{ "entity_id": "S-WA-030", "folder": "Lotterywest", "name": "Lotterywest", "type": "Statutory Authority", "jurisdiction": "WA", "portfolio": "", "website": "https://www.lotterywest.wa.gov.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 9, "n_kpi_targets": 1, "n_kpi_results": 1, "n_outcomes": 2, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To operate a responsible and sustainable lottery that leaves an enduring positive impact for WA. [CP p.14]", "official_site_url": "https://www.lotterywest.wa.gov.au/", "source_documents": [ { "type": "annual_report", "title": "Annual Report 2025", "url": "https://cdn.sanity.io/files/cabqvweh/production/c8d2a091959962e34a9dafd0436bd34bdf41b88e.pdf", "period": "2025", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2024", "url": "https://cdn.sanity.io/files/cabqvweh/production/9991a1a8142e1c03ddedc67287e65ddf08753ab7.pdf", "period": "2024", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2023", "url": "https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf", "period": "2023", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2022", "url": "https://cdn.sanity.io/files/cabqvweh/production/9a520ed262eb2ca57ab281c1b1fd9ce1d592118e.pdf", "period": "2022", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2021", "url": "https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf", "period": "2021", "confidence": "high" }, { "type": "strategie", "title": "Reconciliation Action Plan", "url": "https://cdn.sanity.io/files/cabqvweh/production/a4467e012bfbdd13f3f80c47599f6379e2332884.pdf", "period": null, "confidence": "medium" } ], "purpose": { "text": "To operate a responsible and sustainable lottery that leaves an enduring positive impact for WA. [CP p.14]", "source_url": "", "source_page": 14, "source_deep_url": "" }, "vision": { "text": "A hopeful, healthy, connected and sustainable community life for all Western Australians. [CP p.14]", "source_url": "", "source_page": 14, "source_deep_url": "" }, "strategic_priorities": [ { "title": "Deliver value for communities", "description": "Deliver value for communities", "source_url": "", "source_page": 14, "source_deep_url": "" }, { "title": "Responsibly deliver value for players", "description": "Responsibly deliver value for players", "source_url": "", "source_page": 14, "source_deep_url": "" }, { "title": "Strengthen our organisational capability", "description": "Strengthen our organisational capability", "source_url": "", "source_page": 14, "source_deep_url": "" }, { "title": "Proactively steward our licence to operate", "description": "Proactively steward our licence to operate", "source_url": "", "source_page": 14, "source_deep_url": "" } ], "values": [ { "name": "Prevent harm", "description": "", "source_url": "", "source_page": null }, { "name": "Be curious", "description": "", "source_url": "", "source_page": null }, { "name": "Act ethically and with integrity", "description": "", "source_url": "", "source_page": null }, { "name": "Take initiative", "description": "", "source_url": "", "source_page": null }, { "name": "Make evidence-based decisions", "description": "", "source_url": "", "source_page": null }, { "name": "Share information", "description": "", "source_url": "", "source_page": null }, { "name": "Own the outcome", "description": "", "source_url": "", "source_page": null }, { "name": "Help others to develop and grow", "description": "", "source_url": "", "source_page": null }, { "name": "Willingly collaborate", "description": "", "source_url": "", "source_page": null }, { "name": "Be bold", "description": "", "source_url": "", "source_page": null }, { "name": "Actively listen", "description": "", "source_url": "", "source_page": null }, { "name": "Maximise positive impact", "description": "", "source_url": "", "source_page": null }, { "name": "Be inclusive", "description": "", "source_url": "", "source_page": null }, { "name": "Embrace change", "description": "", "source_url": "", "source_page": null }, { "name": "Respect others", "description": "", "source_url": "", "source_page": null }, { "name": "Deliver on promises", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Community Investment", "description": "To enhance the quality of life and wellbeing for all Western Australians.", "activities": [ "Grants payments", "Sales per adult", "Total allocation to beneficiaries per capita", "Lottery operations expenses as a percentage of sales", "Grants operations expenses as a percentage of discretionary grants" ], "source_url": "", "source_page": 16, "source_deep_url": "" }, { "name": "Outcome 2: Player Safety", "description": "To continually enhance player safety practices, reinforcing our integrity and safeguarding the social licence that allows us to operate a trusted and enduring lottery.", "activities": [ "Player safety training", "Gaming System Replacement (GSR) project", "Cross-sector collaboration with Healthway" ], "source_url": "", "source_page": 16, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "Clear the Air campaign", "target": "Help young people quit vaping by providing practical tools and support", "latest_result": "Target met", "status": "Achieved", "target_source_url": "", "target_source_page": 16, "result_source_url": "https://cdn.sanity.io/files/cabqvweh/production/c8d2a091959962e34a9dafd0436bd34bdf41b88e.pdf", "result_source_page": 16 } ], "document_alignment_terms": { "must_support": [ "To operate a responsible and sustainable lottery that leaves an enduring positive impact for WA. [CP p.14]", "A hopeful, healthy, connected and sustainable community life for all Western Australians. [CP p.14]", "Deliver value for communities", "Responsibly deliver value for players", "Strengthen our organisational capability", "Proactively steward our licence to operate" ], "watch_terms": [ "Clear the Air campaign" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Lotterywest — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://cdn.sanity.io/files/cabqvweh/production/c8d2a091959962e34a9dafd0436bd34bdf41b88e.pdf)\n\n## Vision\n\n> A hopeful, healthy, connected and sustainable community life for all Western Australians. [CP p.14] [CP p.14]\n\n## Our purpose / purposes\n\n> To operate a responsible and sustainable lottery that leaves an enduring positive impact for WA. [CP p.14] [CP p.14]\n\n## How we deliver\n\n> We are responsibly delivering value for players, focusing on maximising player experience and minimising harm through diversified product and service offerings. [CP p.14] [CP p.14]\n\n## Government priorities for this department\n\n- Deliver value for communities [CP p.14]\n- Responsibly deliver value for players [CP p.14]\n- Strengthen our organisational capability [CP p.14]\n- Proactively steward our licence to operate [CP p.14]\n\n## Outcomes\n\n### Outcome 1: Community Investment\nTo enhance the quality of life and wellbeing for all Western Australians. [CP p.16]\n\n**Key activities:**\n- Grants payments\n- Sales per adult\n- Total allocation to beneficiaries per capita\n- Lottery operations expenses as a percentage of sales\n- Grants operations expenses as a percentage of discretionary grants\n\n### Outcome 2: Player Safety\nTo continually enhance player safety practices, reinforcing our integrity and safeguarding the social licence that allows us to operate a trusted and enduring lottery. [CP p.16]\n\n**Key activities:**\n- Player safety training\n- Gaming System Replacement (GSR) project\n- Cross-sector collaboration with Healthway\n\n## Values and principles\n\n_APS Values_\n\n- Prevent harm\n- Be curious\n- Act ethically and with integrity\n- Take initiative\n- Make evidence-based decisions\n- Share information\n- Own the outcome\n- Help others to develop and grow\n- Willingly collaborate\n- Be bold\n- Actively listen\n- Maximise positive impact\n- Be inclusive\n- Embrace change\n- Respect others\n- Deliver on promises\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Clear the Air campaign | Help young people quit vaping by providing practical tools and support | CP p.16 |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Clear the Air campaign | Target met | Achieved | [AR p.16](https://cdn.sanity.io/files/cabqvweh/production/c8d2a091959962e34a9dafd0436bd34bdf41b88e.pdf#page=16)(https://cdn.sanity.io/files/cabqvweh/production/c8d2a091959962e34a9dafd0436bd34bdf41b88e.pdf#page=16) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Lotterywest - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:55:29.467732+00:00\n**Entity ID**: S-WA-030\n**Entity type**: Statutory Authority\n**Jurisdiction**: WA\n**Portfolio**: \n**Website**: https://www.lotterywest.wa.gov.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 5 |\n| other-pdfs | 3 |\n| pages | 2 |\n| strategies | 1 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 12]\nOur purpose\nTo enhance the quality of life and wellbeing for all\nPerformance\nWestern Australians through the funding and support\nwe provide to our grant customers and by running our\nManagement\nlottery business with excellence and integrity\b\nFramework\nThis framework represents the connection\nbetween why we exist, the services we\nare charged with delivering and how we\nmeasure our performance\b\nOur services Our key performance\nChanges to outcome-based\nindicators\nmanagement framework\nOur outcome-based management - Sale of lottery products to the - Sales per adult\b\nframework did not change during public of Western Australia\b\n- Total allocation to beneficiaries\n2023-24\b However, we launched our\nper capita\b\n2023-2026 Strategic Plan, inclusive of - Functions in accordance with\na refreshed purpose and vision, which the Service Level Arrangement - Total allocation to beneficiaries as a\n Source: `annual-reports/2024.pdf (https://cdn.sanity.io/files/cabqvweh/production/9991a1a8142e1c03ddedc67287e65ddf08753ab7.pdf)`\n- [Page 10]\nFramework\nStrategic\nOur purpose\nOur vision\nOur key measures\nTo enhance the quality of life and\nBuilding a better\nFor full KPI details see pages 69 and 70\nwellbeing for all Western Australians\nWestern Australia\nthrough the funding and support we\ntogether\b provide to our grant customers and\nTotal allocation\nby running our lottery business with Actual $125.32\nto beneficiaries\nexcellence and integrity\b\nper capita Target $105.43\nTotal allocation to\nOur values Actual 28.74%\nbeneficiaries as a\n% of sales Target 29.25%\nCustomer focused: We align our business culture to the ever-evolving\nneeds and requirements of the people and organisations we work with\b We\noffer products, services and solutions to provide the best possible customer Grants operations Actual 11.75%\nexperience\b expenses as a % of\ndirect grants approved Target 15.41%\n Source: `annual-reports/2023.pdf (https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf)`\n- [pages 96,97]\nolely principal and interest, however, these\nContract liabilities 3,806 (4,530)\nsecurities are neither held for the purpose of collecting contractual cash flows\nDirect grants 7,788 3,153 nor held both for collecting contractual cash flows and for sale\b The collection\nUnclaimed prize payable 8,563 13,678 of contractual cash flows is only incidental to achieving the SFL Portfolio’s\nUnpaid prize payable 1,134 548 business model’s objective\b Consequently, all investments are measured at fair\nvalue through profit or loss\b\nTrade creditors 2,582 (2,101)\nOther creditors and accruals 13,831 1,431\nOther provisions 505 336\nPrize reserve provisions (3,475) (1,963)\nGrants from State Government (10,920) 12,979\nNet cash provided by operating activities 266,311 232,877\nLotterywest Annual Report 2022-23 96\n Source: `annual-reports/2023.pdf (https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf)`\n- [Page 10]\nFramework\nStrategic\nOur vision Our purpose Our values\nA hopeful, healthy, To operate a responsible Responsible, Empowered,\nconnected and sustainable and sustainable lottery that Working Together,\ncommunity life for all leaves an enduring positive Make a Difference\b\nWestern Australians\b impact for WA\b\nStrategic Plan 2023-2026\nWe launched our 2023-2026 Strategic Plan in November 2023\b\nThe plan outlines our Vision, Purpose, Values and four focus areas\b\nFocus Area 1: Deliver value for communities\nOur priority is to enhance the positive impact to the WA community through collaborative and strategic grant making\b\nFocus Area 2: Responsibly deliver value for players\nWe are responsibly delivering value for players focusing on maximising player experience and minimising harm through diversified\nproduct and service offerings\b\nFocus Area 3: Strengthen our organisational capability\n Source: `annual-reports/2024.pdf (https://cdn.sanity.io/files/cabqvweh/production/9991a1a8142e1c03ddedc67287e65ddf08753ab7.pdf)`\n\n### Role and Functions\n\n- [Page 19]\nMs Lorna Pritchard leads Lotterywest’s Mr Glenn Jamieson is currently the Ms Caroline Niewiarowski-Fish\nGrants and Community Development Acting General Manager for Lotterywest’s leads Lotterywest’s Technology Services\nbusiness unit\b Lorna hails from Aotearoa, Lotteries business unit which is responsible business unit which is responsible for the\nNew Zealand and for the past 27 years has for Marketing and Sales, Operations and organisation’s technology along with the\nworked with local leaders, organisations Support, Business and Game Development management of the gaming technology\nand government agencies to support, and key lottery projects\b He has been with operations that underpins Lotterywest\ndevelop and strengthen communities\b She Lotterywest since 2017, initially joining the and Healthway services for customers,\n Source: `annual-reports/2024.pdf (https://cdn.sanity.io/files/cabqvweh/production/9991a1a8142e1c03ddedc67287e65ddf08753ab7.pdf)`\n- Amounts incurred and duration of repayment are • Encourages a “risk aware” culture reflecting responsible\nCollege was expanded, increasing the number and duration\noutlined below: and informed risk-taking while ensuring appropriate\nof engagement with our interns.\nmeasures to protect the organisation and maintain\n2019-20 2020-21\nstakeholder confidence 2021/22\nAggregate amount of personal use\nexpenditure $915 $313 • Provides a structured and systematic approach to Workforce Diversity 2019-20 2020-21* Diversity\nTargets\nmanaging risk\nAggregate amount settled within\n$898 $313 Women in SES 40% 50% 40.7%\nfive working days • Ensures that risk management is a living and dynamic\nAboriginal People 1.2% 0.4% 2.85%\nprocess, appropriately embedded in our business\nAggregate amount settled after five\n$17 N/A functions and operations People with disabilities 1.9% 2.3% 2.2%\nworking days\n Source: `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)`\n- Lotterywest commenced a review of our Work Health and\nLost time injury and severity 0 or 10%\n• Comprehensive onboarding of new personnel and regular Safety (WHS) governance system in preparation for the rate 0 0 0 reduction\ntraining for existing staff. new laws and an external consultant is currently reviewing % injured workers return\nour retail responsibilities and practices to confirm our N/A 100% N/A >80%\n• Human resources practices, policies and processes within 13 weeks\ncompliance.\n Source: `annual-reports/2022.pdf (https://cdn.sanity.io/files/cabqvweh/production/9a520ed262eb2ca57ab281c1b1fd9ce1d592118e.pdf)`\n- Total 12,021,408\ncompleted Records Awareness Training,\na compulsory online module covering the\nPublic Interest Disclosures\nfundamentals of government recordkeeping\nand employee responsibilities in creating and In 2022-23, no Public Interest Disclosures,\nmanaging Lotterywest records. within the meaning of the Public Interest\nAll new staff are provided with face-to-face Disclosure Act 2003, were received.\ncomprehensive training in our Electronic\nDocument Records Management System.\n Source: `annual-reports/2023.pdf (https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf)`\n- Safety (WHS) governance system to ensure\nmatters and met quarterly across 2022-23.\n• Comprehensive onboarding of new personnel and compliance with the transition to the new\nWe continue to deliver mandatory WHS\nregular training for existing staff. laws and to further our commitment to\ntraining for all managers with an 84%\n• Human resources practices, policies and processes foster a culture of safety and wellbeing.\ncompletion rate achieved across the year.\nare regularly reviewed to ensure compliance Supported by an external consultant,\nwith HRM Standards and the Commissioner’s the review included work to understand\nInstructions. our obligations as a ‘person conducting\na business undertaking’ (PCBU) across\nThere were zero (0) breaches of Standards identified\nour internal and external stakeholders\nin 2022-23.\nwith shared responsibility, establish our\n Source: `annual-reports/2023.pdf (https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf)`\n- [pages 96,97]\nolely principal and interest, however, these\nContract liabilities 3,806 (4,530)\nsecurities are neither held for the purpose of collecting contractual cash flows\nDirect grants 7,788 3,153 nor held both for collecting contractual cash flows and for sale\b The collection\nUnclaimed prize payable 8,563 13,678 of contractual cash flows is only incidental to achieving the SFL Portfolio’s\nUnpaid prize payable 1,134 548 business model’s objective\b Consequently, all investments are measured at fair\nvalue through profit or loss\b\nTrade creditors 2,582 (2,101)\nOther creditors and accruals 13,831 1,431\nOther provisions 505 336\nPrize reserve provisions (3,475) (1,963)\nGrants from State Government (10,920) 12,979\nNet cash provided by operating activities 266,311 232,877\nLotterywest Annual Report 2022-23 96\n Source: `annual-reports/2023.pdf (https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf)`\n\n### Strategic Priorities\n\n- The\ncontext in which the organisation was relief • Arts and culture and governance\noperating was changing rapidly, and the • Prevention and early • Aboriginal communities • Innovative service models\neffort to respond was significant. intervention • Environment • Sector collaboration\n$122 .2 million\nPriority groups: Priority groups: Priorities for impact:\n• Experiencing • Young people • Aboriginal Community\nacross\nhomelessness • People with disability Controlled Organisations\n593 Grants\n• Experiencing family or • Aboriginal communities • Other organisations\ndomestic violence aligning to innovative\n• Experiencing mental service model outcome\nhealth issues\n• Newly unemployed\n34 Lotterywest Annual Report 2020-21\n Source: `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)`\n- In 2021-22, we provided 449\nGrassroots Community-Led grants to 428 organisations for $78.4M across each of the priority areas of\nthe Community Investment Framework as outlined below.