementTheCommissionisanot-for-profitreportingentitythatpreparesgeneralpurposefinancialstatementsinaccordancewithAustralianAccounting Standards, the Framework, Statements ofAccountingConcepts and other authoritativepronouncementsoftheAASBasappliedbytheTreasurer’sinstructions.SeveralofthesearemodifiedbytheTreasurer’sinstructionstovaryapplication,disclosure,formatandwording.

The Financial Management Act and the Treasurer’s instructions impose legislative provisions that govern the preparation of financial statements and takeprecedenceoverAustralianAccountingStandards, theFramework,Statements ofAccountingConceptsandotherauthoritativepronouncementsoftheAASB.

Wheremodificationisrequiredandhashadamaterialorsignificantfinancialeffectuponthereportedresults,detailsofthatmodificationandtheresultingfinancialeffectaredisclosedinthenotestothefinancialstatements.

(b) Basis of preparationThefinancialstatementshavebeenpreparedontheaccrualbasisofaccountingusingthehistoricalcostconvention,exceptforlandwhichhasbeenmeasuredatfairvalue.

Theaccountingpoliciesadoptedinthepreparationofthefinancialstatementshavebeenconsistentlyappliedthroughoutallperiodspresentedunlessotherwisestated.

ThefinancialstatementsarepresentedinAustraliandollarsandallvaluesareroundedtothenearestdollar.

Note3‘Judgementsmadebymanagementinapplyingaccountingpolicies’disclosesjudgementsthathavebeenmadein theprocessofapplying theCommission’saccountingpolicies resulting in themostsignificanteffectonamountsrecognisedinthefinancialstatements.

Note4‘Keysourcesofestimationuncertainty’discloseskeyassumptionsmadeconcerningthefuture,andotherkeysourcesofestimationuncertaintyattheendofthereportingperiod,thathaveasignificantriskofcausingamaterialadjustmenttothecarryingamountsofassetsandliabilitieswithinthenextfinancialyear.

(c) Reporting entityThereportingentitycomprisestheMidWestDevelopmentCommission.TheMidWestDevelopmentCommissionwasestablishedunder theRegionalDevelopmentCommissionsAct (1993)onApril8,1994. TheActalsorepealed theGeraldtonMidWestDevelopmentAuthorityAct(1988)anddeterminedthatallassetsandliabilitieswouldtransfertotheMidWestDevelopmentCommissionfromthatdate.



Note 2. Summary of significant accounting policies (continued)

(d) Contributed equityAASBInterpretation1038ContributionsbyOwnersMadetoWholly-OwnedPublicSectorEntitiesrequirestransfersinthenatureofequitycontributions,otherthanasaresultofarestructureofadministrativearrangements,tobedesignatedbytheGovernment(theowner)ascontributionsbyowners(atthetimeof,orpriortotransfer)beforesuchtransferscanberecognisedasequitycontributions.CapitalappropriationshavebeendesignatedascontributionsbyownersbyTI955ContributionsbyOwnersmadetoWhollyOwnedPublicSectorEntitiesandhavebeencrediteddirectlytoContributedequity.

Thetransfersofnetassetsto/fromotheragencies,otherthanasaresultofarestructureofadministrativearrangements,aredesignatedascontributionsbyownerswherethetransfersarenon-discretionaryandnon-reciprocal.

(e) Income

Revenue RecognitionRevenueisrecognisedandmeasuredatthefairvalueofconsiderationreceivedorreceivable.Thefollowingspecificrecognitioncriteriamustalsobemetbeforerevenueisrecognisedforthemajorbusinessactivitiesasfollows:

Sale of goodsRevenueisrecognisedfromthesaleofgoodsanddisposalofotherassetswhenthesignificantrisksandrewardsofownershiptransfertothepurchaserandcanbemeasuredreliably.

Provision of servicesRevenueisrecognisedbyreferencetothestageofcompletionofthetransaction.

InterestRevenueisrecognisedastheinterestaccrues.

Service AppropriationsService Appropriations are recognised as revenues at fair value in the period in which the Commission gains control of theappropriatedfunds.TheCommissiongainscontrolofappropriatedfundsatthetimethosefundsaredepositedtothebankaccountorcreditedtothe‘Amountsreceivableforservices’(holdingaccount)heldatTreasury.

Grants, donations, gifts and other non-reciprocal contributions RevenueisrecognisedatfairvaluewhentheCommissionobtainscontrolovertheassetscomprisingthecontributions,usuallywhencashisreceived.

Othernon-reciprocalcontributionsthatarenotcontributionsbyownersarerecognisedattheirfairvalue.Contributionsof services are only recognised when a fair value can be reliably determined and the services would be purchased if not donated.

Royalties for Regions funds are recognised as revenue at fair value in the period in which the Commission obtains control over the funds. TheCommission obtains control of the funds at the time the funds are deposited into theCommission’sbankaccount.

GainsRealisedandunrealisedgainsareusuallyrecognisedonanetbasis.Theseincludegainsarisingonthedisposalofnon-currentassetsandsomerevaluationsofnon-currentassets.




(f) Property, plant and equipment

Capitalisation/expensing of assetsItemsofproperty,plantandequipmentcosting$5,000ormorearerecognisedasassetsandthecostofutilisingassetsisexpensed(depreciated)overtheirusefullives.Itemsofproperty,plantandequipmentcostinglessthan$5,000areimmediately expensed direct to the Statement of Comprehensive Income (other than where they form part of a group of similaritemswhicharesignificantintotal).

Initial recognition and measurementProperty,plantandequipmentareinitiallyrecognisedatcost.

Foritemsofproperty,plantandequipmentacquiredatnocostorfornominalcost,thecostisthefairvalueatthedateofacquisition.

Subsequent measurementSubsequenttoinitialrecognitionasanasset,therevaluationmodelisusedforthemeasurementoflandandhistoricalcostforallotherproperty,plantandequipment.Landiscarriedatfairvalueandaccumulatedimpairmentlosses.Allotheritemsofproperty,plantandequipmentarestatedathistoricalcost lessaccumulateddepreciationandaccumulatedimpairmentlosses.

Wheremarket-basedevidenceisavailable,thefairvalueoflandisdeterminedonthebasisofcurrentmarketbuyingvaluesdeterminedbyreferencetorecentmarkettransactions.

LandisindependentlyvaluedannuallybytheWesternAustralianLandInformationAuthority(ValuationServices)andrecognised annually to ensure that the carrying amount does not differ materially from the asset’s fair value at the end ofthereportingperiod.

Themostsignificantassumptionsinestimatingfairvaluearemadeinassessingwhethertoapplytheexistingusebasistoassetsandindeterminingestimatedusefullife.Professionaljudgementbythevaluerisrequiredwheretheevidencedoesnotprovideacleardistinctionbetweenmarkettypeassetsandexistinguseassets.

Refertonote18‘Property,plantandequipment’forfurtherinformationonrevaluations.

DerecognitionUpondisposalorderecognitionofanitemofproperty,plantandequipment,anyrevaluationsurplusrelatingtothatassetisretainedintheassetrevaluationsurplus.

Asset revaluation surplusTheassetrevaluationsurplusisusedtorecordincrementsanddecrementsontherevaluationofnon-currentassetsasdescribedinnote18‘Property,plantandequipment’.

DepreciationAllnon-currentassetshavingalimitedusefullifearesystematicallydepreciatedovertheirestimatedusefullivesinamannerthatreflectstheconsumptionoftheirfutureeconomicbenefits.

Depreciationiscalculatedusingthestraightlinemethod,usingrateswhicharereviewedannually.Estimatedusefullivesforeachclassofdepreciableassetare:

Furniture&Fittings 10to15yearsOfficeEquipment 5yearsComputerHardware 3to5yearsSoftware (a) 3to5years

(a)Softwarethatisintegraltotheoperationofrelatedhardware.

Landisnotdepreciated.




(g) Intangible assets

Capitalisation/expensing of assetsAcquisitionsofintangibleassetscosting$5,000ormorearecapitalised.Thecostofutilisingtheassetsisexpensed(amortised) over their useful life. Costs incurred below these thresholds are immediately expensed directly to theStatementofComprehensiveIncome.

Intangibleassetsareinitiallyrecognisedatcost.Forassetsacquiredatnocostorfornominalcost,thecostistheirfairvalueatthedateofacquisition.

The cost model is applied for subsequent measurement requiring the asset to be carried at cost less any accumulated amortisationandaccumulatedimpairmentlosses.

Amortisationforintangibleassetswithfiniteusefullivesiscalculatedfortheperiodoftheexpectedbenefit(estimatedusefullifewhichisreviewedannually)onthestraightlinebasis.AllintangibleassetscontrolledbytheCommissionhaveafiniteusefullifeandzeroresidualvalue.

Theexpectedusefullivesforeachclassofintangibleassetare:

Software (a) 3to5yearsWebsitecosts 3to5years

(a)Softwarethatisnotintegraltotheoperationofanyrelatedhardware.

Computer softwareSoftwarethatisanintegralpartoftherelatedhardwareisrecognisedasproperty,plantandequipment.Softwarethatisnotanintegralpartoftherelatedhardwareisrecognisedasanintangibleasset.Softwarecostinglessthan$5,000isexpensedintheyearofacquisition.

Web site costsWeb site costs are charged as expenses when they are incurred unless they relate to the acquisition or development ofanassetwhentheymaybecapitalisedandamortised.Generally,costsinrelationtofeasibilitystudiesduringtheplanningphaseofawebsite, andongoingcostsofmaintenanceduring theoperatingphaseareexpensed. Costsincurredinbuildingorenhancingawebsite,totheextentthattheyrepresentprobablefutureeconomicbenefitsthatcanbereliablymeasured,arecapitalised.

(h) Impairment of assetsProperty,plantandequipmentand intangibleassetsare tested forany indicationof impairmentat theendofeachreportingperiod.Wherethereisanindicationofimpairment,therecoverableamountisestimated.Wheretherecoverableamountislessthanthecarryingamount,theassetisconsideredimpairedandwrittendowntotherecoverableamountandanimpairmentlossisrecognised.AstheCommissionisanot-for-profitentity,unlessanassethasbeenidentifiedasasurplusasset, the recoverableamount is thehigherofanasset’s fairvalue lesscosts tosellanddepreciatedreplacementcost.

Theriskof impairment isgenerally limitedtocircumstanceswhereanasset’sdepreciationismateriallyunderstated,wherethereplacementcostisfallingorwherethereisasignificantchangeinusefullife.Eachrelevantclassofassetsisreviewedannuallytoverifythattheaccumulateddepreciation/amortisationreflectsthelevelofconsumptionorexpirationofasset’sfutureeconomicbenefitsandtoevaluateanyimpairmentriskfromfallingreplacementcosts.

Intangibleassetswithanindefiniteusefullifeandintangibleassetsnotyetavailableforusearetestedforimpairmentattheendofeachreportingperiodirrespectiveofwhetherthereisanyindicationofimpairment.

