{ "entity_id": "S-WA-046", "folder": "Western-Australian-Institute-of-Sport", "name": "Western Australian Institute of Sport", "type": "Statutory Authority", "jurisdiction": "WA", "portfolio": "Sport", "website": "https://www.wais.org.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": 4, "n_kpi_results": 4, "n_outcomes": 4, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To support Western Australian athletes to Win Well at Olympic, Paralympic and Commonwealth Games. [CP p.8]", "official_site_url": "https://www.wais.org.au/", "source_documents": [ { "type": "annual_report", "title": "Annual Report 2025", "url": "https://wais.org.au/wp-content/uploads/2026/05/WAIS-Annual-Report-2025_FINAL.pdf", "period": "2026", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2024", "url": "https://wais.org.au/wp-content/uploads/2025/04/WAIS-Annual-Report-2024.pdf", "period": "2025", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2023", "url": "https://www.wais.org.au/wp-content/uploads/2024/05/2023-WAIS-Annual-Report-digital-FINAL.pdf", "period": "2024", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2022", "url": "https://wais.org.au/wp-content/uploads/2023/05/WAIS-Annual-Report-2022.pdf", "period": "2023", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2020", "url": "https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.pdf", "period": "2022", "confidence": "high" }, { "type": "strategie", "title": "WAIS Strategic Plan 2025-2032", "url": "https://wais.org.au/wp-content/uploads/2025/08/WAIS-Strategic-Plan.pdf", "period": "2025", "confidence": "medium" } ], "purpose": { "text": "To support Western Australian athletes to Win Well at Olympic, Paralympic and Commonwealth Games. [CP p.8]", "source_url": "", "source_page": 8, "source_deep_url": "" }, "vision": { "text": "We develop athletes who Win Well. We are leaders in high-performance sport. We create community pride and inspire the next generation. [CP p.8]", "source_url": "", "source_page": 8, "source_deep_url": "" }, "strategic_priorities": [ { "title": "Jobs – Diversifying the WA economy so that it remains the strongest in the nation", "description": "Jobs – Diversifying the WA economy so that it remains the strongest in the nation", "source_url": "", "source_page": null, "source_deep_url": "" }, { "title": "Health – Ensuring all Western Australians can access the healthcare we need, when we need it", "description": "Health – Ensuring all Western Australians can access the healthcare we need, when we need it", "source_url": "", "source_page": null, "source_deep_url": "" }, { "title": "Community – Building safe and inclusive communities", "description": "Community – Building safe and inclusive communities", "source_url": "", "source_page": null, "source_deep_url": "" }, { "title": "Infrastructure and Services – Delivering quality infrastructure and services across our State", "description": "Infrastructure and Services – Delivering quality infrastructure and services across our State", "source_url": "", "source_page": null, "source_deep_url": "" } ], "values": [ { "name": "United", "description": "", "source_url": "", "source_page": null }, { "name": "Care", "description": "", "source_url": "", "source_page": null }, { "name": "Lead", "description": "", "source_url": "", "source_page": null }, { "name": "Inspire", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Maximise Western Australian representation on significant Australian Teams", "description": "Percentage of national team representatives from WA and supported by WAIS.", "activities": [ "Sport Program Scholarship holder", "Individual Athlete Scholarship holder", "Graduate" ], "source_url": "", "source_page": null, "source_deep_url": "" }, { "name": "Maximise Western Australian Contribution to Australia's International Success", "description": "Percentage of Australian Podium performances from WA and supported by WAIS.", "activities": [ "Sport Program Scholarship holder", "Individual Athlete Scholarship holder", "Graduate" ], "source_url": "", "source_page": null, "source_deep_url": "" }, { "name": "Western Australian community perceptions of the importance of Olympic, Paralympic and Commonwealth Games sport outcomes to national pride and identity", "description": "Percentage of Western Australians who believe Australian athlete performances at the Olympic, Paralympic and Commonwealth Games sports are important to our national identity.", "activities": [ "Community Engagement & Events Coordinator" ], "source_url": "", "source_page": null, "source_deep_url": "" }, { "name": "Western Australian community perceptions of the influence of Olympic, Paralympic and Commonwealth Games athletes and teams on