\n Source: `annual-reports/2022.pdf (https://cdn.sanity.io/files/cabqvweh/production/9a520ed262eb2ca57ab281c1b1fd9ce1d592118e.pdf)`\n- In 2022-23 we provided 479 grants\ntotalling $121 million across each of the priority areas of the\nCommunity Investment Framework.\n* Figures are rounded and not inclusive of writeback or refund amounts\nLotterywest Annual Report 2022-23 47\n Source: `annual-reports/2023.pdf (https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf)`\n- [pages 67,68,69,70]\nins\ntechnology to provide a solid foundation\ninto 2023-24. our people.\nto deliver on the priority focus areas of our\nnext Strategic Plan.\n Source: `annual-reports/2023.pdf (https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf)`\n- [Page 10]\nFramework\nStrategic\nOur vision Our purpose Our values\nA hopeful, healthy, To operate a responsible Responsible, Empowered,\nconnected and sustainable and sustainable lottery that Working Together,\ncommunity life for all leaves an enduring positive Make a Difference\b\nWestern Australians\b impact for WA\b\nStrategic Plan 2023-2026\nWe launched our 2023-2026 Strategic Plan in November 2023\b\nThe plan outlines our Vision, Purpose, Values and four focus areas\b\nFocus Area 1: Deliver value for communities\nOur priority is to enhance the positive impact to the WA community through collaborative and strategic grant making\b\nFocus Area 2: Responsibly deliver value for players\nWe are responsibly delivering value for players focusing on maximising player experience and minimising harm through diversified\nproduct and service offerings\b\nFocus Area 3: Strengthen our organisational capability\n Source: `annual-reports/2024.pdf (https://cdn.sanity.io/files/cabqvweh/production/9991a1a8142e1c03ddedc67287e65ddf08753ab7.pdf)`\n- Western Australia.\nparticipation. shared and preserved.\nsaera\nytiroirP\nsemoctuO\nFramework benefit\nCommunity Investment Discretionary grants by region of\n$51.4M – Statewide*\n$10.7M - Kimberley\n$11.9M - Pilbara\n$759k - Gascoyne\n$2.2M - Mid West\n$2.8M - Wheatbelt\n$50.7M - Perth Metro\n$3.1M - Peel\nThis priority is delivered in $6.8M - South West\npartnership with Healthway\n$6.4M - Great Southern\nGrant programs $4.7M - Goldfields-Esperance\n* Statewide refers to grants delivered across more than three Regional Development Commission regions.\n Source: `annual-reports/2025.pdf (https://cdn.sanity.io/files/cabqvweh/production/c8d2a091959962e34a9dafd0436bd34bdf41b88e.pdf)`\n- [pages 23,24,25,26]\nlief Fund in July 2021 we\ntransitioned back to our Community Investment Framework which identifies\nprotected sustainable ecosystems as a priority area.\n Source: `annual-reports/2022.pdf (https://cdn.sanity.io/files/cabqvweh/production/9a520ed262eb2ca57ab281c1b1fd9ce1d592118e.pdf)`\n- After five minutes I realised and stopped the washing\nmachine to grab the ticket, fortunately it was safe.”\nThe ticket from Hocking News matched the seven winning\nnumbers to Tuesday night’s $20 million OZ Lotto prize.\n“I’ve been playing for the past 35 years,” the winner said.\n“I knew someone from WA had won and I thought\nto myself ‘who was that lucky person’?\n“The chance to cut back at work is wonderful,\nbut my priority is to give money to charity,\nwe are now in a position to\nhelp other people.”\nLotterywest Annual Report 2023-24 41\n Source: `annual-reports/2024.pdf (https://cdn.sanity.io/files/cabqvweh/production/9991a1a8142e1c03ddedc67287e65ddf08753ab7.pdf)`\n- [Page 48]\nInclusive Connected Protected Smart Active\nthriving cultural sustainable innovative healthy\ncommunity experiences ecosystems society people\nSupporting the diversity Bringing people together Supporting our community Assisting our community to\nOptimising our\nof Western Australians through the arts, to sustain and enhance be more active and support\ncommunity’s talent\nto actively engage in heritage and cultural our unique species and initiatives which promote\nand capability.\ncommunity life. activities. environments. healthy lives.\n• More people have a stronger • Our community is • Our community is • Western Australia is a • More Western Australians\nsense of belonging in their connected through arts connected with, and cares leader in new thinking live healthy lifestyles\ncommunity and cultural activities for, our natural heritage and innovation • More Western Australians\n Source: `annual-reports/2022.pdf (https://cdn.sanity.io/files/cabqvweh/production/9a520ed262eb2ca57ab281c1b1fd9ce1d592118e.pdf)`\n- [Page 48]\nInclusive Connected Protected Smart Active\nthriving cultural sustainable innovative healthy\ncommunity experiences ecosystems society people\nSupporting the diversity Supporting our community Assisting our community\nBringing people together Optimising our\nof Western Australians to sustain and enhance to be more active and\nthrough the arts, heritage community’s talent\nto actively engage in our unique species and support initiatives which\nand cultural activities. and capability.\ncommunity life. environments. promote healthy lives.\n• More people have • Our community is • Our community is • Western Australia is a • More Western Australians\na stronger sense of connected through arts connected with, and cares leader in new thinking live healthy lifestyles\nbelonging in their and cultural activities for, our natural heritage and innovation • More Western Australians\n Source: `annual-reports/2023.pdf (https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 6]\n2020-21 sales and return to the communit y\nOur distribution channels\nTotal\nContribution 493 retail outlets* =\nLottery sales back to the WA 82%\ncommunity\n$313.4M of total sales\n$1.057B * retail outlets trading at 30 June 2021\nOnline 38%\nPlay Online\nsales =\nPrizes to\n18% 54% Lotterywest\nWestern\nMobile App\nAustralians\nof total\n$551.5M sales 8% oz.lotterywest\nSales trend\n$1100\nSales KPIs $1050\n$1000\n$487.59 Actual\nSales per adult $950\n$377.98 Target\n$900\n$850\n5.47% Actual\nLottery operations\nexpenses as a % of sales $800\n8.06% Target 20-21\n6 Lotterywest Annual Report 2020-21\nsnoilliM\nFor full KPI details see pages 65 and 66\nFinancial year\n Source: `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)`\n- [Page 7]\n$153 to Western Australia’s hospitals\nContribution and public health services Prizes to\nmillion\n(Department of Health)\nback to the WA Western\n$122.2 approved in Lotterywest direct grants\ncommunity Australians\n(Including Perth Festival and\nmillion\n$313.4M Screenwest) $551.5M\nto Sport and Recreation\n$19.1\n(Department of Local Government,\nBased on accrual amount million\nSport and Cultural Industries)\n$19.1 to Culture and Arts\n(Department of Local Government,\nmillion\nSport and Cultural Industries)\nOur winners\nGrants KPIs\nFor full KPI details see pages 65 and 66 8 1\n$115.14 Actual\nTotal allocation to\nbeneficiaries per capita WA Division One\n$93.84 Target winners for 2020-21\n$ 1 4 9\nTotal allocation to\n29.65% Actual\nbeneficiaries as a million\n% of sales\n31.31% Target\n6 2\nGrants operations 10.48% Actual\nexpenses as a % of\ndirect grants approved Top Prize winners for\n15.29% Target\n Source: `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)`\n- The number of grievances, claims of misconduct or breaches\ncomply with Public Sector Standards in Human Resource of employment standards during the year are: Occupational safety, health and injury management\nManagement (HRM) and the Public Sector Code of Ethics. performance results\nAction taken by Lotterywest to ensure compliance includes: 2019-20 2020-21\n• Information about HRM Standards and the Commissioner’s Grievances received 2 1 Actual Results\nMeasure 2018- 2019- 2020- Target\nInstructions is made available to all employees Grievances substantiated 0 1 (prior year)\n19 20 21\nGrievances not substantiated 1 1\n• Human resource practices, policies and processes are Number of fatalities 0 0 0 0\nGrievances under investigation 1 0\nregularly reviewed to ensure compliance with HRM\nNumber of lost time injury 0 or 10%\nStandards and the Commissioner’s Instructions.\n Source: `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)`\n- Our key measures\nFor full KPI details see pages 67 and 68\nOur values\n$116.40 Actual\nTotal allocation to\nbeneficiaries per capita\nCustomer focused Confident $101.87 Target\nWe align our business culture to the We enjoy working for a vibrant\never-evolving needs and requirements organisation, providing hope and 26.90% Actual\nTotal allocation to\nof the people and organisations we opportunity.\n Source: `annual-reports/2022.pdf (https://cdn.sanity.io/files/cabqvweh/production/9a520ed262eb2ca57ab281c1b1fd9ce1d592118e.pdf)`\n- The specific introduction of a PCBU concept Measure 2019- 2020- 2021- Target\nManagement (HRM) and the Public Sector Code of Ethics. (Person Conducting Business or Undertaking) now captures 20 21 22\nNumber of fatalities 0 0 0 0\nAction taken by Lotterywest to ensure compliance includes: a wider variety of workplace relationships than the previous\nemployment relationship that existed.\n Source: `annual-reports/2022.pdf (https://cdn.sanity.io/files/cabqvweh/production/9a520ed262eb2ca57ab281c1b1fd9ce1d592118e.pdf)`\n- [Page 10]\nFramework\nStrategic\nOur purpose\nOur vision\nOur key measures\nTo enhance the quality of life and\nBuilding a better\nFor full KPI details see pages 69 and 70\nwellbeing for all Western Australians\nWestern Australia\nthrough the funding and support we\ntogether\b provide to our grant customers and\nTotal allocation\nby running our lottery business with Actual $125.32\nto beneficiaries\nexcellence and integrity\b\nper capita Target $105.43\nTotal allocation to\nOur values Actual 28.74%\nbeneficiaries as a\n% of sales Target 29.25%\nCustomer focused: We align our business culture to the ever-evolving\nneeds and requirements of the people and organisations we work with\b We\noffer products, services and solutions to provide the best possible customer Grants operations Actual 11.75%\nexperience\b expenses as a % of\ndirect grants approved Target 15.41%\n Source: `annual-reports/2023.pdf (https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf)`\n- The committee’s scope\nMeasure Target extends to the oversight of audits, internal controls, assurance and\n2020-21 2021-22 2022-23\nrisk management and financial, investment and insurance analysis.\n Source: `annual-reports/2023.pdf (https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf)`\n- Actual Results\nMeasure Target In 2023-24, 12 employees inadvertently used their corporate credit card for\n2021-22 2022-23 2023-24\npersonal transactions on 13 occasions.\n Source: `annual-reports/2024.pdf (https://cdn.sanity.io/files/cabqvweh/production/9991a1a8142e1c03ddedc67287e65ddf08753ab7.pdf)`\n- Measure Target In 2024–25, 13 employees inadvertently used their corporate credit card for\n2022–23 2023–24 2024–25 Management Standard, State Government retailers, players, grant recipients and\npersonal transactions on 16 occasions.\n Source: `annual-reports/2025.pdf (https://cdn.sanity.io/files/cabqvweh/production/c8d2a091959962e34a9dafd0436bd34bdf41b88e.pdf)`\n- RISKS AND CONTINGENCIES Overall risk management\nLotterywest’s overall risk management programme seeks to maximise the\nThis note sets out the key Lotterywest risk management policies and\nreturns derived for the level of risk to which Lotterywest is exposed and seeks\nmeasurement techniques\b\nto minimise potential adverse effects on Lotterywest’s financial performance\b\nNotes\nLotterywest uses different methods to measure and manage the various types\nFinancial risk management 8\b1 of risk to which it is exposed; these methods are explained below\b\nContingent assets and liabilities 8\b2\n(a) Summary of risks and risk management\n8.1 Financial risk management Market risk\nMarket risk is the risk that changes in the market prices will affect Lotterywest’s\nFinancial risk factors, objectives, and policies\nresult or the value of its financial assets and liabilities\b The key market risks\n Source: `annual-reports/2023.pdf (https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf)`\n- [Page 12]\nCEO executive summar y\nThe past financial year has seen a historic Over the past financial year, 593 grants went to 480 local\nmilestone achieved, with the highest ever not-for-profit groups and local government authorities.\nreturns of $864.9 million going back to the Through this funding, Perth Festival and Screenwest each\nWestern Australian community through grants received $7.3 million.\n Source: `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)`\n- As a result, fair value reflects value at the earliest time the demand event could\n2021 2020\narise resulting in fair value reflecting the remaining face value of unpaid prizes.\n$000 $000\nSales of lottery products 1,056,867 959,350 Commission paid to retailers\nCost of lottery sales Retailers are paid a commission for the sale of Lotterywest products.\n Source: `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)`\n- COVID-19 Retailer Incentive* - 15,057\nOther expenses^^ 11,834 10,366\n73,301 87,464\n* The incentive payment in 2020 was provided to assist Lotterywest’s retailers and their lottery business, over future\nmonths as a result of the COVID-19 pandemic.\n^ Sales, marketing and distribution expenses mainly relate to advertising and production costs across various channels.\n^^ Total other expenses for 2021 includes professional fees $3.34m [2020: $2.29m], employment on-cost $1.62m\n[2020: $1.58m], property lease cost $0.57m[2020: $0.53m], and various audit fees $0.80m [2020: $0.73m].\n Source: `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)`\n- [Page 107]\n(a) Revenue from contracts with retailers\nRevenue from customers is $97.5 million higher primarily due to an overall increase in sales\nperformance, particularly in Saturday Lotto, as well as general price increases and the\nintroduction of the new OZ lotteries platform in December 2020.\n(b) Service level agreement with Healthway\nRevenue from retailers is $2.2 million lower primarily due to the extension of the terminal and\nservice fee abatement extending to 15 March 2021.\n(c) Cost of Sales\nCost of sales higher than the previous year in correlation to increased lottery sales.\n(d) Interest\nInvestment income decreased $3.8 million due to a lower rate of return in the bonds and\nlong-term fixed deposits.\n(e) Forfeited prizes\nForfeited prizes were up by $1.6 million as a result of the changes to ticket expiry in\n Source: `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $000\n, $000 | Lotteries operations 57,766 65,100 (7,334)\nSignificant variations Grants and community Development\n15,535 16,314 (779)\nBetween actual and estimates (original budget) of revenues and expenditures for 2021 operations\n2021 2021\nVariance Total operating expenses 73,301 81,414 (8,113) (e)\nActual Budget\n$000\n$000 $000\nRevenue Profit from operating activities 280,180 196,428 83,752\nRevenue from contracts with customers 1,056,867 808,038 248,829 (a)\nTota | `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)` |\n| $808 million, $1.8 million, 808 million, 1.8 million | The budget of $808 million was a conservative forecast in April 2020\nat the peak of COVID-19 when there were significant uncertainties and a conservative\napproach to estimating was adopted.\n(b) Revenue from contracts with retailers\nRevenue from retailers is $1.8 million lower due to the terminal and service fee abatement\nfor the State of Emergency period extended a further 6 months to 15 March 2021, which\nformed part of Lotterywest’s response to | `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)` |\n| $173.8 million, 173.8 million | Sales revenue surpassed budget by $173.8 million, with the increase in sales\nUnacquitted grants written off 50 10 Revenue from contracts with retailers 4,568 4,455 113\n• The Government Employee Superannuation Board (GESB). mainly due to higher than budgeted performance from jackpot games, driven\nPlay online transactions written off 9 16 Total revenue from contracts 1,291,644 1,117,769 173,875 by higher frequency of larger jackpot events, and stro | `annual-reports/2025.pdf (https://cdn.sanity.io/files/cabqvweh/production/c8d2a091959962e34a9dafd0436bd34bdf41b88e.pdf)` |\n| $3.39 , $2.97 million, 2.97 million | Forfeited prizes\nOther 13,702 8,597 5,105\n• Grants from State Government (Note 3.4) was above budget due to the normal cycle of prize expiration and grant write-\nTotal other revenue 51,400 27,679 23,721 (c)\n• Remuneration for services provided by the Auditor General (Note 9.4), and backs were higher than expected mainly due to the timing of grant acquittals\nduring the period.\n• Superannuation payment to GESB during the year 30 June 2025 was $3.39 | `annual-reports/2025.pdf (https://cdn.sanity.io/files/cabqvweh/production/c8d2a091959962e34a9dafd0436bd34bdf41b88e.pdf)` |\n| $97.5 million, $2.2 million, $3.8 million, $1.6 million, 97.5 million, 2.2 million | [Page 107]\n(a) Revenue from contracts with retailers\nRevenue from customers is $97.5 million higher primarily due to an overall increase in sales\nperformance, particularly in Saturday Lotto, as well as general price increases and the\nintroduction of the new OZ lotteries platform in December 2020.