Therecoverableamountofassetsidentifiedassurplusassetsisthehigheroffairvaluelesscoststosellandthepresentvalueof futurecashflowsexpected tobederived fromtheasset.Surplusassetscarriedat fairvaluehavenoriskofmaterialimpairmentwherefairvalueisdeterminedbyreferencetomarket-basedevidence.Wherefairvalueisdeterminedbyreferencetodepreciatedreplacementcost,surplusassetsareatriskofimpairmentandtherecoverableamountismeasured.Surplusassetsatcostaretestedforindicationsofimpairmentattheendofeachreportingperiod.

Refertonote20‘Impairmentofassets’fortheoutcomeofimpairmentreviewsandtesting.




(i) Noncurrent assets (or disposal groups) classified as held for saleNon-currentassets(ordisposalgroups)heldforsalearerecognisedatthelowerofcarryingamountandfairvaluelesscoststosell,andaredisclosedseparatelyfromotherassetsintheStatementofFinancialPosition.Assetsclassifiedasheldforsalearenotdepreciatedoramortised.

(j) LeasesTheCommissionholdsoperatingleasesformotorvehicles.Leasepaymentsareexpensedonastraightlinebasisovertheleasetermasthisrepresentsthepatternofbenefitsderivedfromtheleasedproperties.

(k) Financial instrumentsInadditiontocash,theCommissionhastwocategoriesoffinancialinstrument:

• Loans and receivables• Financial liabilities measured at amortised cost

Financialinstrumentshavebeendisaggregatedintothefollowingclasses:

Financial Assets• Cash and cash equivalents• Restricted cash and cash equivalents• Receivables• Amounts receivable for services

Financial Liabilities• Payables• Amounts due to the Treasurer

Initialrecognitionandmeasurementoffinancialinstrumentsisatfairvaluewhichnormallyequatestothetransactioncostorthefacevalue.Subsequentmeasurementisatamortisedcostusingtheeffectiveinterestmethod.

The fairvalueofshort-termreceivablesandpayables is the transactioncostor the facevaluebecause there isnointerestrateapplicableandsubsequentmeasurementisnotrequiredastheeffectofdiscountingisnotmaterial.

(l) Cash and cash equivalentsForthepurposeoftheStatementofCashFlows,cashandcashequivalent(andrestrictedcashandcashequivalent)assetscomprisecashonhandandshort-termdepositswithoriginalmaturitiesofthreemonthsorlessthatarereadilyconvertibletoaknownamountofcashandwhicharesubjecttoinsignificantriskofchangesinvalue.

(m) Accrued salariesAccruedsalaries(seenote21‘Payables’)representtheamountduetostaffbutunpaidattheendofthefinancialyear.Accruedsalariesaresettledwithinafortnightofthefinancialyearend.TheCommissionconsidersthecarryingamountof accrued salaries to be equivalent to its net fair value

(n) Amounts receivable for services (Holding Account)The Commission receives income from the State Government partly in cash and partly as an asset (holding account receivable). The accrued amount appropriated is accessible on the emergence of the cash funding requirementto cover leave entitlements and asset replacement. Refer to note 14 ‘Income from State Government’ andnote17’Amountsreceivableforservices’.




(o) ReceivablesReceivablesarerecognisedatoriginalinvoiceamountlessanallowanceforanyuncollectibleamounts(i.e.impairment).Thecollectabilityofreceivables isreviewedonanongoingbasisandanyreceivables identifiedasuncollectiblearewritten-offagainsttheallowanceaccount.Theallowanceforuncollectibleamounts(doubtfuldebts)israisedwhenthereisobjectiveevidencethattheCommissionwillnotbeabletocollectthedebts.Thecarryingamountisequivalenttofairvalueasitisdueforsettlementwithin30days.Referalsotonote2(k)‘FinancialInstruments’andnote16‘Receivables’.

(p) PayablesPayables are recognised when the Commission becomes obliged to make future payments as a result of a purchase of assetsorservices.Thecarryingamountisequivalenttofairvalue,assettlementisgenerallywithin30days.Refertonote2(k)‘FinancialInstruments’andnote21‘Payables’.

(q) Amounts due to the TreasurerInitial recognitionandmeasurement,andsubsequentmeasurement, isat theamount repayable. Although there isno interestcharged,theamountrepayable isequivalent tofairvalueastheperiodof theborrowing is for lessthan12monthswiththeeffectofdiscountingnotbeingmaterial.Refertonote22‘AmountsduetotheTreasurer’.

(r) ProvisionsProvisions are liabilities of uncertain timing or amount and are recognised where there is a present legal or constructive obligationasaresultofapasteventandwhentheoutflowofresourcesembodyingeconomicbenefitsisprobableandareliableestimatecanbemadeoftheamountoftheobligation.Provisionsarereviewedattheendofeachreportingperiod.Refertonote23‘Provisions’.

Provisions-employeebenefitsAll annual leave and long service leave provisions are in respect of employees’ services up to the end of the reportingperiod.

Annual leaveThe liability for annual leave that is expected to be settled within 12 months after the end of the reporting period is recognisedandmeasuredattheundiscountedamountsexpectedtobepaidwhentheliabilityissettled.

TheprovisionforannualleaveisclassifiedasacurrentliabilityastheCommissiondoesnothaveanunconditionalrighttodefersettlementoftheliabilityforatleast12monthsaftertheendofthereportingperiod.

Long service leaveThe liability for long service leave that is expected to be settled within 12 months after the reporting period is recognised andmeasuredattheundiscountedamountsexpectedtobepaidwhentheliabilityissettled.

Unconditional longserviceleaveprovisionsareclassifiedascurrent liabilitiesastheCommissiondoesnothaveanunconditionalrighttodefersettlementoftheliabilityforatleast12monthsaftertheendofthereportingperiod.Pre-conditionalandconditionallongserviceleaveprovisionsareclassifiedasnon-currentliabilitiesbecausetheCommissionhasanunconditionalrighttodefersettlementoftheliabilityforatleast12monthsafterthereportingperiod.Conditionallongserviceleaveprovisionsareclassifiedasnon-currentliabilitiesbecausetheCommissionhasanunconditionalrighttodeferthesettlementoftheliabilityuntiltheemployeehascompletedtherequisiteyearsofservice.

SuperannuationThe Government Employees Superannuation Board (GESB) and other fund providers administer public sector superannuationarrangementsinWesternAustraliainaccordancewithlegislativerequirements.Eligibilitycriteriaformembership in particular schemes for public sector employees vary according to commencement and implementation dates.




(r) Provisions (continued)

Superannuation (continued)

Eligible employees contribute to thePensionScheme, a defined benefit pension scheme closed to newmemberssince1987,or theGoldStateSuperannuationScheme (GSS),adefinedbenefit lumpsumschemeclosed tonewmemberssince1995.

Employeescommencingemploymentpriorto16April2007whowerenotmembersofeitherthePensionSchemeortheGSSbecomenon-contributorymembersoftheWestStateSuperannuationScheme(WSS).Employeescommencingemploymentonorafter16April2007becamemembersoftheGESBSuperScheme(GESBS).From30March2012,existing members of the WSS or GESBS and new employees have been able to choose their preferred superannuation fund provider. TheCommissionmakes contributions toGESB or other fund providers on behalf of employees incompliancewiththeCommonwealthGovernment’sSuperannuationGuarantee(Administration)Act1992.Contributionsto these accumulation schemes extinguish the Commissions liability for superannuation charges in respect of employees whoarenotmembersofthePensionSchemeorGSS.

TheGSSisadefinedbenefitschemeforthepurposesofemployeesandwhole-of-governmentreporting.However,itisadefinedcontributionplanforagencypurposesbecausetheconcurrentcontributions(definedcontributions)madebytheCommissiontoGESBextinguishestheagency’sobligationstotherelatedsuperannuationliability.

TheCommissionhasno liabilitiesunder thePensionSchemeor theGSS. The liabilities for theunfundedPensionSchemeandtheunfundedGSStransferbenefitsattributabletomemberswhotransferredfromthePensionScheme,areassumedbytheTreasurer.AllotherGSSobligationsarefundedbyconcurrentcontributionsmadebytheCommissiontotheGESB.

TheGESBmakesallbenefitpaymentsinrespectofthePensionSchemeandGSS,andisrecoupedfromtheTreasurerfortheemployer’sshare.

Provisions-Other

Employment on-costsEmployment on-costs, including workers’ compensation insurance, are not employee benefits and are recognisedseparatelyasliabilitiesandexpenseswhentheemploymenttowhichtheyrelatehasoccurred.Employmenton-costsareincludedaspartof‘Otherexpenses’andarenotincludedaspartoftheCommission’s‘Employeebenefitsexpense’.Therelatedliabilityisincludedin‘Employmenton-costsprovision’.

(s) Superannuation expense

The superannuation expense in the Statement of Comprehensive Income comprises employer contributions paid to the GSS(concurrentcontributions),WSS,theGESBSandothersuperannuationfunds.

(t) Resources received free of charge or for nominal costResources received free of charge or for nominal cost that can be reliably measured are recognised as income at fair value.WheretheresourcereceivedrepresentsaservicethattheCommissionwouldotherwisepayfor,acorrespondingexpenseisrecognised.ReceiptsofassetsarerecognisedintheStatementofFinancialPosition.

Assets or services are received from another State Government agencies are separately disclosed under Income from StateGovernmentintheStatementofComprehensiveIncome.

(u) Comparative figuresComparativefiguresare,whereappropriate, reclassified tobecomparablewith thefigurespresented in thecurrentfinancialyear.



Note 3. Judgements made by management in applying accounting policies

Nojudgementshavebeenmadeintheprocessofapplyingaccountingpoliciesthathaveasignificanteffectontheamountsrecognisedinthefinancialstatements.

Note 4. Key sources of estimation uncertainty

Key assumptions concerning the future and other key sources of estimation uncertainty at the reporting date do not haveasignificantriskofcausingamaterialadjustmenttothecarryingamountsofassetsandliabilitieswithinthenextfinancialyear.

Note 5. Disclosure of changes in accounting policy and estimates

(a) Initial application of an Australian Accounting StandardThe Commission is not required to apply any initial application of an Australian Accounting Standard for annual reporting periodsbeginningonorafter1July2011.

(b) Voluntary changes in accounting policyTherehavebeennochangesinaccountingpolicyduringthefinancialyear.

(c) Future impact of Australian Accounting Standards not yet operativeThe Commission cannot early adopt an Australian Accounting Standard unless specifically permitted byTI101ApplicationofAustralianAccountingStandardsandOtherPronouncements. Consequently, theCommissionhas not applied early any of the following Australian Accounting Standards that have been issued that may impact theCommission. Whereapplicable, theCommissionplans toapply theseStandardsand Interpretations fromtheirapplicationdate:

Operative for reporting periods beginning on/after

AASB 9 Financial Instruments

This Standard supersedes AASB 139 Financial Instruments: Recognition and Measurement, introducing a number of changestoaccountingtreatments.

AASB2012-6Amendments to Australian Accounting Standards – Mandatory Effective Date of AASB 9 and Transition Disclosures amended the mandatory application date of this Standard to 1 January 2015. TheCommission has not yet determined theapplicationorthepotentialimpactoftheStandard.