community pride and inspiration", "description": "Percentage of Western Australians who believe Australian athletes in Olympic, Paralympic and Commonwealth Games sports are a positive influence on the community.", "activities": [ "Community Engagement & Events Coordinator" ], "source_url": "", "source_page": null, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "Percentage of national team representatives from WA and supported by WAIS", "target": "11%", "latest_result": "10.7%", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "https://wais.org.au/wp-content/uploads/2026/05/WAIS-Annual-Report-2025_FINAL.pdf", "result_source_page": null }, { "code": "CCE02", "measure": "Percentage of Australian Podium performances from WA and supported by WAIS", "target": "10-12%", "latest_result": "8.0%", "status": "Partially achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "https://wais.org.au/wp-content/uploads/2026/05/WAIS-Annual-Report-2025_FINAL.pdf", "result_source_page": null }, { "code": "CPI01", "measure": "Western Australian community perceptions of the importance of Olympic, Paralympic and Commonwealth Games sport outcomes to national pride and identity", "target": "80%", "latest_result": "89.9%", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "https://wais.org.au/wp-content/uploads/2026/05/WAIS-Annual-Report-2025_FINAL.pdf", "result_source_page": null }, { "code": "CPI02", "measure": "Western Australian community perceptions of the influence of Olympic, Paralympic and Commonwealth Games athletes and teams on community pride and inspiration", "target": "80%", "latest_result": "83.3%", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "https://wais.org.au/wp-content/uploads/2026/05/WAIS-Annual-Report-2025_FINAL.pdf", "result_source_page": null } ], "document_alignment_terms": { "must_support": [ "To support Western Australian athletes to Win Well at Olympic, Paralympic and Commonwealth Games. [CP p.8]", "We develop athletes who Win Well. We are leaders in high-performance sport. We create community pride and inspire the next generation. [CP p.8]", "Jobs – Diversifying the WA economy so that it remains the strongest in the nation", "Health – Ensuring all Western Australians can access the healthcare we need, when we need it", "Community – Building safe and inclusive communities", "Infrastructure and Services – Delivering quality infrastructure and services across our State" ], "watch_terms": [ "Percentage of national team representatives from WA and supported by WAIS", "Percentage of Australian Podium performances from WA and supported by WAIS", "Western Australian community perceptions of the importance of Olympic, Paralympic and Commonwealth Games sport outcomes to national pride and identity", "Western Australian community perceptions of the influence of Olympic, Paralympic and Commonwealth Games athletes and teams on community pride and inspiration" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Western Australian Institute of Sport — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://wais.org.au/wp-content/uploads/2026/05/WAIS-Annual-Report-2025_FINAL.pdf)\n\n## Vision\n\n> We develop athletes who Win Well. We are leaders in high-performance sport. We create community pride and inspire the next generation. [CP p.8] [CP p.8]\n\n## Our purpose / purposes\n\n> To support Western Australian athletes to Win Well at Olympic, Paralympic and Commonwealth Games. [CP p.8] [CP p.8]\n\n## How we deliver\n\n> We build connection and trust by working as one team and backing each other to achieve our shared goals. [CP p.8] [CP p.8]\n\n## Government priorities for this department\n\n- Jobs – Diversifying the WA economy so that it remains the strongest in the nation\n- Health – Ensuring all Western Australians can access the healthcare we need, when we need it\n- Community – Building safe and inclusive communities\n- Infrastructure and Services – Delivering quality infrastructure and services across our State\n\n## Outcomes\n\n### Maximise Western Australian representation on significant Australian Teams\nPercentage of national team representatives from WA and supported by WAIS.\n\n**Key activities:**\n- Sport Program Scholarship holder\n- Individual Athlete Scholarship holder\n- Graduate\n\n### Maximise Western Australian Contribution to Australia's International Success\nPercentage of Australian Podium performances from WA and supported by WAIS.\n\n**Key activities:**\n- Sport Program Scholarship holder\n- Individual Athlete Scholarship holder\n- Graduate\n\n### Western Australian community perceptions of the importance of Olympic, Paralympic and Commonwealth Games sport outcomes to national pride and identity\nPercentage of Western Australians who believe Australian athlete performances at the Olympic, Paralympic and Commonwealth Games sports are important to our national identity.