\n(b) Service level agreement with Healthway\nRevenue from retailers is $2.2 million lower primarily due to the extension of the terminal and\nservice fee a | `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)` |\n| $000 , $000\n, $0.08 million, $0.09 million, $0.26 million, $0.23 million | 9.9 Supplementary financial information\nSignificant transactions with government related entities:\n2022 2021\n• Services received free of charge (Note 3.5);\nWrite-offs $000 $000\n• Vehicle lease rental payments to the Department of Finance during the year 30 June 2022\nBad debts written-off 2 75\nwas $0.08 million (2021: $0.09 million);\nUnacquitted Grants written-off 40 -\n• Insurance payments to RiskCover fund during the year 30 June 2022 was $0.26 m | `annual-reports/2022.pdf (https://cdn.sanity.io/files/cabqvweh/production/9a520ed262eb2ca57ab281c1b1fd9ce1d592118e.pdf)` |\n| $000\n, $000 | [Page 103]\nSignificant variations 2022 2022\nVariance\nBetween actual and estimates (original budget) of revenues and expenditures for 2022 Actual Budget\n$000\n2022 2022 $000 $000\nVariance\nActual Budget Income from State Government\n$000\n$000 $000 Income from other public sector entities 2,890 2,825 65\nRevenue Resources received 55 - 55\nRevenue from contracts with customers 1,200,651 937,104 263,547 (a) GST Reimbursement for Gaming Margin 47,737 37,3 | `annual-reports/2022.pdf (https://cdn.sanity.io/files/cabqvweh/production/9a520ed262eb2ca57ab281c1b1fd9ce1d592118e.pdf)` |\n| $5.0 million, 5.0 million | Net gain from other activities\nOther gains 3,409 - 3,409 (d) Total expenses from Lotteries and Grants operations\nTotal net gain 3,409 - 3,409 (c) Operating expenses were $5.0 million below budget primarily due to delays expenditure\nacross services and contracts and initiatives. | `annual-reports/2022.pdf (https://cdn.sanity.io/files/cabqvweh/production/9a520ed262eb2ca57ab281c1b1fd9ce1d592118e.pdf)` |\n| $15.39 million, 15.39 million | [pages 61,62,63]\nng cost\nperformance that had a significant positive impact on this indicator\nof goods sold and GST).\ncompared to budget and to previous years and an underspend across\nlottery operations expenses. (g) Grants operations expenses of $15.39 million reflect all operating\n5. | `annual-reports/2024.pdf (https://cdn.sanity.io/files/cabqvweh/production/9991a1a8142e1c03ddedc67287e65ddf08753ab7.pdf)` |\n| $61, 6 million | [pages 101,102,103]\nce allocation\b\nExpenses\nLotteries operations 75,310 88,230 (12,920) (e) Total Returns to Beneficiaries\nGrants and community development Statutory funding to State Pool Account, Sports and the Arts is distributed\n18,254 19,257 (1,003)\noperations according to section 22 of the Act\b Total Statutory Grants were $61\b6 million\nabove budget due to increased sales\b\nTotal operating expenses 93,564 107,487 (13,923) (d)\n(f) GST reimburse | `annual-reports/2024.pdf (https://cdn.sanity.io/files/cabqvweh/production/9991a1a8142e1c03ddedc67287e65ddf08753ab7.pdf)` |\n| $1.91 million, $1.86m, $0 million, $0.214m, 1.91 million, 0 million | Retailer commission exceeds the budget as it is also linked\nof $1.91 million (2024: $1.86m), and leasehold capital improvement of $0 million During the reporting period, Lotterywest provided grant administration Goods and Services Tax 52,482 44,696 7,786 to higher sales as well as an increase in retailers’ commission during the year.\n(2024: $0.214m) were paid to the Department of Finance during the year services free of charge to: Total cost of s | `annual-reports/2025.pdf (https://cdn.sanity.io/files/cabqvweh/production/c8d2a091959962e34a9dafd0436bd34bdf41b88e.pdf)` |\n| $19.7 million, 19.7 million | Lotteries operations 83,704 102,723 (19,019) (d) Total expenses from Lotteries and Grants operations\nMaterial transactions with other related parties Grants and community development Operating expenses were $19.7 million below budget, primarily due to the timing\n21,681 22,350 (669)\noperations of some planned expenditures and lower than expected spending on service\nOutside of general citizen type transactions, there were no material related\nand co | `annual-reports/2025.pdf (https://cdn.sanity.io/files/cabqvweh/production/c8d2a091959962e34a9dafd0436bd34bdf41b88e.pdf)` |\n| $75.31 million, $15.39 million, 75.31 million, 15.39 million | The favourable (f) Lottery operating expenses of $75.31 million reflect all operational\nresult against budget was due to the exceptionally higher sales costs associated with the selling of lottery products (excluding cost\nperformance that had a significant positive impact on this indicator\nof goods sold and GST).\ncompared to budget and to previous years and an underspend across\nlottery operations expenses. (g) Grants operations expenses of $15.39 | `annual-reports/2024.pdf (https://cdn.sanity.io/files/cabqvweh/production/9991a1a8142e1c03ddedc67287e65ddf08753ab7.pdf)` |\n| $000 , $000\n, $3.275 million, $1.076 million | [Page 82]\n3.1.2 Revenue from contract with retailers 3.4 Net gain/(loss)\n2021 2020 Net gain/(loss) on disposal of non-current assets\n$000 $000 2021 2020\n$000 $000\nRetailers fees 1,036 3,228\nNet proceeds from disposals of\n*Due to the financial hardship caused by COVID-19, Lotterywest waived the Lotto Service fees for the period April 2020 to Land and building 5,260 -\nMarch 2021.The total Lotto Service fees waived between July 2020 and March 2021 w | `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)` |\n| $000 | Profit/(loss) for the period 13,612 (7,913)\n2021 2020\nNote $000 $000 Non-cash items\nCash and cash equivalents 6.1 82,293 71,764 Depreciation and amortisation expense 7,348 7,918\nFinancial assets at amortised cost 6.2 271,366 211,501 Write down of non-current assets classified as held for sale - 1,000\nLease liabilities 6.3 12,119 13,463 Services received free of charge from non State Government 389 36\nAssets pledged as security 6.4 8,157 9,322 Net | `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)` |\n| $000\n, $000 | [Page 106]\nSignificant variations 2021 2020\nVariance\nActual revenues and expenditures for 2021 and 2020 Actual Actual\n$000\n2021 2020 $000 $000\nActual Actual Variance Expenses\n$000\n$000 $000 Lotteries operations 57,766 71,684 (13,918)\nRevenue Grants and community Development operations 15,535 15,780 (245)\nRevenue from contracts with customers 1,056,867 959,350 97,517 (a) Total operating expenses 73,301 87,464 (14,163) (g)\nRevenue from contracts wi | `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)` |\n| $000 , $000\n, $2.76 million, $2.45 million, 2.76 million, 2.45 million | 1 July 2021\nThe policy in connection with testing for impairment is outlined in Note 5.1.1\nGross carrying amount 10,392 253 10,645\nAmounts recognised in the Statement of Comprehensive Income\nAccumulated depreciation (2,372) (116) (2,488)\nCarrying amount at start of period 8,020 137 8,157 The following amounts relating to leases have been recognised in the statement of\ncomprehensive income:\nAdditions - 56 56\nTransfers^ (6,066) - (6,066) 2022 2021 | `annual-reports/2022.pdf (https://cdn.sanity.io/files/cabqvweh/production/9a520ed262eb2ca57ab281c1b1fd9ce1d592118e.pdf)` |\n| $000 , $000\n, $327.93 million, $275.20m, 327.93 million | Profit for the period 58,868 13,612 2022 2021\nNon-cash items $000 $000\nDepreciation and amortisation expense 5,841 7,348 Current investments (maturity less than 1 year)\nServices received free of charge from non State Government - 389 Short term products 292,850 231,170\nNet (gain)/loss on disposal (3,332) 699 Non-current investments (maturity more than 1 year)\nDerecognition 560 - Floating rate instruments 39,043 40,196\nCash flows to/(from) Governm | `annual-reports/2022.pdf (https://cdn.sanity.io/files/cabqvweh/production/9a520ed262eb2ca57ab281c1b1fd9ce1d592118e.pdf)` |\n| $313.4M, $1.057, $551.5M, $1100\n, $1050\n, $1000 | [Page 6]\n2020-21 sales and return to the communit y\nOur distribution channels\nTotal\nContribution 493 retail outlets* =\nLottery sales back to the WA 82%\ncommunity\n$313.4M of total sales\n$1.057B * retail outlets trading at 30 June 2021\nOnline 38%\nPlay Online\nsales =\nPrizes to\n18% 54% Lotterywest\nWestern\nMobile App\nAustralians\nof total\n$551.5M sales 8% oz.lotterywest\nSales trend\n$1100\nSales KPIs $1050\n$1000\n$487.59 Actual\nSales per adult $950\n$377.9 | `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)` |\n| $153 , $122.2 , $313.4M, $551.5M, $19.1\n, $19.1 | [Page 7]\n$153 to Western Australia’s hospitals\nContribution and public health services Prizes to\nmillion\n(Department of Health)\nback to the WA Western\n$122.2 approved in Lotterywest direct grants\ncommunity Australians\n(Including Perth Festival and\nmillion\n$313.4M Screenwest) $551.5M\nto Sport and Recreation\n$19.1\n(Department of Local Government,\nBased on accrual amount million\nSport and Cultural Industries)\n$19.1 to Culture and Arts\n(Department of | `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)` |\n\n## Key Achievements\n\n- We have a positive with the capacity to increase grant\nrelationship with our retail network and programs over the next few years.\nstakeholders, and a wonderful connection\nThis year we have provided 411 grants\nwith the community we give back to.\ntotalling almost $125 million to support\nWhile it’s important to reflect on people throughout Western Australia.\nachievements, our new Strategic Plan,\nWe’ve also been able to give $248 million\nlaunched in November 2023, seeks to\nin statutory funding to support WA health\nposition Lotterywest as an organisation\nservices, the arts sector and sports groups.\nthat continues to be sustainable for\nOur support can be seen as far north as\nfuture generations.\nthe Shire of Wyndham-East Kimberley for\nThanks to our players, and the retailers\nan all-abilities playground to as south\nwho sell our games, we can report a record\n Source: `annual-reports/2024.pdf (https://cdn.sanity.io/files/cabqvweh/production/9991a1a8142e1c03ddedc67287e65ddf08753ab7.pdf)`\n- This change was accompanied by than 40,000 newly registered players –\nKey highlights include: completed by 1,107 retailer employees, a subscription price increase from $0.75 to individuals who had not purchased a\n$0.85 (plus retailer commission).\n Source: `annual-reports/2025.pdf (https://cdn.sanity.io/files/cabqvweh/production/c8d2a091959962e34a9dafd0436bd34bdf41b88e.pdf)`\n- [Page 12]\nCEO executive summar y\nThe past financial year has seen a historic Over the past financial year, 593 grants went to 480 local\nmilestone achieved, with the highest ever not-for-profit groups and local government authorities.\nreturns of $864.9 million going back to the Through this funding, Perth Festival and Screenwest each\nWestern Australian community through grants received $7.3 million.\n Source: `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)`\n- Responsible gambling highlights in 2021-22 include:\n• Participating in Responsible Gambling Awareness Week in November 2021, a cross-\nindustry collaboration promoting player safety\n• All retailers completed gambling safety training (1,115 in total), empowering them to\nrecognise and respond to signs of problematic play\n• Animations developed based on real scenarios to support retailers having gambling\nsafety conversations\n• Research conducted into player behaviour and determinants of risky play.\n Source: `annual-reports/2022.pdf (https://cdn.sanity.io/files/cabqvweh/production/9a520ed262eb2ca57ab281c1b1fd9ce1d592118e.pdf)`\n- A comprehensive risk management approach aligned to\nAS/NZS ISO 31000:2018 has been developed, implemented Our commitment to diversity and inclusion was strengthened\nand its performance regularly monitored. in 2021-22 with the launch of our Access and Inclusion Plan\n2021-2026 which draws focus towards accessibility and\nThe Lotterywest Risk Management Framework defines\ninclusion for everyone who interacts with us.\nour risk appetite for a variety of risks.\n Source: `annual-reports/2022.pdf (https://cdn.sanity.io/files/cabqvweh/production/9a520ed262eb2ca57ab281c1b1fd9ce1d592118e.pdf)`\n- Player Safety\n90\n• 1,646 retailers completed the Player 85\nSafety training, as well as: 80\n75\n– 315 Lotterywest staff\n70\n– 42 suppliers and agents\n65\n– 4 Lotterywest Board members.\n Source: `annual-reports/2023.pdf (https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf)`\n- 60\n55\nCreating a Digital Presence\n50\nApr - 21 Oct - 21 May - 22 Sep - 22 Apr - 23\n• 216 retail staff completed this\ne-learning training program.\n Source: `annual-reports/2023.pdf (https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf)`\n- Additional recordkeeping\n303 Mullenlowe 5,821,030 Evaluation of recordkeeping systems\nresources were created and are available to\nTotal 5,821,030\nIn 2022-23 Lotterywest completed a review of all staff.\nour information management governance.\n Source: `annual-reports/2023.pdf (https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf)`\n- Total 12,021,408\ncompleted Records Awareness Training,\na compulsory online module covering the\nPublic Interest Disclosures\nfundamentals of government recordkeeping\nand employee responsibilities in creating and In 2022-23, no Public Interest Disclosures,\nmanaging Lotterywest records. within the meaning of the Public Interest\nAll new staff are provided with face-to-face Disclosure Act 2003, were received.\ncomprehensive training in our Electronic\nDocument Records Management System.\n Source: `annual-reports/2023.pdf (https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf)`\n- [Page 10]\nFramework\nStrategic\nOur vision Our purpose Our values\nA hopeful, healthy, To operate a responsible Responsible, Empowered,\nconnected and sustainable and sustainable lottery that Working Together,\ncommunity life for all leaves an enduring positive Make a Difference\b\nWestern Australians\b impact for WA\b\nStrategic Plan 2023-2026\nWe launched our 2023-2026 Strategic Plan in November 2023\b\nThe plan outlines our Vision, Purpose, Values and four focus areas\b\nFocus Area 1: Deliver value for communities\nOur priority is to enhance the positive impact to the WA community through collaborative and strategic grant making\b\nFocus Area 2: Responsibly deliver value for players\nWe are responsibly delivering value for players focusing on maximising player experience and minimising harm through diversified\nproduct and service offerings\b\nFocus Area 3: Strengthen our organisational capability\n Source: `annual-reports/2024.pdf (https://cdn.sanity.io/files/cabqvweh/production/9991a1a8142e1c03ddedc67287e65ddf08753ab7.pdf)`\n- Action Plan Inclusion Plan\n• Priority Area 2 – Culturally responsive\nWe support multiculturalism across our policies, programs and events: Highlights of our progress against the\nspheres of influence, including internally, commitments in our 2021-2026 Access and\no Maintained CaLD membership on our\nwith a dynamic and inclusive workplace Inclusion Plan include:\nRetailers Consultative Panel.\nthat values cultural diversity.\n Source: `annual-reports/2024.pdf (https://cdn.sanity.io/files/cabqvweh/production/9991a1a8142e1c03ddedc67287e65ddf08753ab7.pdf)`\n- [pages 33,34,35,36,37,38]\nlising online and face-to-face methods • 2,122 retailers completed the e-learning\nto improve accessibility for retailers and module, along with\nour staff. – 47 suppliers and agents, and\n– 335 Lotterywest staff.\n Source: `annual-reports/2024.pdf (https://cdn.sanity.io/files/cabqvweh/production/9991a1a8142e1c03ddedc67287e65ddf08753ab7.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- Mark McGowan MLA\nstructure\nPremier\nBoard of Commissioners\nPeter Klinken AC (Chair)\nStephen Carre\nKingsley Dixon\nJim McGinty AM\nMiriam Borthwick (Until 21 June 2021)\nElisabeth McLellan (Until 21 June 2021)\nBrianna Peake (Appointed 21 June 2021)\nRubini Ventouras (Appointed 21 June 2021)\nChief Executive Officer\nSusan Hunt PSM\nExecutive Support Media and Communications\nGrants and Community\nCorporate Services Lotteries Technology Services Health Promotion\nDevelopment\nGeneral Manager General Manager A/Chief Information Officer Director\nGeneral Manager\nJeremy Hubble CFO Ioannis Gerothanasis Steve V Jones Julia Knapton\nLorna Pritchard\nBusiness Services Grant Administration and Analysis and Monitoring Technology Services Partnerships\nSupport Strategy and Enablement\nFinance Services Lottery Operations and Projects\nGrants Development and Support Technology Services\n Source: `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)`\n- Amounts incurred and duration of repayment are • Encourages a “risk aware” culture reflecting responsible\nCollege was expanded, increasing the number and duration\noutlined below: and informed risk-taking while ensuring appropriate\nof engagement with our interns.\nmeasures to protect the organisation and maintain\n2019-20 2020-21\nstakeholder confidence 2021/22\nAggregate amount of personal use\nexpenditure $915 $313 • Provides a structured and systematic approach to Workforce Diversity 2019-20 2020-21* Diversity\nTargets\nmanaging risk\nAggregate amount settled within\n$898 $313 Women in SES 40% 50% 40.7%\nfive working days • Ensures that risk management is a living and dynamic\nAboriginal People 1.2% 0.4% 2.85%\nprocess, appropriately embedded in our business\nAggregate amount settled after five\n$17 N/A functions and operations People with disabilities 1.9% 2.3% 2.2%\nworking days\n Source: `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)`\n- Aboriginal People 0.4% 1.4% 3.7%\nreports, insurance coverage, legislative change, internal\ncontrols, assurance and audit, fraud and risk management Substantive equality People with disabilities 2.3% 2.8% 5.0%\nand external audit processes.\n Source: `annual-reports/2022.pdf (https://cdn.sanity.io/files/cabqvweh/production/9a520ed262eb2ca57ab281c1b1fd9ce1d592118e.pdf)`\n- [pages 15,16,17,18]\ndministration Analysis and Monitoring Strategy and Enablement\nPartnerships\nand Support\nFinance Services Lottery Operations and Digital Delivery Projects\nGrants and Community\nLegal Services Support Service Operations\nDevelopment Policy and Research\nPeople and Culture Marketing and Sales Service Delivery\nStrategic Initiatives and\nCorporate Planning Partnerships Lottery Planning and Business Systems\nand Reporting\nCommunity Impact and Delivery Digital Transformation\nAudit and Risk Analysis Healthway is a separate\nCustomer Experience Accelerated Technology\nManagement statutory entity and reports to\nCommunity Impact Hub Uplift an independent Board under\nSecurity and Assurance the Western Australian Health\nGrants Management\nPromotion Foundation Act 2016\nSystem\nLotterywest Annual Report 2022-23 15\n Source: `annual-reports/2023.pdf (https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf)`\n- Jim McGinty (Commissioner)\n% injured workers return\n100% N/A N/A ≥80%\nwithin 13 weeks • Committee Member – Rubini Ventouras (Commissioner).