1Jan2015

AASB 10 Consolidated Financial Statements

This Standard supersedes AASB 127 Consolidated and Separate Financial Statements and Int 112 Consolidation – Special Purpose Entities, introducing a number of changes to accountingtreatments.

Mandatory application of this Standard was deferred by one year for not-for-profit entities byAASB 2012-10Amendments to Australian Accounting Standards – Transition Guidance and Other Amendments. The Commission has not yet determined theapplicationorthepotentialimpactoftheStandard.

1Jan2014



Note 5. Disclosure of changes in accounting policy and estimates (continued)

(c) Future impact of Australian Accounting Standards not yet operative (continued)


AASB 11 Joint Arrangements

ThisStandardsupersedesAASB131Interests in Joint Ventures, introducinganumberofchangestoaccountingtreatments.

Mandatory application of this Standard was deferred by one year fornot-for-profitentitiesbyAASB2012-10.TheCommissionhasnot yet determined the application or the potential impact of the Standard.

1Jan2014

AASB 12 Disclosure of Interest in Other Entities

This Standard supersedes disclosure requirements under AASB 127 Consolidated and Separate Financial Statements and AASB 131 Interests in Joint Ventures.


1Jan2014

AASB 13 Fair Value Measurement

This Standard defines fair value, sets out a framework formeasuring fair value and requires disclosures about fair value measurements.Thereisnofinancialimpact.

1Jan2013

AASB 119 Employee Benefits

This Standard supersedesAASB 119 (October 2010), makingchanges to the recognition, presentation and disclosurerequirements.

The Commission does not have any defined benefit plans,andthereforethefinancial impactwillbelimitedtotheeffectofdiscounting annual leave and long service leave liabilities that werepreviouslymeasuredattheundiscountedamounts.

1Jan2013

AASB 127 Separate Financial Statements

This Standard supersedes AASB 127 Consolidated and Separate Financial Statements, introducing a number of changes toaccountingtreatments.


1Jan2014






AASB 128 Investment in Associates and Joint Ventures

This Standard supersedes AASB 128 Investments in Associates,introducinganumberofchangestoaccountingtreatments.


1Jan2014

AASB 1053 Application of Tiers of Australian Accounting Standards

This Standard establishes a differential financial reportingframework consisting of two tiers of reporting requirements for preparing general purpose financial statements. There is nofinancialimpact.

1Jul2013

AASB 1055 Budgetary Reporting

ThisStandardspecifiesthenatureofbudgetarydisclosures,thecircumstances in which they are to be included in the general purpose financial statementsof not-for-profit entitieswithin theGGS. TheCommissionwill be required to disclose additionalbudgetary information and explanations of major variances between actual and budgeted amounts, through there is notfinancialimpact.

1Jul2014

AASB 2010-2 Amendments to Australian Accounting Standards arising from Reduced Disclosure Requirements [AASB 1, 2, 3, 5, 7, 8, 101, 102, 107, 108, 110, 111, 112, 116, 117, 119, 121, 123, 124, 127, 128, 131, 133, 134, 136, 137, 138, 140, 141, 1050 & 1052 and Int 2, 4, 5, 15, 17, 127, 129 & 1052]

This Standard makes amendments to Australian Accounting Standards and Interpretations to introduce reduced disclosure requirementsforcertaintypesofentities. There isnofinancialimpact.

1Jul2013

AASB 2010-7 Amendments to Australian Accounting Standards arising from AASB 9 (December 2010) [AASB 1, 3, 4, 5, 7, 101, 102, 108, 112, 118, 120, 121, 127, 128, 131, 132, 136, 137, 139, 1023 & 1038 and Int 2, 5, 10, 12, 19 & 127]

This Standard makes consequential amendments to other Australian Accounting Standards and Interpretations as a result of issuingAASB 9 in December 2010. The Commission hasnot yet determined the application or the potential impact of the Standard.

1Jan2015






AASB 2011-2 Amendments to Australian Accounting Standards arising from the Trans-Tasman Convergence Project – Reduced Disclosure Requirements [AASB 101 & 1054]

This Standard removes disclosure requirements from other Standards and incorporates them in a single Standard to achieve convergence between Australian and New Zealand Accounting Standardsforreduceddisclosurereporting.Thereisnofinancialimpact.

1Jul2013

AASB 2011-6 Amendments to Australian Accounting Standards – Extending Relief From Consolidation the Equity Method and Proportionate Consolidation – Reduced Disclosure Requirements [AASB-127, 128 & 131]

ThisStandardextends the relief fromconsolidation, theequitymethod and proportionate consolidation by removing the requirement for theconsolidatedfinancial statementspreparedby the ultimate or any intermediate parent entity to be IFRS compliant,providedthattheparententity,investororventurerandthe ultimate or intermediate parent entity comply with Australian Accounting Standards or Australian Accounting Standards – ReducedDisclosureRequirements.Thereisnofinancialimpact.

1Jul2013

AASB 2011-7 Amendments to Australian Accounting Standards arising from the Consolidation and Joint Arrangements Standards [AASB 1, 2, 3, 5, 7, 101, 107, 112, 118, 121, 124, 132, 133, 136, 138, 139, 1023 & 1038 and Int 5, 9, 16 & 17]

This Standard gives effect to consequential changes arising from theissuanceofAASB10,AASB11,AASB127Separate Financial Statements and AASB 128 Investments in Associates and Joint Ventures. For not-for-profit entities it applies to annualreporting period beginning on or after 1 January 2013. The Commission has not yet determined the application or the potentialimpactoftheStandard.

1Jan2013

AASB 2011-8 Amendments to Australian Accounting Standards arising from AASB 13 [AASB 1, 2, 3, 4, 5, 7, 101, 102, 108, 110, 116, 117, 118, 119, 120, 121, 128, 131, 132, 133, 134, 136, 138, 139, 140, 141, 1004, 1023 & 1038 and Int 2, 4, 12, 13, 14, 17, 19, 131 & 132]

This Standard replaces the existing definition and fairvalue guidance in other Australian Accounting Standards and Interpretations as the result of issuing AASB 13 in September2011.Thereisnofinancialimpact.

1Jan2013






AASB 2011-10 Amendments to Australian Accounting Standards arising from AASB 119 (September 2011) [AASB 1, 8, 101, 124, 134, 1049 & 2011-8 and Int 14]

This Standard makes amendments to other Australian Accounting StandardsandInterpretationsasaresultofissuingAASB119inSeptember2011.Thereisnofinancialimpact.

1Jan2013

AASB 2011-11 Amendments to AASB 119 (September 2011) arising from Reduced Disclosure Requirements

This Standard gives effect to Australian Accounting Standards – Reduced Disclosure Requirements for AASB119(September2011).Thereisnofinancialimpact.

1Jul2013

AASB 2012-1 Amendments to Australian Accounting Standards – Fair Value Measurement – Reduced Disclosure Requirements [AASB 3, 7, 13, 140 & 141]

The standard establishes and amends reduced disclosure requirements for additional and amended disclosures arising fromAASB13andtheconsequentialamendmentsimplementedthroughAASB2011-8.Thereisnofinancialimpact.

1Jul2013

AASB 2012-2 Amendments to Australian Accounting Standards – Disclosures – Offsetting Financial Assets and Financial Liabilities [AASB 7 & 132]

The Standard amends the required disclosures in AASB 7 to includeinformationthatwillenableusersofanentity’sfinancialstatements to evaluate the effect or potential effect of netting arrangements, including rights of set-off associated with theentity’s recognised financial assets and recognised financialliabilities,ontheentity’sfinancialposition.Thereisnotfinancialimpact.

1Jan2013

AASB 2012-3 Amendments to Australian Accounting Standards – Offsetting Financial Assets and Financial Liabilities [ASB 132]

ThisStandardaddsapplicationguidancetoAASB132toaddressinconsistencies identified in applying some of the offsettingcriteria,includingclarifyingthemeaningof“currentlyhasalegallyenforceable right of set-off” and that some gross settlementsystemsmaybeconsideredequivalenttonetsettlement.Thereisnofinancialimpact.

1Jan2014

AASB 2012-5 Amendments to Australian Accounting Standards arising from Annual Improvements 2009-11 Cycle [AASB 1, 101, 116, 132 & 134 and Int 2]

This Standard makes amendments to the Australian Accounting Standards and Interpretations as a consequence of the annual improvementsprocess.Thereisnofinancialimpact.

1Jan2013






AASB 2012-6 Amendments to Australian Accounting Standards – Mandatory Effective Date of AASB 9 and Transition Disclosures [AASB 9, 2009-11, 2010-7 & 2011-8]

This Standard amends the mandatory effective date of AASB9 Financial Instruments to 1 January 2015. Furtheramendments are also made to consequential amendments arisingfromAASB9thatwillnowapplyfrom1January2015andto consequential amendments arising out of the Standards that willstillapplyfrom1January2013.Thereisnotfinancialimpact.

1Jan2013

AASB 2012-7 Amendments to Australian Accounting Standards arising from Reduced Disclosure Requirements [AASB 7, 12, 101 & 127]

This Standard adds to or amends the Australian Accounting Standards to provide further information regarding the differential reporting framework and the two tiers of reporting requirements forpreparinggeneralfinancialstatements.Thereisnofinancialimpact.

1Jul2013

AASB 2012-10 Amendments to Australian Accounting Standards – Transition Guidance and Other Amendments [AASB 1, 5, 7, 8, 10, 11, 12, 13, 101, 102, 108, 112, 118, 119, 127, 128, 132, 133, 134, 137, 1023, 1038, 1039, 1049 & 2011-7 and Int 12]

This Standard makes amendments to AASB 10 and relatedStandards to revise the transition guidance relevant to the initial applicationofthoseStandards,andtoclarifythecircumstancesin which adjustments to an entity’s previous accounting for its involvement with other entities are required and the time of such adjustments.

TheStandardwasissuedinDecember2012.TheCommissionhas not yet determined the application or the potential impact of theStandard.

1Jan2013

AASB 2012-11 Amendments to Australian Accounting Standards – Reduced Disclosure Requirements and Other Amendments [AASB 1, 2, 8, 10, 107, 128, 133, 134 & 2011-4]

This Standard makes various editorial corrections to Australian Accounting Standards – Reduced Disclosure Requirements (Tier 2). These corrections ensure that the Standards reflectdecisionsoftheAASBregardingtheTier2requirements.

This Standard also extends the relief from consolidation and the equitymethod(inthenewConsolidationandJointArrangementsStandards) to entities complying with Australian Accounting Standards – Reduced Disclosure Requirements. There is nofinancialimpact.

1Jul2013

(d) Changes in accounting estimatesTherehavebeennochangesinaccountingestimatesduringthefinancialyear.



Note 6. Employee benefits expense 2013 2012$ $

Wages and salaries (a) 1,274,709 938,101Superannuation-definedcontributionplans(b) 142,022 122,245Other related expenses 64,304 45,531

1,481,035 1,105,877

(a)Includesthevalueofthefringebenefittotheemployeeplusthefringebenefitstaxcomponent,leaveentitlementsincludingsuperannuationcontributioncomponent.