\n% injured workers return\nN/A N/A N/A ≥80% In 2022-23, internal audit services were provided by PwC.\nwithin 26 weeks\n% managers undertaking Risk management\n83% 83% 84% ≥80%\nWHS training within 3 years\nLotterywest is committed to a comprehensive risk management\nUnauthorised use of credit cards approach aligned to AS/NZS ISO 31000:2018 and the Australian\nStandard 8001-2021 Fraud and Corruption Control.\n Source: `annual-reports/2023.pdf (https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf)`\n- 2022-23 2023-24\nLost time injury and disease 0 or 10%\n0 0 0\nincidence rate reduction\nAggregate amount of personal use expenditure $572 $334\nAggregate amount settled within five working days $572 $314\nLost time injury and severity 0 or 10% Aggregate amount settled after five working days $0 $20\n0 0 0\nrate reduction\nAggregate amount outstanding at balance date $0 $0\nGreater\nPercentage of injured workers Audit and Risk Management Committee (ARMC)\nthan or\nreturned to work within 13 N/A 100% 100%\nequal to\nweeks The ARMC is a sub-committee of the Board with corporate governance, risk\n80%\nmanagement, and financial oversight.\n Source: `annual-reports/2024.pdf (https://cdn.sanity.io/files/cabqvweh/production/9991a1a8142e1c03ddedc67287e65ddf08753ab7.pdf)`\n- [Page 10]\ngoes\nWhere the money Organisational Minister Responsible\nWhere the money Hon Roger Cook MLA\nfrom structure Premier\ncomes\nBoard of Commissioners\nKaren Brown (Chair)\nRubini Ventouras\nJune Moorhouse\nMichelle Tremain\nGuy Singleton\nSale of lottery products\n93% Prizes\nGrants payments\n52% Chief Executive Officer\n27%\nColin Smith\nBased on cash flow Based on cash flow\nOffice of the CEO Gaming System Replacement (GSR)\nDirector Executive Director\nAmanda Bryant Ioannis Gerothanasis\nExecutive and Board Support GSR Enablement\nMedia and Communications GSR Solutions\nCorporate Services Lotteries Grants and Community Technology Services People and Culture Healthway\nRetailer Acting General General Manager Development Acting Chief Director Executive Director\nManager Shawn Holloway General Manager Information Officer Maxine Mincham Carina Tan-Van Baren\ncommission\n Source: `annual-reports/2025.pdf (https://cdn.sanity.io/files/cabqvweh/production/c8d2a091959962e34a9dafd0436bd34bdf41b88e.pdf)`\n- 0 0 0 and Inclusion Strategy for WA Public Sector incidence rate reduction The framework reflects the following\nEmployment 2020–2025.\nobjectives:\n• Encourages a ‘risk aware’ culture In 2024–25, Lotterywest continued to\nLost time injury and severity 0 or 10% reflecting responsible and informed demonstrate its strong commitment\n0 0 0\nrate reduction risk-taking while ensuring appropriate to diversity and inclusion through the\nmeasures to protect the organisation and implementation of key initiatives outlined in\nmaintain stakeholder confidence. our ‘Reflect’ Reconciliation Action Plan (RAP),\nGreater\nPercentage of injured workers 2024–26 Multicultural Action Plan, and Access Major capital projects\nthan or • Provides a structured and systemic\nreturned to work within 13 100% 100% 89% and Inclusion Plan.\nequal to\nweeks Audit and Risk Management Committee (ARMC) approach to managing risk.\n Source: `annual-reports/2025.pdf (https://cdn.sanity.io/files/cabqvweh/production/c8d2a091959962e34a9dafd0436bd34bdf41b88e.pdf)`\n- Equity instruments – domestic 16,598 - - 16,598 basis and reported to the Audit and Risk Management Committee Right-of-use assets – building 58 108\nPurchases and sales of investments are recognised on trade date, the date on (ARMC) on a quarterly basis.\n Source: `annual-reports/2025.pdf (https://cdn.sanity.io/files/cabqvweh/production/c8d2a091959962e34a9dafd0436bd34bdf41b88e.pdf)`\n- [pages 19,20,21,22,23]\nnd contract and program\nprogram management, information technology and public managing risk, audit, and financial management.\n Source: `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)`\n- Treatment referral\nResponsible Gaming Framework\nOur research program aims to: We support safer play through: We support service providers to enable free\nThis is to certify that\nLotter ywest • improve our understanding of healthy • mandatory spending limits and confidential help to our players such as:\nAust ralia\nand harmful lottery play • limiting the amount of funds that can • an online tool to self-assess at-risk\nh L as e me v t t e he l cr i 4 ter ia o fo f r ac t h h iev e ing 4 • identify opportunities to reduce the risk be held in a player’s e-wallet behaviours\nWLA Responsible Gaming Framework\nand has been granted accreditation by the World Lottery Association in accordance of harm • self-exclusion, which includes cessation • individual and group counselling\nwith the recommendation of the Independent Assessment Panel.\n Source: `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)`\n- [Page 18]\nStructure\nCorporate\nLeadership team\nMr Colin Smith started as Chief Executive Officer of Mr Jeremy Hubble leads Lotterywest’s Corporate Services\nLotterywest and Healthway in May 2024\b He has extensive business unit which is responsible for the organisation’s\nexperience as a senior executive in government and the financial, legal, audit and risk, planning, business services,\nprivate sector\b Colin brings a broad range of knowledge security and human resources operations\b He is responsible\nand capability, including executive leadership, strategy for overarching financial management, integrity, governance\ndevelopment and execution, organisational culture and statutory compliance\b Jeremy is a qualified Chartered\ndevelopment, customer service and community engagement, Accountant with substantial experience in commerce\n Source: `annual-reports/2024.pdf (https://cdn.sanity.io/files/cabqvweh/production/9991a1a8142e1c03ddedc67287e65ddf08753ab7.pdf)`\n- [Page 18]\nCorporate structure\nLeadership team\nMs Susan Hunt PSM commenced as Lotterywest Mr Jeremy Hubble leads Lotterywest’s Corporate Ms Lorna Pritchard leads Lotterywest’s Grants and\nChief Executive Officer in July 2017, and in January 2018 Services business unit which is responsible for the Community Development business unit which is\nwas concurrently appointed Chief Executive Officer for organisation’s financial, legal, audit and risk, planning, responsible for the distribution of over $100M per annum\nHealthway.\n Source: `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)`\n- [pages 13,14,15,16]\nnitoring Technology Services\nPartnerships\nStrategy and Enablement\nFinance Services Grants Development and Lottery Operations and\nProjects\nPartnerships Support Technology Services\nLegal Services\nPolicy and Research\nDigital Delivery\nGrants Quality Assurance Marketing and Sales\nPeople and Culture\nTechnology Services\nCommunity Impact and Lottery Planning and\nPlanning Service Operations\nAnalysis Delivery\nHealthway is the primary entity\nRisk and Audit Technology Services responsible for delivering our shared\nHealth Promotion\nService Delivery commitment to Health Promotion.\n Source: `annual-reports/2022.pdf (https://cdn.sanity.io/files/cabqvweh/production/9a520ed262eb2ca57ab281c1b1fd9ce1d592118e.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 10]\nFramework\nStrategic\nOur vision Our purpose Our values\nA hopeful, healthy, To operate a responsible Responsible, Empowered,\nconnected and sustainable and sustainable lottery that Working Together,\ncommunity life for all leaves an enduring positive Make a Difference\b\nWestern Australians\b impact for WA\b\nStrategic Plan 2023-2026\nWe launched our 2023-2026 Strategic Plan in November 2023\b\nThe plan outlines our Vision, Purpose, Values and four focus areas\b\nFocus Area 1: Deliver value for communities\nOur priority is to enhance the positive impact to the WA community through collaborative and strategic grant making\b\nFocus Area 2: Responsibly deliver value for players\nWe are responsibly delivering value for players focusing on maximising player experience and minimising harm through diversified\nproduct and service offerings\b\nFocus Area 3: Strengthen our organisational capability\n Source: `annual-reports/2024.pdf (https://cdn.sanity.io/files/cabqvweh/production/9991a1a8142e1c03ddedc67287e65ddf08753ab7.pdf)`\n- The\ncontext in which the organisation was relief • Arts and culture and governance\noperating was changing rapidly, and the • Prevention and early • Aboriginal communities • Innovative service models\neffort to respond was significant. intervention • Environment • Sector collaboration\n$122 .2 million\nPriority groups: Priority groups: Priorities for impact:\n• Experiencing • Young people • Aboriginal Community\nacross\nhomelessness • People with disability Controlled Organisations\n593 Grants\n• Experiencing family or • Aboriginal communities • Other organisations\ndomestic violence aligning to innovative\n• Experiencing mental service model outcome\nhealth issues\n• Newly unemployed\n34 Lotterywest Annual Report 2020-21\n Source: `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)`\n- [Page 10]\nFramework\nStrategic\nOur purpose\nOur vision\nOur key measures\nTo enhance the quality of life and\nBuilding a better\nFor full KPI details see pages 69 and 70\nwellbeing for all Western Australians\nWestern Australia\nthrough the funding and support we\ntogether\b provide to our grant customers and\nTotal allocation\nby running our lottery business with Actual $125.32\nto beneficiaries\nexcellence and integrity\b\nper capita Target $105.43\nTotal allocation to\nOur values Actual 28.74%\nbeneficiaries as a\n% of sales Target 29.25%\nCustomer focused: We align our business culture to the ever-evolving\nneeds and requirements of the people and organisations we work with\b We\noffer products, services and solutions to provide the best possible customer Grants operations Actual 11.75%\nexperience\b expenses as a % of\ndirect grants approved Target 15.41%\n Source: `annual-reports/2023.pdf (https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf)`\n- [Page 12]\nOur purpose\nTo enhance the quality of life and wellbeing for all\nPerformance\nWestern Australians through the funding and support\nwe provide to our grant customers and by running our\nManagement\nlottery business with excellence and integrity\b\nFramework\nThis framework represents the connection\nbetween why we exist, the services we\nare charged with delivering and how we\nmeasure our performance\b\nOur services Our key performance\nChanges to outcome-based\nindicators\nmanagement framework\nOur outcome-based management - Sale of lottery products to the - Sales per adult\b\nframework did not change during public of Western Australia\b\n- Total allocation to beneficiaries\n2023-24\b However, we launched our\nper capita\b\n2023-2026 Strategic Plan, inclusive of - Functions in accordance with\na refreshed purpose and vision, which the Service Level Arrangement - Total allocation to beneficiaries as a\n Source: `annual-reports/2024.pdf (https://cdn.sanity.io/files/cabqvweh/production/9991a1a8142e1c03ddedc67287e65ddf08753ab7.pdf)`\n- Treatment referral\nResponsible Gaming Framework\nOur research program aims to: We support safer play through: We support service providers to enable free\nThis is to certify that\nLotter ywest • improve our understanding of healthy • mandatory spending limits and confidential help to our players such as:\nAust ralia\nand harmful lottery play • limiting the amount of funds that can • an online tool to self-assess at-risk\nh L as e me v t t e he l cr i 4 ter ia o fo f r ac t h h iev e ing 4 • identify opportunities to reduce the risk be held in a player’s e-wallet behaviours\nWLA Responsible Gaming Framework\nand has been granted accreditation by the World Lottery Association in accordance of harm • self-exclusion, which includes cessation • individual and group counselling\nwith the recommendation of the Independent Assessment Panel.\n Source: `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)`\n- [Page 27]\nGovernance\nAs a government owned entity running a significant lottery and grant program, we are Our focus over the coming year is to develop a robust Integrity Framework modelled on the\ncommitted to maintaining high levels of corporate governance and fostering a culture that Integrity Framework Guide provided by the PSC.\nvalues ethical behaviour, integrity, and respect.\n Source: `annual-reports/2022.pdf (https://cdn.sanity.io/files/cabqvweh/production/9a520ed262eb2ca57ab281c1b1fd9ce1d592118e.pdf)`\n- [Page 18]\nStructure\nCorporate\nLeadership team\nMr Colin Smith started as Chief Executive Officer of Mr Jeremy Hubble leads Lotterywest’s Corporate Services\nLotterywest and Healthway in May 2024\b He has extensive business unit which is responsible for the organisation’s\nexperience as a senior executive in government and the financial, legal, audit and risk, planning, business services,\nprivate sector\b Colin brings a broad range of knowledge security and human resources operations\b He is responsible\nand capability, including executive leadership, strategy for overarching financial management, integrity, governance\ndevelopment and execution, organisational culture and statutory compliance\b Jeremy is a qualified Chartered\ndevelopment, customer service and community engagement, Accountant with substantial experience in commerce\n Source: `annual-reports/2024.pdf (https://cdn.sanity.io/files/cabqvweh/production/9991a1a8142e1c03ddedc67287e65ddf08753ab7.pdf)`\n- Lost time injury and disease 0 or 10%\nClaims lodged with the Industrial 1 (awaiting 0 0 0.42%\n0 incident rate reduction\nPublic Sector code of ethics and Lotterywest Relations Commission hearing)\nLost time injury and severity 0 or 10%\ncode of conduct 0 0 0\nrate reduction\nOccupational safety, health and injury\n% injured workers return\nAs an organisation handling significant public monies, N/A N/A 100% >80%\nmanagement within 13 weeks\nwe value integrity highly evidenced by our Board’s zero\n% injured workers return\ntolerance to fraud or misconduct.\n Source: `annual-reports/2021.pdf (https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `annual-reports/2021.pdf` - annual-reports - https://cdn.sanity.io/files/cabqvweh/production/3a6a4fc6a1c10af1c261eb57fe17062e17a42dea.pdf\n- `annual-reports/2022.pdf` - annual-reports - https://cdn.sanity.io/files/cabqvweh/production/9a520ed262eb2ca57ab281c1b1fd9ce1d592118e.pdf\n- `annual-reports/2023.pdf` - annual-reports - https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf\n- `annual-reports/2024.pdf` - annual-reports - https://cdn.sanity.io/files/cabqvweh/production/9991a1a8142e1c03ddedc67287e65ddf08753ab7.pdf\n- `annual-reports/2025.pdf` - annual-reports - https://cdn.sanity.io/files/cabqvweh/production/c8d2a091959962e34a9dafd0436bd34bdf41b88e.pdf\n- `strategies/a4467e012bfbdd13f3f80c47599f6379e2332884.pdf` - strategies - https://cdn.sanity.io/files/cabqvweh/production/a4467e012bfbdd13f3f80c47599f6379e2332884.pdf\n- `pages/about.html` - pages - https://www.lotterywest.wa.gov.au/lotterywest/about-us\n- `pages/homepage.html` - pages - https://www.lotterywest.wa.gov.au/\n- `other-pdfs/2967a129019096b8ddc7edba169a85f96a7c5e6c.pdf` - other-pdfs - https://cdn.sanity.io/files/cabqvweh/production/2967a129019096b8ddc7edba169a85f96a7c5e6c.pdf\n- `other-pdfs/7444225dc693c94eb9890be8e56bd9edbe745172.pdf` - other-pdfs - https://cdn.sanity.io/files/cabqvweh/production/7444225dc693c94eb9890be8e56bd9edbe745172.pdf\n- `other-pdfs/78f238c5d36e47a9b090113bd3bf98152619cb62.pdf` - other-pdfs - https://cdn.sanity.io/files/cabqvweh/production/78f238c5d36e47a9b090113bd3bf98152619cb62.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# Lotterywest - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:40:19.826282+00:00\n**Entity ID**: S-WA-030\n**Jurisdiction**: Western Australia\n**Portfolio**: \n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 11\n- Unique legislation references found: 91\n\n| Type | Count |\n|---|---:|\n| Act | 75 |\n| Regulation | 13 |\n| Rules | 3 |\n\n## Legislation References\n\n### Financial Management Act 2006\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 32\n**Register search**: https://www.legislation.wa.gov.au/search?query=Financial+Management+Act+2006\n\n**Sources**:\n- `annual-reports/2021.pages.jsonl`\n- `annual-reports/2022.pages.jsonl`\n- `annual-reports/2023.pages.jsonl`\n- `annual-reports/2024.pages.jsonl`\n- `annual-reports/2025.pages.jsonl`\n\n**Evidence contexts**:\n- ...........................................................21\nthe Lotteries Commission for the financial year ended\n30 June 2021. Significant issues impacting the agency 22\nThe Annual Report has been prepared in accordance with Grants 26\nthe provisions of the Financial Management Act 2006 and\nGrants overview ......................................................................................................................................................28\nthe Lotteries Commission Act 1990 (as amended).\nGrants highlights 2020-21 ............\n Source: `annual-reports/2021.pages.jsonl`\n- orations (Liability of Directors) Act 1996\nlotteries and to perform any other function vested\n• Equal Opportunity Act 1984 • Superannuation Act 2005 (Cwth)\nby the Act primarily concerning the assessment,\ndistribution and administration of grants. Amendments • Financial Management Act 2006 • Superannuation Guarantee Charge Act 1992 (Cwth)\nto the Act in 2020 in response to the COVID-19 • Financial Transaction Reports Act 1995 • Trade Marks Act 1995 (Cwth)\npandemic introduced certain temporary arrangements • Financial Transaction Reports Act 1988\n Source: `annual-reports/2021.pages.jsonl`\n- [page 73]\nFinancial Statements\nFor the year ended 30 June 2021\nCertification of Financial Statements for the year ended 30 June 2021\nThe accompanying financial statements of the Lotteries Commission have been prepared in compliance with the provisions of the Financial Management Act 2006 from proper accounts and\nrecords to present fairly the financial transactions for the financial year ended 30 June 2021 and the financial position as at 30 June 2021.\nAt the date of signing, we are not aware of any circumstances which would render the particu\n Source: `annual-reports/2021.pages.jsonl`\n- and maintaining controls to ensure The Commission is responsible for the preparation and fair presentation of the key performance\nthat the receipt, expenditure and investment of money, the acquisition and disposal of property indicators in accordance with the Financial Management Act 2006 and the Treasurer’s\nand the incurring of liabilities are in accordance with the Financial Management Act 2006, the Instructions and for such internal control it determines necessary to enable the preparation of key\nTreasurer’s Instructions and other relevant\n Source: `annual-reports/2021.pages.jsonl`\n- the key performance\nthat the receipt, expenditure and investment of money, the acquisition and disposal of property indicators in accordance with the Financial Management Act 2006 and the Treasurer’s\nand the incurring of liabilities are in accordance with the Financial Management Act 2006, the Instructions and for such internal control it determines necessary to enable the preparation of key\nTreasurer’s Instructions and other relevant written law. performance indicators that are free from material misstatement, whether due to fraud or error.\nA\n Source: `annual-reports/2021.pages.jsonl`\n\n### Auditor General Act 2006\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 26\n**Register search**: https://www.legislation.wa.gov.au/search?query=Auditor+General+Act+2006\n\n**Sources**:\n- `annual-reports/2021.pages.jsonl`\n- `annual-reports/2022.pages.jsonl`\n- `annual-reports/2023.pages.jsonl`\n- `annual-reports/2024.pages.jsonl`\n- `annual-reports/2025.pages.jsonl`\n\n**Evidence contexts**:\n- vices Tax) Act 1999 (Cwth) • Occupational Safety and Health Act 1984\nperiod that COVID-19 assistance measures, such\n• Associations Incorporation Act 2015 • Occupational Safety and Health Regulations 1996\nas prize claim period and grant eligibility, applied.\n• Auditor General Act 2006 • Patents Act 1990 (Cwth)\nThe Emergency Period was not extended beyond\n• Betting Control Act 1954 • Privacy Act 1988 (Cwth)\n15 March 2021.\n• Betting Control Regulations 1978 • Procurement Act 2020\n• Charitable Trusts Act 1962 • Procurement Regulations 2020\nGo\n Source: `annual-reports/2021.pages.jsonl`\n- n Equity and Statement of Cash Flows for the year then Commission.\nended\nAuditor’s responsibilities for the audit of the financial statements\n Notes comprising a summary of significant accounting policies and other explanatory\ninformation. As required by the Auditor General Act 2006, my responsibility is to express an opinion on the\nfinancial statements. The objectives of my audit are to obtain reasonable assurance about\nIn my opinion, the financial statements are: whether the financial statements as a whole are free from material missta\n Source: `annual-reports/2021.pages.jsonl`\n- report. the Auditing and Assurance Standards Board website. This description forms part of my auditor’s\nreport and can be found at https://www.auasb.gov.au/auditors_responsibilities/ar4.pdf.\nI am independent of the Lotteries Commission in accordance with the Auditor General Act 2006\nand the relevant ethical requirements of the Accounting Professional & Ethical Standards Board’s\nAPES 110 Code of Ethics for Professional Accountants (including Independence Standards) (the Report on the audit of controls\nCode) that are relevant to my audit o\n Source: `annual-reports/2021.pages.jsonl`\n- to fraud or error.\nAuditor General’s responsibilities In preparing the key performance indicators, the Commission is responsible for identifying key\nperformance indicators that are relevant and appropriate, having regard to their purpose in\nAs required by the Auditor General Act 2006, my responsibility as an assurance practitioner is to\naccordance with Treasurer’s Instruction 904 Key Performance Indicators.\nexpress an opinion on the suitability of the design of the controls to achieve the overall control\nobjectives and the implementation\n Source: `annual-reports/2021.pages.jsonl`\n- ed. I conducted my engagement in\nAuditor General’s responsibilities\naccordance with Standard on Assurance Engagements ASAE 3150 Assurance Engagements on\nControls issued by the Australian Auditing and Assurance Standards Board. That standard As required by the Auditor General Act 2006, my responsibility as an assurance practitioner is to\nrequires that I comply with relevant ethical requirements and plan and perform my procedures to express an opinion on the key performance indicators. The objectives of my engagement are to\nobtain reasonabl\n Source: `annual-reports/2021.pages.jsonl`\n\n### Lotteries Commission Act 1990\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 13\n**Register search**: https://www.legislation.wa.gov.au/search?query=Lotteries+Commission+Act+1990\n\n**Sources**:\n- `annual-reports/2021.pages.jsonl`\n- `annual-reports/2022.pages.jsonl`\n- `annual-reports/2023.pages.jsonl`\n- `annual-reports/2024.pages.jsonl`\n- `annual-reports/2025.pages.jsonl`\n- `other-pdfs/78f238c5d36e47a9b090113bd3bf98152619cb62.pages.jsonl`\n\n**Evidence contexts**:\n- d in accordance with Grants 26\nthe provisions of the Financial Management Act 2006 and\nGrants overview ......................................................................................................................................................28\nthe Lotteries Commission Act 1990 (as amended).\nGrants highlights 2020-21 ................................................................................................................................29\nStatutory allocations ..................................................................\n Source: `annual-reports/2021.pages.jsonl`\n- Fund 2020-21 does not match direct grants and payments due to rounding.\n\n[page 28]\nGrants over view\nStatutory allocations\nThroughout the financial year we provided statutory allocations to Health, Sports and the\nArts in accordance with the requirements of the Lotteries Commission Act 1990. During\nthis financial year, this totalled $191.3M in statutory allocations.\nCOVID-19 Relief Fund\nDuring 2020-21 grants were provided through the COVID-19 Relief Fund to respond to\nthe hardship being experienced by Western Australians as a result of the pande\n Source: `annual-reports/2021.pages.jsonl`\n- layer participation. The overall higher player participation rate has forfeited amounts reallocated from prior years.\nincreased compared to previous years due to the disruptions caused by COVID-19, which\nBeneficiaries refer to the allocation prescribed in the Lotteries Commission Act 1990 to\ntemporarily led to a reduction in alternatives.\nthe Hospital Fund, the Sports Account, the Arts Account and to eligible organisations for\nNote: Adult population refers to the number of Western Australians of 16 years and over “approved purposes”.\nwho are p\n Source: `annual-reports/2021.pages.jsonl`\n- tive change\nimpact across five priority areas.\nThis year, Lotterywest provided 454 direct grants with a\ncombined value of $105.4M including payments to Screenwest\nand Perth Festival who received $7.7M each within the limits of We seek to understand impact\nthe Lotteries Commission Act 1990. for continuous improvement\nWK & Spinners participants and volunteers Rebound WA. Credit: Riley White Photography\nRigour and consistency Relationships and\nis applied for fair collaborations are\ngrant-making valued\nWe consider where we\nWe are outcomes\ncan best\n Source: `annual-reports/2022.pages.jsonl`\n- 2021-22, excluding\nincreased more than previous years, also continued to benefit from ongoing COVID-19 forfeited amounts reallocated from prior years.\ndisruptions restricting entertainment alternatives.\nBeneficiaries refer to the allocation prescribed in the Lotteries Commission Act 1990 to\nNote: Adult population refers to the number of Western Australians of 16 years and over the Hospital Fund, the Sports Account, the Arts Account and to eligible organisations for\nwho are permitted by the Lotteries Commission Act (1990) to purchase lottery p\n Source: `annual-reports/2022.pages.jsonl`\n\n### State Superannuation Act 2000\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 10\n**Register search**: https://www.legislation.wa.gov.au/search?query=State+Superannuation+Act+2000\n\n**Sources**:\n- `annual-reports/2021.pages.jsonl`\n- `annual-reports/2022.pages.jsonl`\n- `annual-reports/2023.pages.jsonl`\n- `annual-reports/2024.pages.jsonl`\n- `annual-reports/2025.pages.jsonl`\n\n**Evidence contexts**:\n- laries and Allowances Act 1975\nEnabling legislation • Corporations Act 2001 (Cwth) • Spam Act 2003 (Cwth)\n• Corruption, Crime and Misconduct Act 2003 • State Records Act 2000\nLotterywest operates under the Lotteries Commission\n• Disability Services Act 1993 • State Superannuation Act 2000\nAct 1990 (the Act) and its subsidiary legislation.\n• Electronic Transactions Act 1999 (Cwth) • State Supply Commission Act 1991 (repealed 1 June 2021)\nLotterywest’s functions under the Act are to conduct\n• Electronic Transactions Act 2011 • Statutory Corporat\n Source: `annual-reports/2021.pages.jsonl`\n- 0 2,454\nemployment.\nThe provision for annual leave is calculated at the present value of expected payments to\nDescription of the regulatory framework\nbe made in relation to services provided by employees up to the reporting date.\nThe Scheme operates under the State Superannuation Act 2000 (Western Australia) and\n(b)Unconditional long service leave liabilities have been classified as current where there\nthe State Superannuation Regulations 2001 (Western Australia). Although the scheme\nis no unconditional right to defer settlement for at least 1\n Source: `annual-reports/2021.pages.jsonl`\n- ion, Crime and Misconduct Act 2003 • Spam Act 2003 (Cwth)\nfunctions under the Act are to conduct lotteries and\n• Disability Services Act 1993 • State Records Act 2000\nto perform any other function vested by the Act,\n• Electronic Transactions Act 1999 (Cwth) • State Superannuation Act 2000\nprimarily concerning the assessment, distribution and\n• Electronic Transactions Act 2011 • Statutory Corporations (Liability of Directors) Act 1996\nadministration of grants.\n• Equal Opportunity Act 1984 • Superannuation Act 2005 (Cwth)\nOur subsidiary legislat\n Source: `annual-reports/2022.pages.jsonl`\n- present value of expected payments to\nbe made in relation to services provided by employees up to the reporting date.\n94 Lotterywest Annual Report 2021-22\n\n[page 95]\nDescription of the regulatory framework Expected contributions\nThe Scheme operates under the State Superannuation Act 2000 (Western Australia) and Employer contributions of $218,000 are expected to be paid to the Gold State\nthe State Superannuation Regulations 2001 (Western Australia). Although the scheme Superannuation Scheme in the subsequent annual reporting period.\nis not for\n Source: `annual-reports/2022.pages.jsonl`\n- Allowances Act 1975\ndisclosures\n• Corruption, Crime and Misconduct Act 2003 • Spam Act 2003 (Cth)\nEnabling legislation • Disability Services Act 1993 • State Records Act 2000\nLotterywest operates under the Lotteries • Electronic Transactions Act 1999 (Cth) • State Superannuation Act 2000\nCommission Act 1990 (WA) (the Act) and its • Electronic Transactions Act 2011 • Statutory Corporations (Liability of\nsubsidiary legislation. Our functions under • Equal Opportunity Act 1984 Directors) Act 1996\nthe Act are to conduct lotteries and to • Financi\n Source: `annual-reports/2023.pages.jsonl`\n\n### Public Interest Disclosure Act 2003\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 8\n**Register search**: https://www.legislation.wa.gov.au/search?query=Public+Interest+Disclosure+Act+2003\n\n**Sources**:\n- `annual-reports/2021.pages.jsonl`\n- `annual-reports/2022.pages.jsonl`\n- `annual-reports/2023.pages.jsonl`\n- `annual-reports/2024.pages.jsonl`\n- `annual-reports/2025.pages.jsonl`\n\n**Evidence contexts**:\n- t extended beyond\n• Betting Control Act 1954 • Privacy Act 1988 (Cwth)\n15 March 2021.\n• Betting Control Regulations 1978 • Procurement Act 2020\n• Charitable Trusts Act 1962 • Procurement Regulations 2020\nGovernance\n• Competition and Consumer Act 2010 (Cwth) • Public Interest Disclosure Act 2003\n• Competition Policy Reform (Taxing) Act 1996 • Public Sector Management Act 1994\ndisclosures\n• Competition Policy Reform (Western Australia) Act 1996 • Retail Trading Hours Act 1987\n• Copyright Act 1968 (Cwth) • Salaries and Allowances Act 1975\nEnabling legi\n Source: `annual-reports/2021.pages.jsonl`\n- disclosures\noffered through classroom and individual sessions.\nMetrix Consulting 403,854\nNewgate Communiations 101,104 Evaluation of the recordkeeping training program During the 2020-21 no Public Interest Disclosures, within\nKantar 27,225 the meaning of the Public Interest Disclosure Act 2003, were\nThe effectiveness of the record keeping program is\nreceived.\nTotal 532,183 continually reviewed with feedback received from training\nsessions used to improve future sessions. Recordkeeping\nresources are regularly updated and made available on the\n(d) Me\n Source: `annual-reports/2021.pages.jsonl`\n- )\nGovernance • Betting Control Regulations 1978 • Privacy Act 1988 (Cwth)\n• Charitable Trusts Act 1962 • Procurement Act 2020\ndisclosures • Competition and Consumer Act 2010 (Cwth) • Procurement Regulations 2020\n• Competition Policy Reform (Taxing) Act 1996 • Public Interest Disclosure Act 2003\n• Competition Policy Reform (Western Australia) Act 1996 • Public Sector Management Act 1994\nEnabling legislation\n• Copyright Act 1968 (Cwth) • Retail Trading Hours Act 1987\nLotterywest operates under the Lotteries Commission • Corporations Act 2001 (Cwth) •\n Source: `annual-reports/2022.pages.jsonl`\n- e of agreed timeframes.\nDirect mail:\ngood governance.\nPublic Interest disclosures\n$ Recordkeeping training and induction program\nIn 2021-22, no Public Interest Disclosures, within the\n-\nAll new Lotterywest staff members are required to complete meaning of the Public Interest Disclosure Act 2003, were\nTotal -\nRecords Awareness Training, an online module covering received.\ngovernment recordkeeping accountability and good practice\ninformation management. In 2021-22, 92% of our employees\nMarket research:\ncompleted the training and 77 new employees were\n Source: `annual-reports/2022.pages.jsonl`\n- s during\n2022-23.\nLotterywest Annual Report 2022-23 70\n\n[page 71]\nMinisterial Directives • Auditor General Act 2006 • Privacy Act 1988 (Cth)\n• Betting Control Act 1954 • Procurement Act 2020\nIn 2022-23, there were no ministerial\n• Charitable Trusts Act 2022 • Public Interest Disclosure Act 2003\ndirectives issued.\n• Competition and Consumer Act 2010 (Cth ) • Public Sector Management Act 1994\nGovernance • Copyright Act 1968 (Cth) • Retail Trading Hours Act 1987\n• Corporations Act 2001 (Cth) • Salaries and Allowances Act 1975\ndisclosures\n• Corruption,\n Source: `annual-reports/2023.pages.jsonl`\n\n### Australian Accounting Standards, the Financial Management Act 2006\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 7\n**Register search**: https://www.legislation.wa.gov.au/search?query=Australian+Accounting+Standards%2C+the+Financial+Management+Act+2006\n\n**Sources**:\n- `annual-reports/2021.pages.jsonl`\n- `annual-reports/2022.pages.jsonl`\n- `annual-reports/2023.pages.jsonl`\n- `annual-reports/2024.pages.jsonl`\n- `annual-reports/2025.pages.jsonl`\n\n**Evidence contexts**:\n- d the Australian Auditing Standards will always detect a material misstatement when it exists.\nfinancial position at the end of that period\nMisstatements can arise from fraud or error and are considered material if, individually or in the\n in accordance with Australian Accounting Standards, the Financial Management Act 2006 aggregate, they could reasonably be expected to influence the economic decisions of users\nand the Treasurer’s Instructions. taken on the basis of the financial statements. The risk of not detecting a material misstatement\nresulting from fraud is higher than f\n Source: `annual-reports/2021.pages.jsonl`\n- y, in all material respects, the operating results\nReport on the audit of controls\nand cash flows of the Lotteries Commission for the year ended 30 June 2022 and the\nfinancial position at the end of that period\nBasis for Qualified Opinion\n in accordance with Australian Accounting Standards, the Financial Management Act 2006\nI identified a significant weakness in general computer controls implemented by the Lotteries\nand the Treasurer’s Instructions.\nCommission. This weakness could result in unauthorised access and inappropriate changes to\nthe Commission’s financial system withou\n Source: `annual-reports/2022.pages.jsonl`\n- ms part of my\nand cash flows of the Lotteries Commission for the year ended 30 June 2023 and the auditor’s report and can be found at\nfinancial position at the end of that period https://www.auasb.gov.au/auditors_responsibilities/ar4.pdf.\n• in accordance with Australian Accounting Standards, the Financial Management Act 2006 Report on the audit of controls\nand the Treasurer’s Instructions.\nOpinion\nBasis for opinion\nI have undertaken a reasonable assurance engagement on the design and implementation of\nI conducted my audit in accordance with the Australian Auditing Standards. My r\n Source: `annual-reports/2023.pages.jsonl`\n- f property and the incurring of liabilities\nhave been in accordance with the State’s financial reporting framework during the year ended\n• keeping proper accounts 30 June 2023.\n• preparation and fair presentation of the financial statements in accordance with Australian\nAccounting Standards, the Financial Management Act 2006 and the Treasurer’s\nInstructions\n• such internal control as it determines is necessary to enable the preparation of financial\nstatements that are free from material misstatement, whether due to fraud or error.