(b)DefinedcontributionplansincludeWestState,GoldStateandGESBSandothereligiblefunds.

Employmenton-costssuchasworkers’compensationinsuranceareincludedatnote12‘Otherexpenses’.

Employmenton-costsliabilityisincludedatnote23‘Provisions’.

Note 7. Supplies and Services 2013 2012$ $

Board fees 107,414 35,567Communications 17,827 25,175Consultants and contractors 326,114 290,338Consumables 42,052 58,403Equipment repairs and maintenance 8,834 14,477Labour hire 51,290 23,673Operatingleases-vehicles 24,518 28,095Travel 48,714 41,064YellowTailKingfishGrowOutTrial - 218,036Other 45,758 49,629

672,521 784,457

Note 8. Depreciation and amortisation expense 2013 2012$ $

DepreciationOfficeequipment 3,013 2,596Communications 2,100 2,100Computer hardware 7,976 9,391Furniture,fixturesandfittings 61,085 30,459Total depreciation 74,174 44,546

AmortisationIntangible assets 5,164 5,164Total amortisation 5,164 5,164Total depreciation and amortisation 79,338 49,710

Note 9. Accommodation expenses 2013 2012$ $

Building rental operating lease expense 157,167 213,518Electricity 22,754 28,890Cleaning 13,473 -Repairs and maintenance 151 510

193,545 242,918



Note 10. Grants and subsidies 2013 2012$ $

RecurrentRegional Development Scheme (a) 82,085 212,029RoyaltiesforRegionsFund-RegionalGrantScheme-Round1(2009) 202,164 581,188RoyaltiesforRegionsFund-RegionalGrantScheme-Round2(2010) 600,616 1,820,645RoyaltiesforRegionsFund-RegionalGrantScheme-Round3(2011) 253,844 533,786Australia'sCoralCoast(BlueRegionTourismOrganisationInc.) 8,000 18,000Rural Health West - 1,330City of Greater Geraldton - 25,000GascoyneMurchisonTourismInc. - 28,000Shire of Morawa - 28,000Shire of Coorow - 18,000

CapitalCityofGreaterGeraldton-ForeshoreRedevelopment 30,000 220,000

1,176,709 3,485,978

(a) Includes the reallocation to new recipients of funds granted in earlier rounds of the Regional Development Scheme (RDS)whichwereeithernotutilisedatallorexceededtheactualrequirementsoftheoriginalrecipients.Thesefundswere returned to the RDS funding pool and allocated to or available for allocation to new projects

Note 11. Net loss on disposal of non-current assets 2013 2012$ $

Costsofdisposalofnon-currentassetsComputer Hardware - 4,717Furniture,fixturesandfittings 713 -Net loss 713 4,717

Note 12. Other expenses 2013 2012$ $

Employmenton-costs(a) 7,778 6,982Other expenses 32,660 31,549

40,438 38,531

(a)Includesworkers'compensationinsuranceandotheremploymenton-costs.Theon-costsliabilityassociatedwiththerecognitionofannualandlongserviceleaveliabilityisincludedatNote23'Provisions'.Superannuationcontributionsaccruedaspartoftheprovisionforleaveareemployeebenefitsandarenotincludedinemploymenton-costs.

Note 13 Other revenue 2013 2012$ $

Refund of unused RDS grants 2,795 23,441Refund of unused RGS grants - -Other expenses 220,972 284,527

223,767 307,968



Note 14. Income from State Government 2013 2012$ $

Appropriationreceivedduringtheperiod:Service appropriation (a) 1,452,000 1,675,000

1,452,000 1,675,000

Resources received free of charge (b)

Determinedonthebasisofthefollowingestimatesprovidedbyagencies:Department of Finance 6,556 9,704

6,556 9,704RoyaltiesforRegionsFund:-RegionalInfrastructureandHeadworksAccount 711,000 --RegionalCommunityServicesAccount 1,688,763 1,695,994-CountryLocalGovernmentFund 30,157 -

2,429,920 1,695,9943,888,476 3,380,698

(a)Serviceappropriationsfundthenetcostofservicesdelivered.Appropriationrevenuecomprisesacashcomponentandareceivable(asset).Thereceivable(holdingaccount)comprisesthedepreciationexpensefortheyearandanyagreedincreaseinleaveliabilityduringtheyear.

(b) Assets or services received free of charge or for nominal cost are recognised as revenue at fair value of the assetsand/orservicesthatcanbereliablymeasuredandwhichwouldhavebeenpurchasediftheywerenotdonated.Contributionsofassetsorservicesinthenatureofcontributionsbyownersarerecogniseddirecttoequity.

Note 15. Restricted cash and cash equivalents 2013 2012$ $

Batavia Coast Marina Redevelopment 502,271 502,271Country Local Government Fund 65,134 169,844EnhancedVisitorDispersalBataviaCoast - 2,000ExploringWildflowerCountryMarketing&Promotion - 2,000Gascoyne Murchison Outback Pathways Project 8,584 13,106Gascoyne Murchison Outback Pathways Promotion - 2,000Geraldton Foreshore Redevelopment 13,263 133,263GeraldtonHealth,EducationandTrainingAccommodationProject 33,318 -Midwest Digital Economy Strategy 22,500 47,500Midwest Science Forum 1,226 2,000Murchison IT Training & Support project 20,000 20,000PacificFlora2004 3,091 3,091Regional Development Scheme 126,759 204,270RegionalandRemoteRenewableEnergyPowerSolutionsCommunityBenefitsFund 200,000 -Royalties for Regions Fund 599,741 625Tourist Information Bays Indian Ocean Drive - 2,000YellowTailKingfishGrow-outTrial 33,704 -

1,629,591 1,103,970



Note 16. Receivables 2013 2012$ $

CurrentGST receivable 60,548 55,938Receivables 41,573 261,398Total Current 102,121 317,336

2013 2012Note 17. Amounts receivable for services (Holding Account) $ $Current 20,000 20,000Non-current 153,000 145,000

173,000 165,000

Representsthenon-cashcomponentofserviceappropriations. It isrestricted inthat itcanonlybeusedforassetreplacementorpaymentofleaveliability.

Note 18. Property, plant & equipment 2013 2012$ $

OfficeequipmentAt cost 15,064 19,171Accumulated depreciation (3,013) (19,171)

12,051 -CommunicationsAt cost 10,287 10,287Accumulated depreciation (8,187) (6,086)

2,100 4,201Computer hardwareAt cost 23,929 23,929Accumulated depreciation (20,605) (12,629)

3,324 11,300Furniturefixtures&FittingsAt Cost 609,027 612,660Accumulated Depreciation (91,354) (36,837)

517,673 575,823LandAt fair value 2,593,636 2,593,636

2,593,636 2,593,6363,128,784 3,184,960

Reconciliations of the carrying amounts of plant and equipment at the beginning and end of the reporting period are setoutinthetablebelow:

Furniture,Office Computer fixtures &

equipment Communications hardware fittings Land Total2013 $ $ $ $ $ $Carrying amount at start of year - 4,200 11,300 575,824 2,593,636 3,184,960Additions 15,064 - - 3,647 - 18,711Disposals (written down value) - - - (713) - (713)Depreciation (3,013) (2,100) (7,976) (61,085) - (74,174)Carrying amount at end of year 12,051 2,100 3,324 517,673 2,593,636 3,128,784

2012 $ $ $ $ $ $Carrying amount at start of year 2,596 6,300 25,408 903 2,593,636 2,628,843Additions - - - 605,380 - 605,380Disposals (written down value) - - (4,717) - - (4,717)Depreciation (2,596) (2,100) (9,391) (30,459) - (44,546)Carrying amount at end of year - 4,200 11,300 575,824 2,593,636 3,184,960



Note 19. Intangible assets 2013 2012$ $

Computer softwareAt Cost 15,492 48,084Accumulated Amortisation (14,464) (41,892)

1,028 6,192WebsiteAt Cost 18,096 18,096Accumulated Amortisation (18,096) (18,096)

- -Total intangible assets 1,028 6,192

Reconciliations:Computer softwareCarrying amount at start of year 6,192 11,356Amortisation expense (5,164) (5,164)Carrying amount at end of period 1,028 6,192

Note 20. Impairment of assets

Therewerenoindicationsofimpairmentofproperty,plantandequipment,andintangibleassetsat30June2013.

TheCommissionheldnogoodwillorintangibleassetswithanindefiniteusefullifeduringthereportingperiod.Attheendofthereportingperiodtherewerenointangibleassetsnotyetavailableforuse.

Allsurplusassetsat30June2013haveeitherbeenclassifiedasassetsheldforsaleorwritten-off.

Note 21. Payables 2013 2012$ $

CurrentAccrued salaries 36,490 24,442Accrued expenses 55,960 390,486Trade payables 53,812 129,165Total current 146,262 544,093

2013 2012Note 22. Amounts due to the Treasurer $ $

Non-Current 960,000 960,000Amount due to the Treasurer 960,000 960,000

A liability of $5,000,000 relating to capital works at the Geraldton Foreshore and Marina was transferred to theGeraldton Mid West Development Authority (now the Mid West Development Commission) by the Department of MarineandHarbourson30June1993. Since that time repayments totalling$4,040,000havebeenmade to theConsolidatedfundtherebyreducingtheoutstandingindebtednessto$960,000.Theloanisinterestfreeandhasnosetrepaymentterms.Accordinglyithasbeencarriedatfacevalue.



Note 23. Provisions 2013 2012$ $

CurrentEmployee benefits provisionAnnual Leave (a) 218,988 223,627Long Service Leave (b) 62,343 100,620

281,331 324,247Other provisionsEmploymenton-costs(c) 6,453 7,438

6,453 7,438287,784 331,685

Non-currentEmployee benefits provisionLong Service Leave (b) 113,520 74,313

113,520 74,313Other provisionsEmploymenton-costs(c) 2,604 1,704

2,604 1,704116,124 76,017

(a)Annualleaveliabilitieshavebeenclassifiedascurrentasthereisnounconditionalrighttodefersettlementforatleast12monthsaftertheendofthereportingperiod.Assessmentsindicatethatactualsettlementoftheliabilitiesisexpectedtooccurasfollows:

2013 2012$ $

Within 12 months of the end of the reporting period 101,871 79,315More than 12 months after the end of the reporting period 117,117 144,312

218,988 223,627

(b)Longserviceleaveliabilitieshavebeenclassifiedascurrentwherethereisnounconditionalrighttodefersettlementforatleast12monthsaftertheendofthereportingperiod.Assessmentsindicatethatactualsettlementoftheliabilitiesisexpectedtooccurasfollows:

2013 2012$ $

Within 12 months of the end of the reporting period 6,509 56,723More than 12 months after the end of the reporting period 169,354 118,210

175,863 174,933

(c)Thesettlementofannualandlongserviceleaveliabilitiesgivesrisetothepaymentofemploymenton-costsincludingworker’scompensationinsurance.TheCommissionconsidersthecarryingamountofemployeeon-costsapproximatesthenetfairvalue.