\nPage 1 of 5\nPage 2 of 5\n7th Floor Albert Facey Ho\n Source: `annual-reports/2023.pages.jsonl`\n- e Lotteries Commission for the year ended 30 June 2024 and the auditor’s report and can be found at https://www.auasb.gov.au/auditors_responsibilities/ar4.pdf\nfinancial position as at the end of that period\nReport on the audit of controls\n• in accordance with Australian Accounting Standards, the Financial Management Act 2006\nand the Treasurer’s Instructions.\nOpinion\nBasis for opinion I have undertaken a reasonable assurance engagement on the design and implementation of\ncontrols exercised by the Lotteries Commission. The controls exercised by the Lotteries\nI conducted my audit in\n Source: `annual-reports/2024.pages.jsonl`\n\n### National Health Funding Pool Act 2012\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 7\n**Register search**: https://www.legislation.wa.gov.au/search?query=National+Health+Funding+Pool+Act+2012\n\n**Sources**:\n- `annual-reports/2021.pages.jsonl`\n- `annual-reports/2022.pages.jsonl`\n- `annual-reports/2023.pages.jsonl`\n- `annual-reports/2024.pages.jsonl`\n\n**Evidence contexts**:\n- o grant beneficiaries Direct grants\n2021 2020 In addition to the statutory grants, the Act mandates:\n$000 $000\n• a minimum allocation of 12.5% of net subscriptions to eligible organisations for approved\nStatutory grants purposes; and\nState Pool Account (under National Health Funding Pool Act 2012) 152,956 139,257 • up to 5% of net subscriptions in total for the University of Western Australia for the\nArts Lotteries Account 19,120 17,407 Festival of Perth and ScreenWest for Commercial Film Production.\nSports Lotteries Account 19,120 17,407 Any remainin\n Source: `annual-reports/2021.pages.jsonl`\n- ission and\nthe prize fund.\nStatutory grants\nFrom net subscriptions, these grants are made to the credit of the Consolidated Account for\nsubsequent appropriation to Agency Special Purpose Accounts.\n• 40% to the State Pool Account of the State established under National Health Funding\nPool Act 2012\n• 5% to the Arts Lotteries Account\n• 5% to the Sports Lotteries Account.\nFinancial Statements 85\n\n[page 86]\n5. Assets\nThis section sets out both the key accounting policies and financial information about the\nperformance of these assets:\n5.1 Key assets\n2021 2\n Source: `annual-reports/2021.pages.jsonl`\n- d prizes in current year(a) 25,994 25,232 Annual leave(a) 2,650 2,454\nUnpaid prize payables(b) 4,015 2,980 Long service leave(b) 2,319 2,232\n30,009 28,212 Other provisions 7.2.2\nReturns to beneficiaries Employment on-costs(d) 320 302\nState Pool Account (under National Health Funding Pool Act 2012) 2,956 2,757 Prize reserve provisions(e) 33,760 28,868\nArts Lotteries Account 520 407 39,049 33,856\nSports Lotteries Account 520 407 Non-current\nDirect grants(c) 123,253 111,811 Employee benefits 7.2.1\n127,249 115,382 Long service leave(b) 1,474 1,426\nOther S\n Source: `annual-reports/2021.pages.jsonl`\n- o grant beneficiaries Direct grants\n2022 2021 In addition to the statutory grants, the Act mandates:\n$000 $000\n• a minimum allocation of 12.5% of net subscriptions to eligible organisations for approved\nStatutory grants purposes; and\nState Pool Account (under National Health Funding Pool Act 2012) 174,048 152,956 • up to 5% of net subscriptions in total for the University of Western Australia for the Festival\nArts Lotteries Account 21,756 19,120 of Perth and ScreenWest for Commercial Film Production.\nSports Lotteries Account 21,756 19,120 Any remainin\n Source: `annual-reports/2022.pages.jsonl`\n- in current year(a) 38,392 25,994\n6.5 Capital commitments Unpaid prize payables(b) 4,563 4,015\nThe commitments disclosed below are recorded at their nominal value inclusive of GST 42,955 30,009\nwhere relevant. Returns to beneficiaries\nState Pool Account (under National Health Funding Pool Act 2012) 5,548 2,956\n2022 2021\n$000 $000 Arts Lotteries Account 756 520\nSports Lotteries Account 756 520\nCapital expenditure commitments, being contracted capital\nDirect grants(c) 126,406 123,253\nexpenditure additional to the amounts reported in the financial\n133,466\n Source: `annual-reports/2022.pages.jsonl`\n\n### Work Health and Safety Act 2020\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.wa.gov.au/search?query=Work+Health+and+Safety+Act+2020\n\n**Sources**:\n- `annual-reports/2021.pages.jsonl`\n- `annual-reports/2022.pages.jsonl`\n- `annual-reports/2023.pages.jsonl`\n- `annual-reports/2024.pages.jsonl`\n- `annual-reports/2025.pages.jsonl`\n\n**Evidence contexts**:\n- an Health Promotion Foundation\n15 March 2021 and have now lapsed. • Fringe Benefits Tax (Application to the Commonwealth) Act 1986 Regulations 1996\n(Cwth) • Workers’ Compensation and Injury Management Act 1981\n• Fringe Benefits Tax Assesment Act 1986 (Cwth) • Work Health and Safety Act 2020\n• Gaming and Betting (Contracts and Securities) Act 1985 • Workplace Gender Equality Act 2012 (Cwth)\nDisclosures and legal compliances 67\n\n[page 68]\nConflict of interest\nThe Public Sector Commission’s Code of Conduct and the Lotterywest Code of Conduct and Co\n Source: `annual-reports/2021.pages.jsonl`\n- 1996 • Fringe Benefits Tax (Application to the Commonwealth) Act 1986 Regulations 1996\n• Lotteries Commission (Policy Instruments) (Cwth) • Workers’ Compensation and Injury Management Act 1981\nRegulations 2010 • Fringe Benefits Tax Assesment Act 1986 (Cwth) • Work Health and Safety Act 2020\n• Lotteries Commission Act 1990 • Gaming and Betting (Contracts and Securities) Act 1985 • Work Health and Safety (General) Regulations 2022\n• Gaming and Wagering Commission (Continuing Lotteries Levy) • Workplace Gender Equality Act 2012 (Cwth)\n• Lotteries C\n Source: `annual-reports/2022.pages.jsonl`\n- orking days\nrequirements of the Workers’ Compensation and Injury and safety of our workforce. Aggregate amount settled after five\nN/A $17\nManagement Act 1981. working days\nIn 2021-22, a mandatory COVID-19 vaccination policy for\nAggregate amount outstanding at\nThe Work Health and Safety Act 2020 and regulations came WA workforces applied to certain Lotterywest occupational $0 $0\nbalance date\ninto effect in March and replaced the existing Occupational groups. An update to WA’s mandatory vaccination policy\nSafety and Health Act 1984 and associated regu\n Source: `annual-reports/2022.pages.jsonl`\n- t 1986 (Cth)\n• Lotteries Commission (Designated • Workers’ Compensation and Injury\n• Fringe Benefits Tax Assessment Act 1986 (Cth)\nAuthorities) Regulations 1998 Management Act 1981\n• Gaming and Betting (Contracts and\n• Lotteries Commission (Instant Lottery) • Work Health and Safety Act 2020\nSecurities) Act 1985\nRules 1996\n• Workplace Gender Equality Act 2012 (Cth)\n• Gaming and Wagering Commission\n• Lotteries Commission (Policy Instruments)\n(Continuing Lotteries Levy) Act 2000\nRegulations 2010\n• Gaming and Wagering Commission Act 1987\n• Lotteries\n Source: `annual-reports/2023.pages.jsonl`\n- stern Australian Health Promotion\nIn the performance of its functions, Foundation Act 2016\nLotterywest has processes and controls\n• Workers Compensation and Injury\nin place to ensure compliance with all\nManagement Act 2023\nState and Commonwealth legislation\n• Work Health and Safety Act 2020\nand regulations including the following\nlaws which have a direct impact on our\noperations:\n• Auditor General Act 2006\n• Betting Control Act 1954\n• Copyright Act 1968 (Cth)\n• Corruption, Crime and Misconduct Act\n2003\n• Financial Management Act 2006\n• Freedom o\n Source: `annual-reports/2024.pages.jsonl`\n\n### Betting Control Act 1954\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.wa.gov.au/search?query=Betting+Control+Act+1954\n\n**Sources**:\n- `annual-reports/2021.pages.jsonl`\n- `annual-reports/2022.pages.jsonl`\n- `annual-reports/2023.pages.jsonl`\n- `annual-reports/2024.pages.jsonl`\n- `annual-reports/2025.pages.jsonl`\n\n**Evidence contexts**:\n- ce measures, such\n• Associations Incorporation Act 2015 • Occupational Safety and Health Regulations 1996\nas prize claim period and grant eligibility, applied.\n• Auditor General Act 2006 • Patents Act 1990 (Cwth)\nThe Emergency Period was not extended beyond\n• Betting Control Act 1954 • Privacy Act 1988 (Cwth)\n15 March 2021.\n• Betting Control Regulations 1978 • Procurement Act 2020\n• Charitable Trusts Act 1962 • Procurement Regulations 2020\nGovernance\n• Competition and Consumer Act 2010 (Cwth) • Public Interest Disclosure Act 2003\n• Compet\n Source: `annual-reports/2021.pages.jsonl`\n- ervices Tax) Act 1999 (Cwth) • Occupational Safety and Health Act 1984\n• Associations Incorporation Act 2015 • Occupational Safety and Health Regulations 1996 (now\nIn 2021-22, there were no ministerial directives issued.\n• Auditor General Act 2006 repealed)\n• Betting Control Act 1954 • Patents Act 1990 (Cwth)\nGovernance • Betting Control Regulations 1978 • Privacy Act 1988 (Cwth)\n• Charitable Trusts Act 1962 • Procurement Act 2020\ndisclosures • Competition and Consumer Act 2010 (Cwth) • Procurement Regulations 2020\n• Competition Policy Re\n Source: `annual-reports/2022.pages.jsonl`\n- compared to the prior year result with the uplift in direct\ngrants exceeding the increase in Grants operation expenses during\n2022-23.\nLotterywest Annual Report 2022-23 70\n\n[page 71]\nMinisterial Directives • Auditor General Act 2006 • Privacy Act 1988 (Cth)\n• Betting Control Act 1954 • Procurement Act 2020\nIn 2022-23, there were no ministerial\n• Charitable Trusts Act 2022 • Public Interest Disclosure Act 2003\ndirectives issued.\n• Competition and Consumer Act 2010 (Cth ) • Public Sector Management Act 1994\nGovernance • Copyright Act 1968 (\n Source: `annual-reports/2023.pages.jsonl`\n- and Injury\nin place to ensure compliance with all\nManagement Act 2023\nState and Commonwealth legislation\n• Work Health and Safety Act 2020\nand regulations including the following\nlaws which have a direct impact on our\noperations:\n• Auditor General Act 2006\n• Betting Control Act 1954\n• Copyright Act 1968 (Cth)\n• Corruption, Crime and Misconduct Act\n2003\n• Financial Management Act 2006\n• Freedom of Information Act 1992\n• Gaming and Betting (Contracts and\nSecurities) Act 1985\nLotterywest Annual Report 2023-24 62\n\n[page 63]\nConflict of inter\n Source: `annual-reports/2024.pages.jsonl`\n- n disclosures Moorhouse\ndirect impact on our operations:\naround related party transactions that may\n• Auditor General Act 2006 Dr Guy\nhave the potential to affect Lotterywest’s Board member Annual 10 months (from 1 September 2024) $31,237 $ 29,471\nSingleton\n• Betting Control Act 1954\nposition and performance. At the date of\nTotal\n• Copyright Act 1968 (Cth) this report, no senior officers nor any entities $281,135 $ 236,437\nremuneration\n• Corruption, Crime and Misconduct Act 2003 in which senior officers have a declared\nsubstantial interes\n Source: `annual-reports/2025.pages.jsonl`\n\n### Corruption, Crime and Misconduct Act 2003\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.wa.gov.au/search?query=Corruption%2C+Crime+and+Misconduct+Act+2003\n\n**Sources**:\n- `annual-reports/2021.pages.jsonl`\n- `annual-reports/2022.pages.jsonl`\n- `annual-reports/2023.pages.jsonl`\n- `annual-reports/2024.pages.jsonl`\n- `annual-reports/2025.pages.jsonl`\n\n**Evidence contexts**:\n- anagement Act 1994\ndisclosures\n• Competition Policy Reform (Western Australia) Act 1996 • Retail Trading Hours Act 1987\n• Copyright Act 1968 (Cwth) • Salaries and Allowances Act 1975\nEnabling legislation • Corporations Act 2001 (Cwth) • Spam Act 2003 (Cwth)\n• Corruption, Crime and Misconduct Act 2003 • State Records Act 2000\nLotterywest operates under the Lotteries Commission\n• Disability Services Act 1993 • State Superannuation Act 2000\nAct 1990 (the Act) and its subsidiary legislation.\n• Electronic Transactions Act 1999 (Cwth) • State Supply Commission\n Source: `annual-reports/2021.pages.jsonl`\n- 994\nEnabling legislation\n• Copyright Act 1968 (Cwth) • Retail Trading Hours Act 1987\nLotterywest operates under the Lotteries Commission • Corporations Act 2001 (Cwth) • Salaries and Allowances Act 1975\nAct 1990 (the Act) and its subsidiary legislation. Our\n• Corruption, Crime and Misconduct Act 2003 • Spam Act 2003 (Cwth)\nfunctions under the Act are to conduct lotteries and\n• Disability Services Act 1993 • State Records Act 2000\nto perform any other function vested by the Act,\n• Electronic Transactions Act 1999 (Cwth) • State Superannuation Act 2000\nprim\n Source: `annual-reports/2022.pages.jsonl`\n- ure Act 2003\ndirectives issued.\n• Competition and Consumer Act 2010 (Cth ) • Public Sector Management Act 1994\nGovernance • Copyright Act 1968 (Cth) • Retail Trading Hours Act 1987\n• Corporations Act 2001 (Cth) • Salaries and Allowances Act 1975\ndisclosures\n• Corruption, Crime and Misconduct Act 2003 • Spam Act 2003 (Cth)\nEnabling legislation • Disability Services Act 1993 • State Records Act 2000\nLotterywest operates under the Lotteries • Electronic Transactions Act 1999 (Cth) • State Superannuation Act 2000\nCommission Act 1990 (WA) (the Act) and its • E\n Source: `annual-reports/2023.pages.jsonl`\n- agement Act 2023\nState and Commonwealth legislation\n• Work Health and Safety Act 2020\nand regulations including the following\nlaws which have a direct impact on our\noperations:\n• Auditor General Act 2006\n• Betting Control Act 1954\n• Copyright Act 1968 (Cth)\n• Corruption, Crime and Misconduct Act\n2003\n• Financial Management Act 2006\n• Freedom of Information Act 1992\n• Gaming and Betting (Contracts and\nSecurities) Act 1985\nLotterywest Annual Report 2023-24 62\n\n[page 63]\nConflict of interest Board and Committee remuneration\nThe Public Sector Commission’s Cod\n Source: `annual-reports/2024.pages.jsonl`\n- member Annual 10 months (from 1 September 2024) $31,237 $ 29,471\nSingleton\n• Betting Control Act 1954\nposition and performance. At the date of\nTotal\n• Copyright Act 1968 (Cth) this report, no senior officers nor any entities $281,135 $ 236,437\nremuneration\n• Corruption, Crime and Misconduct Act 2003 in which senior officers have a declared\nsubstantial interest, have had any interests\n• Financial Management Act 2006\nin existing or proposed contracts with\n• Freedom of Information Act 1992\nLotterywest other than normal contracts of\n• Gaming and Betting (Con\n Source: `annual-reports/2025.pages.jsonl`\n\n### Freedom of Information Act 1992\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.wa.gov.au/search?query=Freedom+of+Information+Act+1992\n\n**Sources**:\n- `annual-reports/2021.pages.jsonl`\n- `annual-reports/2022.pages.jsonl`\n- `annual-reports/2023.pages.jsonl`\n- `annual-reports/2024.pages.jsonl`\n- `annual-reports/2025.pages.jsonl`\n\n**Evidence contexts**:\n- the COVID-19 • Financial Transaction Reports Act 1995 • Trade Marks Act 1995 (Cwth)\npandemic introduced certain temporary arrangements • Financial Transaction Reports Act 1988 (Cwth) • Unclaimed Money Act 1990\napplicable only during the Emergency Period. By • Freedom of Information Act 1992 • Western Australian Health Promotion Foundation Act 1996\nDeclaration the Emergency Period was extended until • Fringe Benefits Tax Act 1986 (Cwth) • Western Australian Health Promotion Foundation\n15 March 2021 and have now lapsed. • Fringe Benefits Tax (Appl\n Source: `annual-reports/2021.pages.jsonl`\n- (Cwth)\n• Lotteries Commission (Authorised Lotteries) • Financial Transaction Reports Act 1995 • Trade Marks Act 1995 (Cwth)\nRules 2016 • Financial Transaction Reports Act 1988 (Cwth) • Unclaimed Money Act 1990\n• Lotteries Commission (Designated Authorities) • Freedom of Information Act 1992 • Western Australian Health Promotion Foundation Act 1996\nRegulations 1998 • Fringe Benefits Tax Act 1986 (Cwth) • Western Australian Health Promotion Foundation\n• Lotteries Commission (Instant Lottery) Rules 1996 • Fringe Benefits Tax (Application to the Com\n Source: `annual-reports/2022.pages.jsonl`\n- by the\n• Financial Transaction Reports Act 1995 • Superannuation Guarantee Charge Act\nAct, primarily concerning the assessment,\n1992 (Cth)\n• Financial Transaction Reports Act 1988 (Cth)\ndistribution and administration of grants.\n• Trade Marks Act 1995 (Cth)\n• Freedom of Information Act 1992\nOur subsidiary legislation includes:\n• Unclaimed Money Act 1990\n• Fringe Benefits Tax Act 1986 (Cth)\n• Lotteries Commission (Authorised • Western Australian Health Promotion\n• Fringe Benefits Tax (Application to the\nLotteries) Rules 2016 Foundation Act 2016\nC\n Source: `annual-reports/2023.pages.jsonl`\n- Act 2020\nand regulations including the following\nlaws which have a direct impact on our\noperations:\n• Auditor General Act 2006\n• Betting Control Act 1954\n• Copyright Act 1968 (Cth)\n• Corruption, Crime and Misconduct Act\n2003\n• Financial Management Act 2006\n• Freedom of Information Act 1992\n• Gaming and Betting (Contracts and\nSecurities) Act 1985\nLotterywest Annual Report 2023-24 62\n\n[page 63]\nConflict of interest Board and Committee remuneration\nThe Public Sector Commission’s Code of Conduct, the Remuneration of the Accountable Authority for Lo\n Source: `annual-reports/2024.pages.jsonl`\n- fficers nor any entities $281,135 $ 236,437\nremuneration\n• Corruption, Crime and Misconduct Act 2003 in which senior officers have a declared\nsubstantial interest, have had any interests\n• Financial Management Act 2006\nin existing or proposed contracts with\n• Freedom of Information Act 1992\nLotterywest other than normal contracts of\n• Gaming and Betting (Contracts and\nemployment for services.