Theassociatedexpenseisdisclosedinnote12‘Otherexpenses’.

Movements in other provisions2013 2012

Movementsineachclassofprovisionsduringthefinancialyear,otherthanemployeebenefits,aresetoutbelow:

$ $

Employmenton-costprovisionCarrying amount at start of period 9,141 10,893Additional provisions recognised 3,976 666Payments/othersacrificesofeconomicbenefits (4,060) (2,418)Carrying amount at end of period 9,057 9,141



Note 24. Equity

TheGovernment holds the equity interest in theCommission on behalf of the community. Equity represents theresidualinterestinthenetassetsoftheCommission.

Contributed equity 2013 2012$ $

Balance at start of period 355,946 355,946Balance at end of period 355,946 355,946

Reserves2013 2012

Asset revaluation surplus $ $Balance at start of period 1,872,761 1,872,761Netrevaluationincrements-land - -Balance at end of period 1,872,761 1,872,761

Accumulated surplus/(deficit) 2013 2012$ $

Balance at start of period 977,990 3,001,512Result for the period 467,944 (2,023,522)Balance at end of period 1,445,934 977,990Total equity at end of period 3,674,641 3,206,697



Note 25. Notes to the Statement of Cash Flows

Reconciliation of cashCashat theendof thefinancialyearasshown in theStatementofCashFlows is reconciled to therelated items in theStatementofFinancialPositionasfollows:

2013 2012$ $

Cash and cash equivalents 150,287 341,034Restricted cash and cash equivalents (refer to note 15 ‘Restricted cash and cash equivalents’) 1,629,591 1,103,970

1,779,878 1,445,004

Reconciliation of net cost of services to net cash flows used in operating activities2013 2012

$ $Net cost of services (3,420,532) (5,404,220)

Non-cashitems:Depreciation and amortisation expense 79,338 49,710Resources received free of charge 6,556 9,704Net (gain)/loss on sale of plant and equipment 713 4,717

(Increase)/decreaseinassets:Current receivables (a) 219,825 (38,963)Excludereceivablesmovementsrelatingto:-RevenuesfromStateGovernment - (153,807)

Increase/(decrease)inliabilities:Current payables (a) (397,831) 205,386Current provisions (43,901) (25,146)Non-currentprovisions 40,107 (72,103)

Net GST receipts/(payments) (b) (12,775) (7,953)Change in GST in receivables/payables (c) 8,164 11,144Net cash provided by/(used in) operating activities (3,520,336) (5,421,531)

(a)NotethattheAustralianTaxationOffice(ATO)receivable/payableinrespectofGSTandthereceivable/payableinrespectofthesale/purchaseofnon-currentassetsarenotincludedintheseitemsastheydonotformpartofthereconcilingitems.(b)ThisisthenetGSTpaid/received,i.e.cashtransaction.(c)ThisreversesouttheGSTinreceivablesandpayables.

Note 26. Commitments

ThecommitmentsbelowareinclusiveofGSTwererelevant.

Non-cancellable operating lease commitmentsCommitmentsforminimumleasepaymentsarepayableasfollows: 2013 2012

$ $Within 1 year 177,206 174,923Later than 1 year and not later than 5 years 363,084 539,840Later than 5 years - -

540,290 714,763

TheCommissionhasenteredintoapropertyleasewhichisanon-cancellableleasewithafiveyearterm,withrentpayablemonthlyinadvance.ContingentrentprovisionswithintheleaseagreementrequirethattheminimumleasepaymentsshallincreasebythelowerofCPIor4%perannum.Anoptionexiststorenewtheleaseattheendofthefiveyeartermforanadditionaltermoffiveyears.

Other expenditure commitments

Other expenditure commitments contracted for at the balance sheet date but not recognisedasliabilities,arepayableasfollows:

2013$

2012$

Within 1 year 1,859,995 2,482,581Later than 1 year and not later than 5 years - -

1,859,995 2,482,581



Note 27. Contingent liabilities and contingent assets

Atreportingdate,theCommissionhadagreedinprincipletocontributeitslandtotheStageTwodevelopmentoftheBataviaCostMarinatoLandcorp.IfthisoccurstheCommission’sassociatedborrowingfromTreasury($960,000)willberepaidbytheproject.

Note 28. Events occurring after the end of the reporting period

Noevents,mattersorcircumstanceshavearisensincetheendofthereportingperiodwhichsignificantlyaffectedormaysignificantlyaffecttheoperationsoftheCommission,theresultsofthoseoperations,orthestateofaffairsoftheCommissioninfuturefinancialyears.

Note 29. Explanatory statement

Significant variations between estimates and actual results for income and expense as presented in the financialstatementtitled‘SummaryofConsolidatedAccountAppropriationsandIncomeEstimates’areshownbelow:Significantvariationsareconsideredtobethosegreaterthan10%or$20,000.

Total appropriations provided to deliver services

Significantvariancesbetweenestimatedandactualresultfor2013

2013 2013Estimates Actual Variation

$ $ $IncomeOther revenue 1,000 223,767 (222,767)Royalties for Regions Fund 1,547,000 2,429,920 (882,920)

ExpensesDepreciation and amortisation expense 20,000 79,338 (59,338)Accommodation expenses 170,000 193,545 (23,545)Grants and subsidies 2,595,000 1,176,709 1,418,291Lossondisposalofnon-currentassets - 713 (713)Other expenses 155,000 40,438 114,562

Other revenueThe variance is primarily due to the Commission receiving unbudgeted funds in relation to renewable energy power solutionsandtheGeraldtonHealth,EducationandTrainingAccommodationProject,togetherwiththereturnandwritebackofgrantfundingfromtheRegionalDevelopmentScheme.

Royalties for Regions FundThevarianceisduetothetimingoffundingdrawndowntomeetactualrequirements.

AccommodationThevarianceisprimarilyduetoactualexpenditurebeingreclassifiedfromotherexpenses,togetherwithunbudgetedelectricitycostsassociatedwithourprevioustenancy.

Grants and subsidiesThe$1.4millionvarianceisprimarilyduetoMWRGSgrantrecipientsbeingpaidininstalmentsovertheperiodoftheirproject,whichoftenresultsinrelatedexpenditurebeingreflectedovermorethanonefinancialyear.

Other expensesThevarianceisduetothereclassificationofexpensethathasresultedinanumberofactualexpensecategoriesbeingreportedinsuppliesandservicesandaccommodationinsteadofotherexpenses.



Note 29. Explanatory statement (cont’d)

Signficantvariancesbetweenactualresultsfor2013and20122013 2012 Variance

$ $ $IncomeService appropriation 1,452,000 1,675,000 (223,000)Other revenue 223,767 307,968 (84,201)Royalties for Regions Fund 2,429,920 1,695,994 733,926

ExpensesEmployeebenefitsexpense 1,481,035 1,105,877 375,158Supplies and services 672,521 784,457 (111,936)Depreciation and amortisation expense 79,338 49,710 29,628Accommodation expenses 193,545 242,918 (49,373)Grants and subsidies 1,176,709 3,485,978 (2,309,269)

Service appropriationFundingreductionintheCommission’s2012-13appropriationreflectsgovernmentsavingsmeasures.

Other revenueRevenuereceivedin2012wasboostedbyoneoffproceedsfromtheYellowTailKingfishgrow-outtrial.ThishasbeenlargelyoffsetbyfundingreceivedforarenewableenergypowersolutionsandcontributionsfortheGeraldtonHealth,EducationandTrainingAccommodationProject.

Royalties for Regions FundTheRoyaltiesforRegionsfundingreceivedreflectsthetransferoftheMidWestInvestmentPlantothecommissioncombinedwithexpectedcashflowrequirementsforthefinancialyear.

EmployeebenefitsexpenseThevarianceisprimarilyduetothetransferoftheMidWestInvestmentPlan.

Supplies and servicesThevarianceismainlyduetocostsassociatedwiththeYellowTailKingFishgrow-outtrialprojectbeingfinalisedin2012.Thiscombinedwithnormalfluctuationsinexpendituresonprofessionalservicesofwhichthetimingandamountofsuchexpenditureislargelydrivenbythespecificneedsofindividualprojects,whichvariesfromyeartoyear.

Accommodation expensesThereductionreflectsthedecreaseincostsassociatedwiththerelocationtonewpremisesin2012.

Grants and subsidiesThevariancereflectsthedecreaseingrantsprovidedfortheRoyaltiesforRegionsFund.Theprojectpaymentsvaryfromyeartoyeardependingonthemilestonesachievedinaccordancewithgrantfundingconditions.



Note 30. Financial instruments

(a) Financial Risk Management Objectives and PoliciesFinancialinstrumentsheldbytheCommissionarecashandcashequivalents,restrictedcashandcashequivalents,receivablesandpayables.TheCommissionhas limitedexposure tofinancial risks.TheCommission’soverall riskmanagementprogramfocusesonmanagingtherisksidentifiedbelow.

Credit riskCredit risk arises when there is the possibility of the Commission’s receivables defaulting on their contractual obligations resultinginfinanciallosstotheCommission.

Themaximumexposure tocredit riskat theendof the reportingperiod in relation toeachclassof recognisedfinancialassets is the gross carrying amount of those assets inclusive of any allowance for impairment as shown in the table at note30(c)‘Financialinstrumentdisclosures’andNote16‘Receivables’.

CreditriskassociatedwiththeCommission’sfinancialassetsisminimalbecausethemainreceivableistheamountsreceivableforservices(holdingaccount).Forreceivablesotherthangovernment,theCommissiontradesonlywithrecognised, creditworthy thirdparties.TheCommissionhaspolicies in place toensure that servicesaremade tocustomerswithanappropriatecredithistory.Inaddition,receivablebalancesaremonitoredonanongoingbasiswiththeresultthattheCommission’sexposuretobaddebtsisminimal.Attheendofthereportingperiodtherewerenosignificantconcentrationsofcreditrisk.

Allowance for impairment of financial assets is calculated based on objective evidence such as observabledata indicating changes in client credit ratings. For financial assets that areeitherpast dueor impaired, refer to Note30(c)‘Financialinstrumentsdisclosures’.

Liquidity riskLiquidityriskariseswhentheCommissionisunabletomeetitsfinancialobligationsastheyfalldue.

TheCommissionisexposedtoliquidityriskthroughitstradinginthenormalcourseofbusiness.

The Commission has appropriate procedures to manage cash flows including drawdowns of appropriations bymonitoringforecastcashflowstoensurethatsufficientfundsareavailabletomeetitscommitments.

Market riskMarket risk is the risk that changes in market prices such as foreign exchange rates and interest rates will affect the Commission’s incomeor valueof its holdingsof financial instruments.TheCommissiondoesnot trade in foreigncurrencyandisnotmateriallyexposedtootherpricerisks.