\nSecurities) Act 1985\n• Gaming and Wagering Commission Act 1987\n74 LOTTERYWEST ANNUAL REPORT 2024–25 LOTTERYWEST ANNUAL REPORT 2024–25 75\n\n[page 39]\nOther l\n Source: `annual-reports/2025.pages.jsonl`\n\n### Gaming and Wagering Commission Act 1987\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.wa.gov.au/search?query=Gaming+and+Wagering+Commission+Act+1987\n\n**Sources**:\n- `annual-reports/2021.pages.jsonl`\n- `annual-reports/2022.pages.jsonl`\n- `annual-reports/2023.pages.jsonl`\n- `annual-reports/2024.pages.jsonl`\n- `annual-reports/2025.pages.jsonl`\n\n**Evidence contexts**:\n- on (Authorised Lotteries) Rules 2016 Levy) Act 2000\nDirectives • Lotteries Commission (Designated Authorities) Regulations 1998 • Gaming and Wagering Commission (Continuing Lotteries\nLevy) Regulations 2000\n• Lotteries Commission (Instant Lottery) Rules 1996\n• Gaming and Wagering Commission Act 1987\nNo ministerial directives were issued during this year. • Lotteries Commission (Policy Instruments) Regulations 2010\n• Gaming and Wagering Commission Regulations 1988\n• Lotteries Commission Regulations 1991\nThe Minister did however issue a Declaration in • In\n Source: `annual-reports/2021.pages.jsonl`\n- General) Regulations 2022\n• Gaming and Wagering Commission (Continuing Lotteries Levy) • Workplace Gender Equality Act 2012 (Cwth)\n• Lotteries Commission Regulations 1991\nAct 2000\n• Gaming and Wagering Commission (Continuing Lotteries Levy)\nRegulations 2000\n• Gaming and Wagering Commission Act 1987\n• Gaming and Wagering Commission Regulations 1988\n• Industrial Relations Act 1979\nDisclosures and legal compliances 69\n\n[page 70]\nConflict of interest Board and Committee remuneration\nThe Public Sector Commission’s Code of Conduct and the Lotterywest Code of\n Source: `annual-reports/2022.pages.jsonl`\n- (Instant Lottery) • Work Health and Safety Act 2020\nSecurities) Act 1985\nRules 1996\n• Workplace Gender Equality Act 2012 (Cth)\n• Gaming and Wagering Commission\n• Lotteries Commission (Policy Instruments)\n(Continuing Lotteries Levy) Act 2000\nRegulations 2010\n• Gaming and Wagering Commission Act 1987\n• Lotteries Commission Act 1990\n• Industrial Relations Act 1979\n• Lotteries Commission Regulations 1991\n• Interactive Gambling Act 2001 (Cth)\nOther key legislation impacting on\n• Interactive Gambling Regulations 2019 (Cth)\nLotterywest’s activities include :\n•\n Source: `annual-reports/2023.pages.jsonl`\n- ment.\ngrants and grants operational expenses meeting their respective budgets.\nLotterywest Annual Report 2023-24 61\n\n[page 62]\nMinisterial Directives • Gaming and Wagering Commission\n(Continuing Lotteries Levy) Act 2000\nIn 2023-24, there were no ministerial\n• Gaming and Wagering Commission Act 1987\ndirectives issued.\n• Interactive Gambling Act 2001 (Cth)\nGovernance • Procurement Act 2020\n• Public Interest Disclosure Act 2003\ndisclosures\n• Public Sector Management Act 1994\nEnabling legislation • Salaries and Allowances Act 1975\n• State Records Act 2000\nL\n Source: `annual-reports/2024.pages.jsonl`\n- est, have had any interests\n• Financial Management Act 2006\nin existing or proposed contracts with\n• Freedom of Information Act 1992\nLotterywest other than normal contracts of\n• Gaming and Betting (Contracts and\nemployment for services.\nSecurities) Act 1985\n• Gaming and Wagering Commission Act 1987\n74 LOTTERYWEST ANNUAL REPORT 2024–25 LOTTERYWEST ANNUAL REPORT 2024–25 75\n\n[page 39]\nOther legal requirements Compliance with Public Sector Work health, safety and injury\nThis foundational step will enable us to optimise standards and Code of Ethics managemen\n Source: `annual-reports/2025.pages.jsonl`\n\n### Interactive Gambling Act 2001\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.wa.gov.au/search?query=Interactive+Gambling+Act+2001\n\n**Sources**:\n- `annual-reports/2021.pages.jsonl`\n- `annual-reports/2022.pages.jsonl`\n- `annual-reports/2023.pages.jsonl`\n- `annual-reports/2024.pages.jsonl`\n- `annual-reports/2025.pages.jsonl`\n\n**Evidence contexts**:\n- Commission Regulations 1988\n• Lotteries Commission Regulations 1991\nThe Minister did however issue a Declaration in • Industrial Relations Act 1979\naccordance with Section 3(B)(2) of the Lotteries Other key legislation impacting on Lotterywest’s activities • Interactive Gambling Act 2001 (Cwth)\nCommission Act (1990) to extend the Emergency include: • Interactive Gambling Regulations 2019 (Cwth)\nPeriod from 15 September 2020 to 15 March 2021.\n• A New Tax System (Australian Business Number) Act 1999 (Cwth) • Minimum Conditions of Employment Act\n Source: `annual-reports/2021.pages.jsonl`\n- r year, the ratio increased slightly due to a higher\nlevel of approved direct grants in 2020-21 to meet COVID-19 Relief Fund commitments.\n68 Lotterywest Annual Report 2021-22\n\n[page 69]\nMinisterial Other key legislation impacting on Lotterywest’s activities • Interactive Gambling Act 2001 (Cwth)\ninclude: • Interactive Gambling Regulations 2019 (Cwth)\nDirectives • A New Tax System (Australian Business Number) Act 1999 (Cwth) • Minimum Conditions of Employment Act 1993\n• A New Tax System (Goods and Services Tax) Act 1999 (Cwth) • Occupational Sa\n Source: `annual-reports/2022.pages.jsonl`\n- ng Commission\n• Lotteries Commission (Policy Instruments)\n(Continuing Lotteries Levy) Act 2000\nRegulations 2010\n• Gaming and Wagering Commission Act 1987\n• Lotteries Commission Act 1990\n• Industrial Relations Act 1979\n• Lotteries Commission Regulations 1991\n• Interactive Gambling Act 2001 (Cth)\nOther key legislation impacting on\n• Interactive Gambling Regulations 2019 (Cth)\nLotterywest’s activities include :\n• Minimum Conditions of Employment Act 1993\n• A New Tax System (Goods and Services\n• Patents Act 1990 (Cth)\nTax) Act 1999 (Cth )\n• Associ\n Source: `annual-reports/2023.pages.jsonl`\n- spective budgets.\nLotterywest Annual Report 2023-24 61\n\n[page 62]\nMinisterial Directives • Gaming and Wagering Commission\n(Continuing Lotteries Levy) Act 2000\nIn 2023-24, there were no ministerial\n• Gaming and Wagering Commission Act 1987\ndirectives issued.\n• Interactive Gambling Act 2001 (Cth)\nGovernance • Procurement Act 2020\n• Public Interest Disclosure Act 2003\ndisclosures\n• Public Sector Management Act 1994\nEnabling legislation • Salaries and Allowances Act 1975\n• State Records Act 2000\nLotterywest operates under the Lotteries\nCommission\n Source: `annual-reports/2024.pages.jsonl`\n- for write back of unused and returned grants. across lottery operations expenses. Healthway, which is recovered under the Service Level Arrangement.\n72 LOTTERYWEST ANNUAL REPORT 2024–25 LOTTERYWEST ANNUAL REPORT 2024–25 73\n\n[page 38]\nMinisterial directives • Interactive Gambling Act 2001 (Cth) Act of grace payments Directors and Officers liability Board and Committee remuneration\n• Procurement Act 2020 insurance\nIn 2024-25 there were no Act of grace Remuneration of the Accountable Authority for Lotterywest for the 2024–25 year is outlined bel\n Source: `annual-reports/2025.pages.jsonl`\n\n### Public Sector Management Act 1994\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.wa.gov.au/search?query=Public+Sector+Management+Act+1994\n\n**Sources**:\n- `annual-reports/2021.pages.jsonl`\n- `annual-reports/2022.pages.jsonl`\n- `annual-reports/2023.pages.jsonl`\n- `annual-reports/2024.pages.jsonl`\n- `annual-reports/2025.pages.jsonl`\n\n**Evidence contexts**:\n- .\n• Betting Control Regulations 1978 • Procurement Act 2020\n• Charitable Trusts Act 1962 • Procurement Regulations 2020\nGovernance\n• Competition and Consumer Act 2010 (Cwth) • Public Interest Disclosure Act 2003\n• Competition Policy Reform (Taxing) Act 1996 • Public Sector Management Act 1994\ndisclosures\n• Competition Policy Reform (Western Australia) Act 1996 • Retail Trading Hours Act 1987\n• Copyright Act 1968 (Cwth) • Salaries and Allowances Act 1975\nEnabling legislation • Corporations Act 2001 (Cwth) • Spam Act 2003 (Cwth)\n• Corruption, Crime\n Source: `annual-reports/2021.pages.jsonl`\n- ct 1962 • Procurement Act 2020\ndisclosures • Competition and Consumer Act 2010 (Cwth) • Procurement Regulations 2020\n• Competition Policy Reform (Taxing) Act 1996 • Public Interest Disclosure Act 2003\n• Competition Policy Reform (Western Australia) Act 1996 • Public Sector Management Act 1994\nEnabling legislation\n• Copyright Act 1968 (Cwth) • Retail Trading Hours Act 1987\nLotterywest operates under the Lotteries Commission • Corporations Act 2001 (Cwth) • Salaries and Allowances Act 1975\nAct 1990 (the Act) and its subsidiary legislation. Our\n• Cor\n Source: `annual-reports/2022.pages.jsonl`\n- eneral Act 2006 • Privacy Act 1988 (Cth)\n• Betting Control Act 1954 • Procurement Act 2020\nIn 2022-23, there were no ministerial\n• Charitable Trusts Act 2022 • Public Interest Disclosure Act 2003\ndirectives issued.\n• Competition and Consumer Act 2010 (Cth ) • Public Sector Management Act 1994\nGovernance • Copyright Act 1968 (Cth) • Retail Trading Hours Act 1987\n• Corporations Act 2001 (Cth) • Salaries and Allowances Act 1975\ndisclosures\n• Corruption, Crime and Misconduct Act 2003 • Spam Act 2003 (Cth)\nEnabling legislation • Disability Services Act\n Source: `annual-reports/2023.pages.jsonl`\n- (Continuing Lotteries Levy) Act 2000\nIn 2023-24, there were no ministerial\n• Gaming and Wagering Commission Act 1987\ndirectives issued.\n• Interactive Gambling Act 2001 (Cth)\nGovernance • Procurement Act 2020\n• Public Interest Disclosure Act 2003\ndisclosures\n• Public Sector Management Act 1994\nEnabling legislation • Salaries and Allowances Act 1975\n• State Records Act 2000\nLotterywest operates under the Lotteries\nCommission Act 1990 (WA) (the Act) and its • State Superannuation Act 2000\nsubsidiary legislation. Our functions under • Statutory Corpor\n Source: `annual-reports/2024.pages.jsonl`\n- ration of the Accountable Authority for Lotterywest for the 2024–25 year is outlined below:\nIn 2024–25, there were no ministerial\ndirectives issued. • Public Interest Disclosure Act 2003 payments issued. Lotterywest has in place a Directors and\nGross/actual\n• Public Sector Management Act 1994 Officers Liability Insurance policy which\nConflict of interest Member Type of Base remuneration\nPosition title Period of membership\nGovernance • Salaries and Allowances Act 1975 indemnifies members and directors (as defined name remuneration salary for 2024-2\n Source: `annual-reports/2025.pages.jsonl`\n\n### Salaries and Allowances Act 1975\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.wa.gov.au/search?query=Salaries+and+Allowances+Act+1975\n\n**Sources**:\n- `annual-reports/2021.pages.jsonl`\n- `annual-reports/2022.pages.jsonl`\n- `annual-reports/2023.pages.jsonl`\n- `annual-reports/2024.pages.jsonl`\n- `annual-reports/2025.pages.jsonl`\n\n**Evidence contexts**:\n- 0 (Cwth) • Public Interest Disclosure Act 2003\n• Competition Policy Reform (Taxing) Act 1996 • Public Sector Management Act 1994\ndisclosures\n• Competition Policy Reform (Western Australia) Act 1996 • Retail Trading Hours Act 1987\n• Copyright Act 1968 (Cwth) • Salaries and Allowances Act 1975\nEnabling legislation • Corporations Act 2001 (Cwth) • Spam Act 2003 (Cwth)\n• Corruption, Crime and Misconduct Act 2003 • State Records Act 2000\nLotterywest operates under the Lotteries Commission\n• Disability Services Act 1993 • State Superannuation Act 2000\n Source: `annual-reports/2021.pages.jsonl`\n- • Competition Policy Reform (Western Australia) Act 1996 • Public Sector Management Act 1994\nEnabling legislation\n• Copyright Act 1968 (Cwth) • Retail Trading Hours Act 1987\nLotterywest operates under the Lotteries Commission • Corporations Act 2001 (Cwth) • Salaries and Allowances Act 1975\nAct 1990 (the Act) and its subsidiary legislation. Our\n• Corruption, Crime and Misconduct Act 2003 • Spam Act 2003 (Cwth)\nfunctions under the Act are to conduct lotteries and\n• Disability Services Act 1993 • State Records Act 2000\nto perform any other functio\n Source: `annual-reports/2022.pages.jsonl`\n- table Trusts Act 2022 • Public Interest Disclosure Act 2003\ndirectives issued.\n• Competition and Consumer Act 2010 (Cth ) • Public Sector Management Act 1994\nGovernance • Copyright Act 1968 (Cth) • Retail Trading Hours Act 1987\n• Corporations Act 2001 (Cth) • Salaries and Allowances Act 1975\ndisclosures\n• Corruption, Crime and Misconduct Act 2003 • Spam Act 2003 (Cth)\nEnabling legislation • Disability Services Act 1993 • State Records Act 2000\nLotterywest operates under the Lotteries • Electronic Transactions Act 1999 (Cth) • State Superannuation\n Source: `annual-reports/2023.pages.jsonl`\n- re no ministerial\n• Gaming and Wagering Commission Act 1987\ndirectives issued.\n• Interactive Gambling Act 2001 (Cth)\nGovernance • Procurement Act 2020\n• Public Interest Disclosure Act 2003\ndisclosures\n• Public Sector Management Act 1994\nEnabling legislation • Salaries and Allowances Act 1975\n• State Records Act 2000\nLotterywest operates under the Lotteries\nCommission Act 1990 (WA) (the Act) and its • State Superannuation Act 2000\nsubsidiary legislation. Our functions under • Statutory Corporations (Liability of\nthe Act are to conduct lotteries an\n Source: `annual-reports/2024.pages.jsonl`\n- ct 2003 payments issued. Lotterywest has in place a Directors and\nGross/actual\n• Public Sector Management Act 1994 Officers Liability Insurance policy which\nConflict of interest Member Type of Base remuneration\nPosition title Period of membership\nGovernance • Salaries and Allowances Act 1975 indemnifies members and directors (as defined name remuneration salary for 2024-25\nThe Public Sector Commission’s Code of in Part 3 of the Statutory Corporations (Liability (incl. super)\n• State Records Act 2000\ndisclosures\nConduct, the Lotterywest Code of Co\n Source: `annual-reports/2025.pages.jsonl`\n\n### State Records Act 2000\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.wa.gov.au/search?query=State+Records+Act+2000\n\n**Sources**:\n- `annual-reports/2021.pages.jsonl`\n- `annual-reports/2022.pages.jsonl`\n- `annual-reports/2023.pages.jsonl`\n- `annual-reports/2024.pages.jsonl`\n- `annual-reports/2025.pages.jsonl`\n\n**Evidence contexts**:\n- Policy Reform (Western Australia) Act 1996 • Retail Trading Hours Act 1987\n• Copyright Act 1968 (Cwth) • Salaries and Allowances Act 1975\nEnabling legislation • Corporations Act 2001 (Cwth) • Spam Act 2003 (Cwth)\n• Corruption, Crime and Misconduct Act 2003 • State Records Act 2000\nLotterywest operates under the Lotteries Commission\n• Disability Services Act 1993 • State Superannuation Act 2000\nAct 1990 (the Act) and its subsidiary legislation.\n• Electronic Transactions Act 1999 (Cwth) • State Supply Commission Act 1991 (repealed 1 June\n Source: `annual-reports/2021.pages.jsonl`\n- Act 2001 (Cwth) • Salaries and Allowances Act 1975\nAct 1990 (the Act) and its subsidiary legislation. Our\n• Corruption, Crime and Misconduct Act 2003 • Spam Act 2003 (Cwth)\nfunctions under the Act are to conduct lotteries and\n• Disability Services Act 1993 • State Records Act 2000\nto perform any other function vested by the Act,\n• Electronic Transactions Act 1999 (Cwth) • State Superannuation Act 2000\nprimarily concerning the assessment, distribution and\n• Electronic Transactions Act 2011 • Statutory Corporations (Liability of Director\n Source: `annual-reports/2022.pages.jsonl`\n- nce • Copyright Act 1968 (Cth) • Retail Trading Hours Act 1987\n• Corporations Act 2001 (Cth) • Salaries and Allowances Act 1975\ndisclosures\n• Corruption, Crime and Misconduct Act 2003 • Spam Act 2003 (Cth)\nEnabling legislation • Disability Services Act 1993 • State Records Act 2000\nLotterywest operates under the Lotteries • Electronic Transactions Act 1999 (Cth) • State Superannuation Act 2000\nCommission Act 1990 (WA) (the Act) and its • Electronic Transactions Act 2011 • Statutory Corporations (Liability of\nsubsidiary legislation. Our\n Source: `annual-reports/2023.pages.jsonl`\n- ring Commission Act 1987\ndirectives issued.\n• Interactive Gambling Act 2001 (Cth)\nGovernance • Procurement Act 2020\n• Public Interest Disclosure Act 2003\ndisclosures\n• Public Sector Management Act 1994\nEnabling legislation • Salaries and Allowances Act 1975\n• State Records Act 2000\nLotterywest operates under the Lotteries\nCommission Act 1990 (WA) (the Act) and its • State Superannuation Act 2000\nsubsidiary legislation. Our functions under • Statutory Corporations (Liability of\nthe Act are to conduct lotteries and to Directors) Act 1996\n Source: `annual-reports/2024.pages.jsonl`\n- tle Period of membership\nGovernance • Salaries and Allowances Act 1975 indemnifies members and directors (as defined name remuneration salary for 2024-25\nThe Public Sector Commission’s Code of in Part 3 of the Statutory Corporations (Liability (incl. super)\n• State Records Act 2000\ndisclosures\nConduct, the Lotterywest Code of Conduct, of Directors) Act 1996) against liability under Board Chair\n• State Superannuation Act 2000 Prof. Peter\nthe Lotterywest Code of Conduct for Section 13 and 14 of the Act. The premium paid & Committee Annual\n Source: `annual-reports/2025.pages.jsonl`\n\n### Statutory Corporations (Liability of Directors) Act 1996\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.wa.gov.au/search?query=Statutory+Corporations+%28Liability+of+Directors%29+Act+1996\n\n**Sources**:\n- `annual-reports/2021.pages.jsonl`\n- `annual-reports/2022.pages.jsonl`\n- `annual-reports/2023.pages.jsonl`\n\n**Evidence contexts**:\n- 990 (the Act) and its subsidiary legislation.\n• Electronic Transactions Act 1999 (Cwth) • State Supply Commission Act 1991 (repealed 1 June 2021)\nLotterywest’s functions under the Act are to conduct\n• Electronic Transactions Act 2011 • Statutory Corporations (Liability of Directors) Act 1996\nlotteries and to perform any other function vested\n• Equal Opportunity Act 1984 • Superannuation Act 2005 (Cwth)\nby the Act primarily concerning the assessment,\ndistribution and administration of grants. Amendments • Financial Management Act 2006 • Superannua\n Source: `annual-reports/2021.pages.jsonl`\n- al contracts of employment for services.\nDirectors and officers liability insurance\nLotterywest has in place a Directors and Officers Liability Insurance policy which indemnifies Board members and\ndirectors (as defined in Part 3 of the Statutory Corporations (Liability of Directors) Act 1996) against liability under\nSection 13 and 14 of the Act. The premium paid in 2021-22 was $19,118.00\nBoard and Committee remuneration\nRemuneration of the Accountable Authority for Lotterywest for the 2020-21 year is outlined below:\nName Salary Super Benefit Peri\n Source: `annual-reports/2021.pages.jsonl`\n- tate Records Act 2000\nto perform any other function vested by the Act,\n• Electronic Transactions Act 1999 (Cwth) • State Superannuation Act 2000\nprimarily concerning the assessment, distribution and\n• Electronic Transactions Act 2011 • Statutory Corporations (Liability of Directors) Act 1996\nadministration of grants.