(b) Categories of financial instrumentsInadditiontocash,thecarryingamountsofeachofthefollowingcategoriesoffinancialassetsandfinancialliabilitiesattheendofthereportingperiodare:

2013 2012$ $

Financial AssetsCash and cash equivalents 150,287 341,034Restricted cash and cash equivalents 1,629,591 1,103,970Loans and receivables (a) 214,573 426,398

Financial LiabilitiesFinancial liabilities measured at amortised cost 1,106,262 1,504,093

(a)TheamountofloansandreceivablesexcludesGSTrecoverablefromtheATO(statutoryreceivable).



Note 30. Financial instruments (cont’d)

(c) Financial instruments disclosures

Credit riskThefollowingtabledetails theCommission’smaximumexposuretocredit riskandtheageinganalysisoffinancialassets.TheCommission’smaximumexposuretocreditriskattheendofthereportingperiodisthecarryingamountoffinancialassetsasshownbelow.Thetabledisclosestheageingoffinancialassetsthatarepastduebutnotimpairedandimpairedfinancialassets.ThetableisbasedoninformationprovidedtoseniormanagementoftheCommission.

TheCommissiondoesnotholdanycollateralassecurityorothercreditenhancementsrelatingtothefinancialassetsitholds.

Aged analysis of financial assets

Past due but not impaired

CarryingAmount

Not past dueand not

impaired Upto

3months3-12

months1-2

years2-5

yearsMore than

5 years

Impaired financial

assets$ $ $ $ $ $ $ $

2013Cash and cash equivalents 150,287 150,287 - - - - - -Restricted cash and cash equivalents 1,629,591 1,629,591 - - - - - -Receivables (a) 41,573 41,573 - - - - - -Amounts receivable for services 173,000 173,000 - - - - - -

1,994,451 1,994,451 - - - - - -

2012Cash and cash equivalents 341,034 341,034 - - - - - -Restricted cash and cash equivalents 1,103,970 1,103,970 - - - - - -Receivables (a) 261,398 261,398 - - - - - -Amounts receivable for services 165,000 165,000 - - - - - -

1,871,402 1,871,402 - - - - - -

(a)TheamountofreceivablesexcludestheGSTrecoverablefromtheATO(statutoryreceivable).



(c) Financial instruments disclosures (cont’d)

Liquidity risk and interest rate exposure Thefollowingtabledetailsthecontractualmaturityanalysisforfinancialliabilities.Thecontractualmaturityamountsarerepresentativeoftheundiscountedamountsatthebalancesheetdate.Thetableincludesinterestandprincipalcashflows.Anadjustmenthasbeenmadewherematerial.

Interest rate exposure and maturity analysis of financial assets and financial liabilitiesInterest rate exposure Maturity dates

Weighted

average effective interest

rate

CarryingAmount

Fixed

interest rate

Variableinterest

rate

Non interest bearing

Nominal amount

Upto3months

3-12months

1-2years

2-5years

More than

5 years% $ $ $ $ $ $ $ $ $ $

2013Financial AssetsCash and cash equivalents - 150,287 - - 150,287 150,287 - - - - -Restricted cash and cash equivalents - 1,629,591 - - 1,629,591 1,629,591 - - - - -Receivables (a) - 41,573 - - 41,573 41,573 41,573 - - - -Amounts receivable for services - 173,000 - - 173,000 173,000 - - - - -

- 1,994,451 - - 1,994,451 1,994,451 41,573 - - - -

Financial LiabilitiesPayables - 146,262 - - 146,262 146,262 - - - - -Amounts due to the Treasurer - 960,000 - - 960,000 960,000 - - - - -

- 1,106,262 - - 1,106,262 1,106,262 - - - - -


Interest rate exposure and maturity analysis of financial assets and financial liabilitiesInterest rate exposure Maturity dates

Weighted

average effective interest

rate

CarryingAmount

Fixed

interest rate

Variableinterest

rate

Non interest bearing

Nominal amount

Upto3months

3-12months

1-2years

2-5years

More than

5 years% $ $ $ $ $ $ $ $ $ $

2012Financial AssetsCash and cash equivalents - 341,034 - - 341,034 341,034 - - - - -Restricted cash and cash equivalents - 1,103,970 - - 1,103,970 1,103,970 - - - - -Receivables (a) - 261,398 - - 261,398 261,398 261,398 - - - -Amounts receivable for services - 165,000 - - 165,000 165,000 - - - - -

- 1,871,402 - - 1,871,402 1,871,402 261,398 - - - -

Financial LiabilitiesPayables - 544,093 - - 544,093 544,093 - - - - -Amounts due to the Treasurer - 960,000 - - 960,000 960,000 - - - - -

- 1,504,093 - - 1,504,093 1,504,093 - - - - -


Interest rate sensitivity analysisNoneoftheCommission’sfinancialassetsandfinancialliabilitiesattheendofthereportingperiodaresensitivetomovementsininterestrates,hencemovementsininterestrateshavenobottomlineimpactontheCommission’ssurplusorequity.

Fair valuesAllfinancialassetsandliabilitiesrecognisedintheStatementofFinancialPosition,whethertheyarecarriedatcostorfairvalue,arerecognisedatamountsthatrepresentareasonableapproximationoffairvalueunlessotherwisestatedintheapplicablenotes.



Note 31. Remuneration of members of the accountable authority and senior officers

Remuneration of members of the accountable authority

Thenumberofmembersof theaccountableauthority,whose totalof fees,salaries,superannuation,non-monetarybenefitsandotherbenefitsforthefinancialyear,fallwithinthefollowingbandsare:

$ 2013 20120-10,000 10 710,001-20,000 1 150,001-60,000 1 -60,001-70,000 - -

$ $Base remuneration and superannuation 115,279 38,667Annual leave and long service leave accruals - -Otherbenefits - -The total remuneration of members of the accountable authority 115,279 38,667

The total remuneration includes the superannuation expense incurred by the Commission in respect of members of the accountableauthority.

Remuneration of senior officers

Thenumberofseniorofficers,otherthanseniorofficersreportedasmembersoftheaccountableauthority,whosetotalfees,salaries,superannuation,non-monetarybenefitsandotherbenefitsforthefinancialyearfallwithinthefollowingbandsare:

$ 2013 201260,001-70,000 1 -80,001-90,000 - 1100,001-110,000 - 1180,001-190,000 1 -

$ $Base remuneration and superannuation 204,164 158,286Annual leave and long service leave accruals 4,543 18,902Otherbenefits 43,643 21,067The total remuneration of senior officers 252,350 198,255

ThetotalremunerationincludesthesuperannuationexpenseincurredbytheCommissioninrespectofseniorofficersotherthanseniorofficersreportedasmembersoftheaccountableauthority.

Note 32. Remuneration of auditor

RemunerationpaidorpayabletotheAuditorGeneralinrespecttotheauditforthecurrentfinancialyearisasfollows:

2013 2012$ $

Auditingtheaccounts,financialstatementsandkeyperformanceindicators 24,500 23,80024,500 23,800


Notes to the Financial StatementsFor the year ended 30 June 2013N

ote

33. S

ched

ule

of in

com

e an

d ex

pens

es b

y se

rvic

e

Info

rmat

ion

and

advi

ceIn

vest

men

t fac

ilita

tion

Infra

stru

ctur

e an

d se

rvic

es d

evel

opm

ent

in th

e M

id W

est

Tota

l

2013

2012

2013

2012

2013

2012

2013

2012

$$

$$

$$

$$

CO

ST O

F SE

RVI

CES

Exp

ense

sEmployeebenefitsexpense

491,494

418,148

598,222

332,283

391,319

355,446

1,481,035

1,105,877

Sup

plie

s an

d se

rvic

es326,090

235,398

279,228

431,084

67,203

117,975

672,521

784,457

Dep

reci

atio

n an

d am

ortis

atio

n ex

pens

e26,446

16,570

26,446

16,570

26,446

16,570

79,338

49,710

Acc

omm

odat

ion

expe

nses

64,515

80,969

64,515

80,980

64,515

80,969

193,545

242,918

Gra

nts

and

subs

idie

s21,591

196,966

265,222

838,432

889,896

2,450,580

1,176,709

3,485,978

Lossondisposalofnon-currentassets

238

1,572

238

1,572

237

1,573

713

4,717

Oth

er e

xpen

ses

14,141

12,910

13,139

12,819

13,158

12,802

40,438

38,531

Tota

l Cos

t of S

ervi

ces

944,

515

962,

533

1,24

7,01

01,

713,

740

1,45

2,77

43,

035,

915

3,64

4,29

95,

712,

188

Inco

me

Oth

er re

venu

e16,321

3,789

207,446

255,341

-48,838

223,767

307,968

Tota

l inco

me

othe

r tha

n in

com

e fro

m S

tate

Gov

ernm

ent

16,3

213,

789

207,

446

255,

341

-48

,838

223,

767

307,

968

NET

CO

ST O

F SE

RVI

CES

928,

194

958,

744

1,03

9,56

41,

458,

399

1,45

2,77

42,

987,

077

3,42

0,53

25,

404,

220

INC

OM

E FR

OM

STA

TE G

OVE

RN

MEN

TS

ervi

ce a

ppro

pria

tion

484,000

558,333

484,000

558,333

484,000

558,334

1,452,000

1,675,000

Res

ourc

es re

ceiv

ed fr

ee o

f cha

rge

2,185

3,235

2,185

3,235

2,186

3,234

6,556

9,704

Roy

altie

s fo

r Reg

ions

Fun

d206,003

231,402

1,014,646

31,012

1,209,271

1,433,580

2,429,920

1,695,994

Tota

l inc

ome

from

Sta

te G

over

nmen

t69

2,18

879

2,97

01,

500,

831

592,

580

1,69

5,45

71,

995,

148

3,88

8,47

63,

380,

698

S UR

PLU

S/(D

EFIC

IT) F

OR

TH

E PE

RIO

D(2

36,0

06)

(165

,774

)46

1,26

7(8

65,8

19)

242,

683

(991

,929

)46

7,94

4(2

,023

,522

)

TheScheduleofIncomeandExpensesbyServiceshouldbereadinconjunctionwiththeaccompanyingnotes.


Additional Key Performance Indicator Information

CertificationofKeyPerformanceIndicators

Weherebycertifythatthekeyperformanceindicatorsarebasedonproperrecords,arerelevantand appropriate to for assisting users to assess the Mid West Development Commission’s performance,andfairlyrepresenttheperformanceoftheMidWestDevelopmentCommissionforthefinancialyearended30June2013.

HON MURRAY CRIDDLE G. TREASURECHAIRMAN CHIEF EXECUTIVE OFFICER4 September 2013 4 September 2013


Detailed Information in Support of Key Performance Indicators

Treasurer’sInstruction904requiresthedisclosureofperformanceinformationintheCommission’sannualreport.ThisinformationassistsinterestedpartiessuchasGovernment,Parliament,thecommunity and client groups to assess agency performance in achieving government desired outcomesandobtainingvalueforpublicfundsfromservicesdelivered.

Broad,highlevelgovernmentgoalsaresupportedatagencylevelbymorespecificdesiredoutcomes.TheCommissiondeliversservicestoachieveitsdesiredoutcome,whichultimatelycontributestomeetinghigherlevelgovernmentgoals.Thefollowingtableillustratestherelationship between the Commission’s services and desired outcome with the most appropriate governmentgoal.

Government Goal Desired Outcome Services

Stronger Focus on the Regions:

Greaterfocusonservicedelivery,infrastructure investment and economic development to improve the overall quality of life in remote andregionalareas.

An environment conducive to the balanced economic and social developmentoftheMidWestregion.

1.InformationandAdvice

2.InvestmentFacilitation

3.InfrastructureandServices Development in the Mid West


1. Effectiveness IndicatorsThe Commission’s effectiveness indicators are measured through an annual client perceptions survey,conductedbyanindependentmarketresearchcompany.ThisinformationisusedtoassesstheeffectivenessoftheCommission’scontactwithbusinessesandthebenefitsderivedbyclients.

Surveysweresentto240randomlyselectedclientsthathadcontactwiththeCommissionintheprevious12months.Onehundredandsixtyseven(167)completedsurveyswerereceived,achievingaresponserateof70%.Basedonpopulationhomogeneitycalculations,thesurveyresultsdemonstrateanoverallsamplingerrorwithin+/-5%atthe95%confidencelevelfortheoverallresultsforclientsoftheCommission.

Onehighlightfromthecustomerperceptionssurveywasthat92%ofclientsagreedthattheCommissionmakesapositivecontributiontowardseconomicdevelopmentintheMidWest.Thisratinghasbeensteadyoverthepastfivereportingperiods.

The Commission works to develop and support an environment conducive to the balanced economicandsocialdevelopmentoftheMidWestRegion.TheCommission’ssuccessatthismay positively impact on clients in a number of ways including helping to reduce obstacles to growth,developnewbusinessopportunities,increasetradeactivityandretainstaff/expandemploymentopportunities.

Accordingly clients were asked a number of questions relating to business development facilitatedbytheircontactwiththeCommission.Findingsaresummarisedbelow:

Survey Question Actual

2009-10

Actual

2010-11

Actual

2011-12

Target

2012-13

Actual

2012-13

Reduced obstacles to growth 38% 39% 41% 42% 42%

Developed new business opportunities 69% 67% 68% 63% 63%

More trade activity 34% 37% 36% 30% 34%

Retention of staff / expansion of employment opportunities

28% 32% 33% 28% 36%

CommentsTheCommission’scontributionintwoofthefourcriteriaratedmarginallyhigherin2012-13than2011-12,despitetheCommissionnolongerprovidingTradeStartexportservicestoMidWestbusinessesonbehalfofAustrade(contractceased30June2010).Resultsinallfourcriteriaremainedequaltoorabovetargetforthereportingperiod.

2. Efficiency indicatorsThefollowingefficiencyindicatorsarebasedonthetotalcostforeachoftheServiceareasafterexcludingGrantsandSubsidiesexpense.ThecostsforeachServiceareacomprisebothdirectexpenditureandanallocationofgeneralcostsandoverheads.ThetotalcostofallServices is reported in the Commission’s Statement of Comprehensive Income as the Total CostofServices.


2.1 Service 1 – Information and Advice

Service DescriptionTo contribute to economic growth and employment by developing strategic partnerships betweengovernment,business,andthecommunity,providingacentralpointofcoordinationandcontactandbyraisingawarenessoftheMidWestregion.

Performance Measures Actual

2009-10

Actual

2010-11

Actual

2011-12

Target

2012-13

Actual

2012-13

Total cost of Service (1) (2) $819,631 $858,886 $765,568 $772,131 $922,924

Client contacts (inquiries) 5,925 5,434 5,750 4,200 4,521

Cost per client inquiry $69 $79 $67 $92 $102

Client visits 788 487 570 320 692

Cost per client visit $520 $882 $672 $1,206 $667

Note:

1.TargetandactualtotalcostsandunitcostshavebeenadjustedtoexcludeGrantsandSubsidiesExpense.

2.50%oftheTotalcostofServiceisallocatedtoeachofClientVisitsandClientContactswhencalculating therespectiveunitcosts.

CommentsTotalcostsincreasedbyaround21%from2011-12duemainlytoanetincreaseinboardremunerationandexpenditureassociatedwiththeCountryLocalGovernmentFund(CLGF).Theactualtotalcostofservicein2012-13differstotargetprimarilyduetounbudgetedprojects.

Althoughthe2012-13numberofclientinquirieswasapproximately8%abovetargetitremainsaround24%below2009-10whenMWDCcompleteditsTradeStartexportservicescontractwithAustrade.ItshouldalsobenotedthatRfRcontestablefundingroundsinprioryearshavecontributedsignificantlytothenumberofclientinquiries.Despitethisandthechallengingeconomicconditions,therehasbeensoliddemandforCommissionservicesinavarietyofareasincludingadvancingprojects,assistancewithsecuringgrantfunding,promotionandadvocacyandindustrydevelopmentprojects.

Assisting this demand was the State Government’s continued support for projects such as the Australian and International Square Kilometre Arrays and the proposed development of the Oakajeedeepwaterportandindustrialestate.ThiscombinedwiththeCommission’songoinginvolvementwithvariousRfRfundingprogramsincludingtheMWIP,SuperTownsandCLGFhascontributedtothenumberofclientcontactsbeingabovetarget.

Clientvisitsin2012-13werebelow2009-10,correlatingwiththecessationoftheTradeStartexportadvisoryservicethattheCommissionperformedforAustradeuntilthattime.TheCommissioninSeptember2012ceasedbeingacertifyingbodyforskilledmigrationwiththeDepartmentofTrainingandWorkforceDevelopmentassumingthisrole,thiswillbeacontributingfactorwhencomparingprioryearsto2012-13.Thetotalnumberofclientvisitsin2012-13wasstillmorethan100%abovetarget,reflectingtheCommission’shighlevelofengagementwithclientsthroughouttheregionparticularlyinrelationtotheMWIP.


2.2 Service 2 – Investment Facilitation

Service DescriptionTo create a business environment within the Mid West region that has a diverse economic base andisattractivetoinvestors.


2009-10

Actual

2010-11

Actual

2011-12

Target

2012-13

Actual

2012-13

Total cost of Service (1) $686,374 $708,089 $875,309 $583,375 $981,788

Projects relating to investment facilitation undertaken

16 16 16 15 16

Average cost per project $42,898 $44,256 $56,472 $38,892 $63,341

Note:


CommentsTotalcostsfor2012-13weresignificantlyabovetargetwhichismainlyduetocostsresultingfromtheunbudgetedtransfertoMWDCofresponsibilityfortheimplementationoftheMWIP.Thehighertotalcostofserviceresultsinanincreaseintheaveragecostperproject.

2.3 Service 3 – Infrastructure and Services Development in the Mid West

Service DescriptionTo assist the development of infrastructure and services and long term economic development strategiesfortheMidWestregion.


2009-10

Actual

2010-11

Actual

2011-12

Target

2012-13

Actual

2012-13

Total cost of Service (1) $609,345 $600,562 $585,334 $1,086,503 $562,879

Projects undertaken relating to Infrastructure and Services development in the Mid West

18 20 17 15 16

Average cost per project $33,853 $30,798 $34,431 $72,434 $35,180

Note:


CommentsTotalcostofservicefor2012-13wasbelowtargetduetothedeferralinbudgetedBCMexpenditure.Averagecostperprojectfluctuateswiththenumberandsizeofprojectsbeingundertakenaswellasthetimingoftheirexpenditure.Theaverageprojectcostremainsrelativelyunchangedfrom2011-12.


Auditor General’s Opinion

Auditor General

Page 1 of 3

7thFloorAlbertFaceyHouse469WellingtonStreetPerthMAILTO:PerthBCPOBox8489PerthWA6849TEL:0865577500FAX:0865577600

INDEPENDENT AUDITOR’S REPORT

To the Parliament of Western Australia

MID WEST DEVELOPMENT COMMISSION

Report on the Financial StatementsI have audited the accounts and financial statements of the Mid West Development Commission.

The financial statements comprise the Statement of Financial Position as at 30June2013,theStatement of Comprehensive Income,StatementofChangesinEquityandStatementof Cash Flows for the year then ended, and Notes comprising a summary of significant accounting policies and other explanatory information.

Commission’s Responsibility for the Financial StatementsThe Commission is responsible for keeping proper accounts, and the preparation and fair presentation of the financial statements in accordance with Australian Accounting Standards andtheTreasurer’sInstructions, and for such internal control as the Commission determines is necessary to enable the preparation of financial statements that are free from material misstatement,whetherduetofraudorerror.

Auditor’s ResponsibilityAsrequiredbytheAuditorGeneralAct2006,myresponsibilityistoexpressanopiniononthefinancial statements based on my audit. The audit was conducted in accordance with Australian Auditing Standards. Those Standards require compliance with relevant ethical requirements relating to audit engagements and that the audit be planned and performed to obtain reasonable assurance about whether the financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’sjudgement, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditorconsiders internal control relevant to the Commission’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances.Anauditalsoincludesevaluatingtheappropriatenessofthe accounting policies used and the reasonableness of accounting estimates made by the Commission, aswell asevaluatingtheoverallpresentationofthefinancialstatements.

I believe that the audit evidence obtained is sufficient and appropriate to provide a basis for my auditopinion.

OpinionInmyopinion, the financial statements are based on proper accounts and present fairly, in all material respects, the financial position of the Mid West Development Commission at 30June2013 and its financial performance and cash flows for the year then ended.Theyareinaccordance with Australian Accounting Standards andtheTreasurer’sInstructions.


Page 2 of 3

Report on ControlsI have audited the controls exercised by the Mid West Development Commission during the year ended 30June2013.

Controls exercised by the Mid West Development Commission are those policies and procedures established by the Commission to ensure that the receipt, expenditure andinvestment ofmoney, the acquisition and disposal of property, and the incurring of liabilitieshave been in accordance with legislativeprovisions.

Commission’s Responsibility for ControlsThe Commission is responsible for maintaining an adequate system of internal control to ensurethatthereceipt,expenditureandinvestmentofmoney,theacquisitionanddisposalofpublicandotherproperty,and the incurringof liabilitiesare inaccordancewith theFinancialManagementAct2006andtheTreasurer’sInstructions,andotherrelevantwrittenlaw.

Auditor’s ResponsibilityAsrequiredbytheAuditorGeneralAct2006,myresponsibilityistoexpressanopiniononthecontrols exercised by the Mid West Development Commission based on my audit conducted in accordance with Australian Auditing and Assurance Standards.

An audit involves performing procedures to obtain audit evidence about the adequacy of controls to ensure that the Commission complies with the legislative provisions. Theprocedures selected depend on the auditor’s judgement and include an evaluation of the designandimplementationofrelevantcontrols.

I believe that the audit evidence obtained is sufficient and appropriate to provide a basis for myauditopinion.