\n• Equal Opportunity Act 1984 • Superannuation Act 2005 (Cwth)\nOur subsidiary legislation includes:\n• Financial Management Act 2006 • Superannuation Guarantee Charge Act 1992 (Cwth)\n• Lotteries Commission (Authorised Lotteries) • Fina\n Source: `annual-reports/2022.pages.jsonl`\n- al contracts of employment for services.\nDirectors and officers liability insurance\nLotterywest has in place a Directors and Officers Liability Insurance policy which\nindemnifies Board members and directors (as defined in Part 3 of the Statutory\nCorporations (Liability of Directors) Act 1996) against liability under Section 13 and 14 of the\nAct. The premium paid in 2022-23 was $21,026.50.\n70 Lotterywest Annual Report 2021-22\n\n[page 71]\nOther legal requirements\nAdvertising, direct mail, market research and media Recordkeeping plans Freedom of Info\n Source: `annual-reports/2022.pages.jsonl`\n- n normal contracts\nof employment for services.\nDirectors and Officers liability insurance\nLotterywest has in place a Directors and Officers\nLiability Insurance policy which indemnifies members\nand directors (as defined in Part 3 of the Statutory\nCorporations (Liability of Directors) Act 1996) against\nliability under Section 13 and 14 of the Act. The premium\npaid in 2022-23 was $22,082.\nLotterywest Annual Report 2022-23 72\n\n[page 73]\nOther legal requirements\nAdvertising, direct mail, market research and Recordkeeping Evaluation of record keeping t\n Source: `annual-reports/2023.pages.jsonl`\n\n### Trade Marks Act 1995\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.wa.gov.au/search?query=Trade+Marks+Act+1995\n\n**Sources**:\n- `annual-reports/2021.pages.jsonl`\n- `annual-reports/2022.pages.jsonl`\n- `annual-reports/2023.pages.jsonl`\n- `annual-reports/2024.pages.jsonl`\n- `annual-reports/2025.pages.jsonl`\n\n**Evidence contexts**:\n- marily concerning the assessment,\ndistribution and administration of grants. Amendments • Financial Management Act 2006 • Superannuation Guarantee Charge Act 1992 (Cwth)\nto the Act in 2020 in response to the COVID-19 • Financial Transaction Reports Act 1995 • Trade Marks Act 1995 (Cwth)\npandemic introduced certain temporary arrangements • Financial Transaction Reports Act 1988 (Cwth) • Unclaimed Money Act 1990\napplicable only during the Emergency Period. By • Freedom of Information Act 1992 • Western Australian Health Promotion Founda\n Source: `annual-reports/2021.pages.jsonl`\n- portunity Act 1984 • Superannuation Act 2005 (Cwth)\nOur subsidiary legislation includes:\n• Financial Management Act 2006 • Superannuation Guarantee Charge Act 1992 (Cwth)\n• Lotteries Commission (Authorised Lotteries) • Financial Transaction Reports Act 1995 • Trade Marks Act 1995 (Cwth)\nRules 2016 • Financial Transaction Reports Act 1988 (Cwth) • Unclaimed Money Act 1990\n• Lotteries Commission (Designated Authorities) • Freedom of Information Act\n\n_…truncated, open the .md file for the full content._", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "A hopeful, healthy, connected and sustainable community life for all Western Australians. [CP p.14]", "vision_source_page": 14, "purposes": "To operate a responsible and sustainable lottery that leaves an enduring positive impact for WA. [CP p.14]", "purposes_source_page": 14, "how_we_deliver": "We are responsibly delivering value for players, focusing on maximising player experience and minimising harm through diversified product and service offerings. [CP p.14]", "how_we_deliver_source_page": 14, "government_priorities": [ { "text": "Deliver value for communities", "source_page": 14 }, { "text": "Responsibly deliver value for players", "source_page": 14 }, { "text": "Strengthen our organisational capability", "source_page": 14 }, { "text": "Proactively steward our licence to operate", "source_page": 14 } ], "outcomes": [ { "name": "Outcome 1: Community Investment", "description": "To enhance the quality of life and wellbeing for all Western Australians.", "key_activities": [ "Grants payments", "Sales per adult", "Total allocation to beneficiaries per capita", "Lottery operations expenses as a percentage of sales", "Grants operations expenses as a percentage of discretionary grants" ], "source_page": 16 }, { "name": "Outcome 2: Player Safety", "description": "To continually enhance player safety practices, reinforcing our integrity and safeguarding the social licence that allows us to operate a trusted and enduring lottery.", "key_activities": [ "Player safety training", "Gaming System Replacement (GSR) project", "Cross-sector collaboration with Healthway" ], "source_page": 16 } ], "values": [ "Prevent harm", "Be curious", "Act ethically and with integrity", "Take initiative", "Make evidence-based decisions", "Share information", "Own the outcome", "Help others to develop and grow", "Willingly collaborate", "Be bold", "Actively listen", "Maximise positive impact", "Be inclusive", "Embrace change", "Respect others", "Deliver on promises" ], "values_framework_name": "APS Values", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Clear the Air campaign", "target": "Help young people quit vaping by providing practical tools and support", "source_page": 16 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Clear the Air campaign", "result": "Target met", "status": "Achieved", "source_page": 16 } ], "_source_urls": { "annual_report_url": "https://cdn.sanity.io/files/cabqvweh/production/c8d2a091959962e34a9dafd0436bd34bdf41b88e.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-WA-030", "entity_name": "Lotterywest", "folder_name": "Lotterywest", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "Jim McGinty AM\nBrianna Peake\nRubini Ventouras\nChief Executive Officer\nColin Smith\nOffice of the CEO Media and Communications\nGaming System Review (GSR) Better Business program\nGrants and Community Technology Services Health Promotion\nCorporate Services Lotteries\nDevelopment Chief Information Officer (Healthway)\nGeneral Manager / CFO Acting General Manager\nGeneral Manager Caroline Acting Executive Director\nJeremy Hubble Glenn Jamieson\nLorna Pritchard Niewiarowski-Fish Joanne Graham-Smith\nBusiness Services Grants and Retail Experience Strategy and Healthy Partnerships\nAdministration Support Enablement\nFinance Services Customer Experience Healthy Communities\nGrants and Community Digital Delivery\nLegal Services Healthy Research\nDevelopment Commercial Operations\nService Operations\nPeople and Culture\nStrategic Initiatives Enabling Services\nService Delivery\nCorporate Planning and Partnerships", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2024.pdf (https://cdn.sanity.io/files/cabqvweh/production/9991a1a8142e1c03ddedc67287e65ddf08753ab7.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-WA-030", "entity_name": "Lotterywest", "folder_name": "Lotterywest", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "Jim McGinty AM\nBrianna Peake\nRubini Ventouras\nChief Executive Officer\nColin Smith\nOffice of the CEO Media and Communications\nGaming System Review (GSR) Better Business program\nGrants and Community Technology Services Health Promotion\nCorporate Services Lotteries\nDevelopment Chief Information Officer (Healthway)\nGeneral Manager / CFO Acting General Manager\nGeneral Manager Caroline Acting Executive Director\nJeremy Hubble Glenn Jamieson\nLorna Pritchard Niewiarowski-Fish Joanne Graham-Smith\nBusiness Services Grants and Retail Experience Strategy and Healthy Partnerships\nAdministration Support Enablement\nFinance Services Customer Experience Healthy Communities\nGrants and Community Digital Delivery\nLegal Services Healthy Research\nDevelopment Commercial Operations\nService Operations\nPeople and Culture\nStrategic Initiatives Enabling Services\nService Delivery\nCorporate Planning and Partnerships", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2024.pdf (https://cdn.sanity.io/files/cabqvweh/production/9991a1a8142e1c03ddedc67287e65ddf08753ab7.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-WA-030", "entity_name": "Lotterywest", "folder_name": "Lotterywest", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "RISKS AND CONTINGENCIES Overall risk management\nLotterywest’s overall risk management programme seeks to maximise the\nThis note sets out the key Lotterywest risk management policies and\nreturns derived for the level of risk to which Lotterywest is exposed and seeks\nmeasurement techniques\b\nto minimise potential adverse effects on Lotterywest’s financial performance\b\nNotes\nLotterywest uses different methods to measure and manage the various types\nFinancial risk management 8\b1 of risk to which it is exposed; these methods are explained below\b\nContingent assets and liabilities 8\b2\n(a) Summary of risks and risk management\n8.1 Financial risk management Market risk\nMarket risk is the risk that changes in the market prices will affect Lotterywest’s\nFinancial risk factors, objectives, and policies\nresult or the value of its financial assets and liabilities\b The key market risks", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2023.pdf (https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-WA-030", "entity_name": "Lotterywest", "folder_name": "Lotterywest", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "RISKS AND CONTINGENCIES Overall risk management\nLotterywest’s overall risk management programme seeks to maximise the\nThis note sets out the key Lotterywest risk management policies and\nreturns derived for the level of risk to which Lotterywest is exposed and seeks\nmeasurement techniques\b\nto minimise potential adverse effects on Lotterywest’s financial performance\b\nNotes\nLotterywest uses different methods to measure and manage the various types\nFinancial risk management 8\b1 of risk to which it is exposed; these methods are explained below\b\nContingent assets and liabilities 8\b2\n(a) Summary of risks and risk management\n8.1 Financial risk management Market risk\nMarket risk is the risk that changes in the market prices will affect Lotterywest’s\nFinancial risk factors, objectives, and policies\nresult or the value of its financial assets and liabilities\b The key market risks", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2023.pdf (https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-WA-030", "entity_name": "Lotterywest", "folder_name": "Lotterywest", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "[Page 10]\nFramework\nStrategic\nOur purpose\nOur vision\nOur key measures\nTo enhance the quality of life and\nBuilding a better\nFor full KPI details see pages 69 and 70\nwellbeing for all Western Australians\nWestern Australia\nthrough the funding and support we\ntogether\b provide to our grant customers and\nTotal allocation\nby running our lottery business with Actual $125.32\nto beneficiaries\nexcellence and integrity\b\nper capita Target $105.43\nTotal allocation to\nOur values Actual 28.74%\nbeneficiaries as a\n% of sales Target 29.25%\nCustomer focused: We align our business culture to the ever-evolving\nneeds and requirements of the people and organisations we work with\b We\noffer products, services and solutions to provide the best possible customer Grants operations Actual 11.75%\nexperience\b expenses as a % of\ndirect grants approved Target 15.41%", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2023.pdf (https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-WA-030", "entity_name": "Lotterywest", "folder_name": "Lotterywest", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "[Page 10]\nFramework\nStrategic\nOur purpose\nOur vision\nOur key measures\nTo enhance the quality of life and\nBuilding a better\nFor full KPI details see pages 69 and 70\nwellbeing for all Western Australians\nWestern Australia\nthrough the funding and support we\ntogether\b provide to our grant customers and\nTotal allocation\nby running our lottery business with Actual $125.32\nto beneficiaries\nexcellence and integrity\b\nper capita Target $105.43\nTotal allocation to\nOur values Actual 28.74%\nbeneficiaries as a\n% of sales Target 29.25%\nCustomer focused: We align our business culture to the ever-evolving\nneeds and requirements of the people and organisations we work with\b We\noffer products, services and solutions to provide the best possible customer Grants operations Actual 11.75%\nexperience\b expenses as a % of\ndirect grants approved Target 15.41%", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2023.pdf (https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-WA-030", "entity_name": "Lotterywest", "folder_name": "Lotterywest", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "[Page 48]\nInclusive Connected Protected Smart Active\nthriving cultural sustainable innovative healthy\ncommunity experiences ecosystems society people\nSupporting the diversity Bringing people together Supporting our community Assisting our community to\nOptimising our\nof Western Australians through the arts, to sustain and enhance be more active and support\ncommunity’s talent\nto actively engage in heritage and cultural our unique species and initiatives which promote\nand capability.\ncommunity life. activities. environments. healthy lives.\n• More people have a stronger • Our community is • Our community is • Western Australia is a • More Western Australians\nsense of belonging in their connected through arts connected with, and cares leader in new thinking live healthy lifestyles\ncommunity and cultural activities for, our natural heritage and innovation • More Western Australians", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2022.pdf (https://cdn.sanity.io/files/cabqvweh/production/9a520ed262eb2ca57ab281c1b1fd9ce1d592118e.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-WA-030", "entity_name": "Lotterywest", "folder_name": "Lotterywest", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "[Page 48]\nInclusive Connected Protected Smart Active\nthriving cultural sustainable innovative healthy\ncommunity experiences ecosystems society people\nSupporting the diversity Bringing people together Supporting our community Assisting our community to\nOptimising our\nof Western Australians through the arts, to sustain and enhance be more active and support\ncommunity’s talent\nto actively engage in heritage and cultural our unique species and initiatives which promote\nand capability.\ncommunity life. activities. environments. healthy lives.\n• More people have a stronger • Our community is • Our community is • Western Australia is a • More Western Australians\nsense of belonging in their connected through arts connected with, and cares leader in new thinking live healthy lifestyles\ncommunity and cultural activities for, our natural heritage and innovation • More Western Australians", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2022.pdf (https://cdn.sanity.io/files/cabqvweh/production/9a520ed262eb2ca57ab281c1b1fd9ce1d592118e.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-WA-030", "entity_name": "Lotterywest", "folder_name": "Lotterywest", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "[pages 13,14,15,16]\nnitoring Technology Services\nPartnerships\nStrategy and Enablement\nFinance Services Grants Development and Lottery Operations and\nProjects\nPartnerships Support Technology Services\nLegal Services\nPolicy and Research\nDigital Delivery\nGrants Quality Assurance Marketing and Sales\nPeople and Culture\nTechnology Services\nCommunity Impact and Lottery Planning and\nPlanning Service Operations\nAnalysis Delivery\nHealthway is the primary entity\nRisk and Audit Technology Services responsible for delivering our shared\nHealth Promotion\nService Delivery commitment to Health Promotion.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2022.pdf (https://cdn.sanity.io/files/cabqvweh/production/9a520ed262eb2ca57ab281c1b1fd9ce1d592118e.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-WA-030", "entity_name": "Lotterywest", "folder_name": "Lotterywest", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "[pages 13,14,15,16]\nnitoring Technology Services\nPartnerships\nStrategy and Enablement\nFinance Services Grants Development and Lottery Operations and\nProjects\nPartnerships Support Technology Services\nLegal Services\nPolicy and Research\nDigital Delivery\nGrants Quality Assurance Marketing and Sales\nPeople and Culture\nTechnology Services\nCommunity Impact and Lottery Planning and\nPlanning Service Operations\nAnalysis Delivery\nHealthway is the primary entity\nRisk and Audit Technology Services responsible for delivering our shared\nHealth Promotion\nService Delivery commitment to Health Promotion.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2022.pdf (https://cdn.sanity.io/files/cabqvweh/production/9a520ed262eb2ca57ab281c1b1fd9ce1d592118e.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-WA-030", "entity_name": "Lotterywest", "folder_name": "Lotterywest", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "RISKS AND CONTINGENCIES Overall risk management\nLotterywest’s overall risk management programme seeks to maximise the\nThis note sets out the key Lotterywest risk management policies and\nreturns derived for the level of risk to which Lotterywest is exposed and seeks\nmeasurement techniques\b\nto minimise potential adverse effects on Lotterywest’s financial performance\b\nNotes\nLotterywest uses different methods to measure and manage the various types\nFinancial risk management 8\b1 of risk to which it is exposed; these methods are explained below\b\nContingent assets and liabilities 8\b2\n(a) Summary of risks and risk management\n8.1 Financial risk management Market risk\nMarket risk is the risk that changes in the market prices will affect Lotterywest’s\nFinancial risk factors, objectives, and policies\nresult or the value of its financial assets and liabilities\b The key market risks", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2023.pdf (https://cdn.sanity.io/files/cabqvweh/production/3e379b63795fed5d58c365a627c5bd8f83e2c523.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-WA-030", "entity_name": "Lotterywest", "folder_name": "Lotterywest", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "RISKS AND CONTINGENCIES Overall risk management\nLotterywest’s overall risk management programme seeks to maximise 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