OpinionIn my opinion, the controls exercised by the Mid West Development Commission are sufficiently adequate to provide reasonable assurance that the receipt, expenditure andinvestment ofmoney, the acquisition and disposal of property, and the incurring of liabilitieshave been in accordance with legislative provisions during the year ended 30June2013.

Report on the Key Performance IndicatorsI have audited the key performance indicators of the Mid West Development Commission for the year ended 30June2013.

The key performance indicators are the key effectiveness indicators and the key efficiency indicators that provide information on outcome achievement and service provision.

Commission’s Responsibility for the Key Performance IndicatorsThe Commission is responsible for the preparation and fair presentation of the key performance indicators in accordance with the Financial Management Act 2006 and the Treasurer’s Instructions and for such controls as the Commission determines necessary to ensurethatthekeyperformanceindicatorsfairlyrepresentindicatedperformance.

Auditor’s ResponsibilityAsrequiredbytheAuditorGeneralAct2006,myresponsibilityistoexpressanopiniononthekey performance indicators based on my audit conducted in accordance with Australian Auditing and Assurance Standards.


Page 3 of 3

An audit involves performing procedures to obtain audit evidence about the key performance indicators. The procedures selected depend on the auditor’s judgement, including theassessment oftherisksofmaterialmisstatementofthekeyperformanceindicators.Inmakingthese risk assessments the auditor considers internal control relevant to the Commission’s preparation and fair presentation of the key performance indicators in order to design audit procedures that are appropriate in the circumstances. An audit also includes evaluating therelevance and appropriateness of the key performance indicators for measuring the extent of outcomeachievementandserviceprovision.

I believe that the audit evidence obtained is sufficient and appropriate to provide a basis for my auditopinion.

OpinionInmyopinion,thekeyperformanceindicatorsof theMid West Development Commission are relevant and appropriate to assist users to assess the Commission’s performance and fairly represent indicated performance for the year ended 30June2013.

IndependenceIn conducting thisaudit, I have complied with the independence requirements of the Auditor GeneralAct2006andAustralian Auditing and Assurance Standards, and other relevant ethical requirements.

Matters Relating to the Electronic Publication of the Audited Financial Statements and Key Performance IndicatorsThis auditor’s report relates to the financial statements and key performance indicators of the Mid West Development Commission for the year ended 30 June 2013 included on the Commission’swebsite.TheCommission’s management is responsible for the integrity of the Commission’s website. This audit does not provide assurance on the integrity of the Commission’s website. The auditor’s report refers only to the financial statements and key performance indicators described above. It does not provide an opinion on any otherinformation which may have been hyperlinked to/from these financial statements or key performance indicators.Ifusersofthefinancialstatementsandkeyperformanceindicatorsareconcernedwith the inherent risks arising from publication on awebsite, they are advised torefer to the hard copy of the audited financial statements and key performance indicators to confirm the information contained in this website version of the financial statements and key performanceindicators.

DONCUNNINGHAMEASSISTANTAUDITORGENERALASSURANCESERVICESDelegate of the Auditor General for Western AustraliaPerth,Western Australia9September2013


Ministerial Directives

NoMinisterialDirectiveswerereceivedduringthefinancialyear.

Other Financial Disclosures

Pricing policies of services providedTheCommissiondoesnotissueanyfeesorchargesandthisreportingrequirement,therefore,doesnotapply.

Capital Works

Capital projects incompleteTheCommissiondidnothaveanyincompletecapitalworksprojectsattheendof2012-13.

Capital projects completeTheCommissiondidnotcompleteanycapitalworksprojectsduring2012-13.

Employment and Industrial RelationsIn2012-13,theMidWestDevelopmentCommissionoperatedwithupto15staffallofwhomwerelocatedattheCommission’sGeraldtonoffice.

Staff Profile

Organisation 2012-13 2011-12

Full-timepermanent 8.7 8.0

Full-timecontract 1.8 3.3

Part-timemeasuredonanFTEbasis 0.2 0.8

On secondment 1.0 1.0

11.7 13.1

Staff DevelopmentTheCommissionhasacommitmenttothedevelopmentofitsemployees.Ourstrategyistobuilda highly skilled and professional workforce and as a result we are building a strong and capable teamwiththeabilitytoadapttothegrowthanddiversitybeingexperiencedintheMidWest.

Variousindustryspecifictrainingandprofessionaldevelopmentwasundertakenasopportunityarose.

Workers CompensationNoworkerscompensationclaimshavebeenmadewithintheCommissionduring2012-13.


Governance DisclosuresAtthedateofreporting,otherthannormalcontractsofemploymentofservice,noseniorofficers,orfirmsofwhichseniorofficersaremembers,orentitiesinwhichseniorofficershavesubstantialinterests,hadanyinterestsinexistingorproposedcontractswiththeCommissionandseniorofficers.

Other Legal RequirementsAdvertisingIncompliancewithsection175ZEoftheElectoralAct1907,theCommissionincurredthefollowingexpenditureinadvertising,marketresearch,polling,directmailandmediaadvertising.

1. Totalexpenditurefor2012-13was$17,718.2. Expenditurewasincurredinthefollowingareas:

Class of expenditure Organisation Total expenditure 2012-13 (inc GST)

Advertising agencies $9,796 Market Creations $2,928(1)

Adcorp Australia Limited $9,713(2)

West Australian Newspapers Ltd $336

Market research agencies $4,741 Asset Research $4,741

Polling organisations Nil

Direct mailing organisations Nil

1. Includes$1,265forWebHostingandotherinternetservices;and$1,663forthe2013MidWestChamberofCommerceandIndustryDirectory.

2. IncludesrecruitmentadvertisingforPrincipalProjectManager,ProjectOfficer,Finance&AdministrationOfficerpositionsandBoardMembershipNominations.

Disability Access and Inclusion Plan OutcomesIn2007theCommission,inconsultationwiththeDisabilityServicesCommissionandthepublic,developed and submitted a Disability Action and Inclusion Plan (DAIP) in compliance with the 2004amendmenttotheDisabilityServicesAct1993.

TheDAIPwassuccessfullyimplementedduring2007-08,andthefollowingprincipleshavebeenfollowedduring2012-13tocontinuetoaddressthesixdesiredDAIPoutcomes:

1. People with disabilities have the same opportunities as other people to access the services of,andanyeventsorganisedbytheCommission.

(i) AssessmentofallCommissioneventsastotheiraccessibilitybyallpeople.

2. People with disabilities will have the same opportunities as other people to access the buildingsandotherfacilitiesoftheCommission.

(i) Increasedstaffawarenessofissuesofaccessibility(seeoutcome4).


3. People with disabilities receive information from the Commission in a format that will enable themtoaccesstheinformationasreadilyasotherpeopleareabletoaccessit.

(i) Provisionofallcommunicationsinclearandconciselanguage,avoidingjargon.

4. People with disabilities receive the same level and quality of service from the staff of the CommissionasotherpeoplereceivefromtheCommission.

(i) CommencedanannualdisabilityawarenesstrainingprogramforallCommissionstaff,includingupdatingthenewstaffinductionprocesstoaddresstheCommission’sDAIP.

5. PeoplewithdisabilitieshavethesameopportunitiestomakecomplaintstotheCommission.

(i) Alternative formats provided wherever the Commission’s grievance procedures are displayed.

6. People with disabilities will have the same opportunities as other people to participate in anypublicconsultationbytheCommission.

(i) Allvenuesassessedforaccessibilitywhenarrangingpublicconsultationevents.

(ii) Considerationtobemadewhetheranytargetgroupswouldbenefitfrompublicconsultationtoencourageparticipation.

(iii) Ongoing assessment of accessibility of venues when arranging publicconsultationevents.

Compliance with Public Sector Standards and Ethical CodesPublicSectorManagementActSection31(1):

1. IntheadministrationoftheMidWestDevelopmentCommission,IhavecompliedwiththePublicSectorStandardsinHumanResourceManagement,theWesternAustralianPublicSectorCodeofEthicsandourCodeofConduct.

2. I have put in place procedures designed to ensure such compliance and also conducted appropriateinternalassessmentstosatisfymyselfthatthestatementmadein1iscorrect.

3. The applications made for breach of standards review and the corresponding outcomes for thereportingperiodare:

Numberlodged: Nil

Numberofbreachesfound,includingdetails ofmultiplebreachesperapplication: Nil

Numberstillunderreview: Nil

Gavin Tresure ChiefExecutiveOfficer 4September2013


Records Keeping PlansAsrequiredbytheStateRecordsAct(2000),theCommissionhasanapprovedRecordsKeepingPlan(RKP).

Periodical record keeping training programs through the Commission’s formal monthly staff meetings,aswellasaninductionprogramfornewemployeesaddresstherolesofstaffandtheirresponsibilitiesinregardtotheircompliancewiththeCommission’sRKP.

TheRecordsTeamwithintheCommissionreviewtheefficiencyandeffectivenessofitsrecordkeepingtrainingprogramregularly,toensurethatkeyrecordsystemsobjectivesandrecordkeepingpracticesarebeingmet.ACommissionRecordKeepingManualisinplacetoassisttheRecordsTeamtoformaliseandstructurethetrainingprogramforstaff.

Government Policy Requirements

Substantive EqualityAsoutlinedinthePublicSectorCommissioner’sCircular2009-23:ImplementationofthePolicyFrameworkforSubstantiveEquality,thisreportingrequirementonlyappliestoparticipatingagencies.TheCommissionisnotaparticipantandthisrequirement,therefore,doesnotapply.

Occupational Safety, Health and Injury ManagementTheCommissionstrivestoensureasafeworkingenvironment.OccupationalSafetyandHealth(OSH)issues (risks and hazards) can be reported at any time to the Corporate Services Manager and are addressedastheyareidentified.OSHpoliciescontinuetobereviewedandmonitoredasrequiredbythechangingneedsoftheCommissionanditsworkingenvironment.

Staff are made aware of OSH policies and procedures at induction and there are continuing awarenesssessionsduringmonthlymeetingsasnecessary.

The Mid West Development Commission is compliant with the injury management requirements oftheWorkers’CompensationandInjuryManagementAct1981.

TheCommission’sannualperformancereportfor2012-13againstthefollowingindicators:

Indicator Target 2012-13 Actual 2012-13

Number of fatalities Zero(0) Zero(0)

Lost time injury/diseases (LTI/D) incidence rate Zero(0) Zero(0)

Lost time injury severity rate Zero(0) Zero(0)

Percentageofinjuredworkersreturnedtowork:(i)within13weeks(ii)within26weeks

0%0%

0%0%

Percentageofmanagerstrainedinoccupationalsafety,health and injury management responsibilities ≥80% 0%


Mid West developMent CoMMission

Level2,ForeshoreBusinessCentre

209ForeshoreDrive

POBox238│GERALDTONWA6531

Phone:0899210702│Fax:0899210707

Email:[email protected]

Web:www.mwdc.wa.gov.au

Correspondenceshouldbedirectedto:

ChiefExecutiveOfficer

Mid West Development Commission

POBox238

GERALDTON WA 6531

mid west development commission · mid west development commission for the financial year ended 30...

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