\n\n**Key activities:**\n- Community Engagement & Events Coordinator\n\n### Western Australian community perceptions of the influence of Olympic, Paralympic and Commonwealth Games athletes and teams on community pride and inspiration\nPercentage of Western Australians who believe Australian athletes in Olympic, Paralympic and Commonwealth Games sports are a positive influence on the community.\n\n**Key activities:**\n- Community Engagement & Events Coordinator\n\n## Values and principles\n\n_WAIS Values_\n\n- United\n- Care\n- Lead\n- Inspire\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 | Percentage of national team representatives from WA and supported by WAIS | 11% | |\n| CCE02 | Percentage of Australian Podium performances from WA and supported by WAIS | 10-12% | |\n| CPI01 | Western Australian community perceptions of the importance of Olympic, Paralympic and Commonwealth Games sport outcomes to national pride and identity | 80% | |\n| CPI02 | Western Australian community perceptions of the influence of Olympic, Paralympic and Commonwealth Games athletes and teams on community pride and inspiration | 80% | |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Percentage of national team representatives from WA and supported by WAIS | 10.7% | Achieved | |\n| CCE02 | Percentage of Australian Podium performances from WA and supported by WAIS | 8.0% | Partially achieved | |\n| CPI01 | Western Australian community perceptions of the importance of Olympic, Paralympic and Commonwealth Games sport outcomes to national pride and identity | 89.9% | Achieved | |\n| CPI02 | Western Australian community perceptions of the influence of Olympic, Paralympic and Commonwealth Games athletes and teams on community pride and inspiration | 83.3% | Achieved | |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Western Australian Institute of Sport - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:56:25.148461+00:00\n**Entity ID**: S-WA-046\n**Entity type**: Statutory Authority\n**Jurisdiction**: WA\n**Portfolio**: Sport\n**Website**: https://www.wais.org.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 | 4 |\n| strategies | 1 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 2]\nForewords Message from the Premier 1\nChair’s Report 2\nChief Executive Officer’s Report 3\nGoals &Strategy Purpose & Vision 6\n2020 In Review 7\nOrganisation WAIS Board 8\nWAIS Structure 10\nHall of Champions 12\nWAIS in the Community 14\nPerformance Podium 16\nEnhancement\nNational 18\nPathways 20\nPerformance Performance Systems 22\nSystems and Analytics\nResearch High Performance Sport 24\nResearch Centre\nCorporate Finance and Operations 26\nServices\nCorporate Communications 28\nPartners 29\nFinancial Financial Statements 31\nFront cover: Jai Hindley\nInside cover: Luke Elliott\n Source: `annual-reports/2020.pdf (https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.pdf)`\n- [Page 2]\nForewords Message from the Premier 1\nChair’s Report 2\nChief Executive Officer’s Report 4\nGoals & Purpose & Vision 6\nStrategy\n2022 In Review 7\nCommonwealth Games 8\nOrganisation WAIS Board 10\nWAIS Organisation Structure 12\nWAIS Annual Awards 14\nWA Hall of Champions 16\nPerformance Podium 18\nEnhancement\nNational 20\nPathway 22\nPeople & Human Resources 24\nCommunity\nCorporate Communications 26\nCommunity Engagement 28\nResearch High Performance Sport 30\nResearch Centre\nCorporate Corporate Services 32\nServices\nPerformance Systems & Analytics 34\nPartners 37\nFinancial Financial Statements 38\nThe Western Australian Institute of Sport respectfully\nacknowledges Aboriginal people as the Traditional\nCustodians of the lands on which we deliver our\nprograms to the communities throughout Western\nAustralia.\n Source: `annual-reports/2022.pdf (https://wais.org.au/wp-content/uploads/2023/05/WAIS-Annual-Report-2022.pdf)`\n- [Page 2]\nFOREWORD\nForewords Message from the Premier 1 MESSAGE FROM\nChair’s Report 2\nTHE PREMIER\nChief Executive Officer’s Report 4\nGoals & Purpose & Vision 6\nStrategy 2023 In Review 7 As the Patron of the\nWorld Championships 2023 8 Western Australian Institute\nof Sport, I take pride in our\nOrganisation WAIS Board 10\ncommitment to fostering\nWAIS Organisation Structure 13\ntalent in Western Australia\nWAIS Annual Awards 14\nWA Hall of Champions 16 and providing a clear\npathway for our athletes to\nPerformance Podium 18\nthrive on the world stage.\n Source: `annual-reports/2023.pdf (https://www.wais.org.au/wp-content/uploads/2024/05/2023-WAIS-Annual-Report-digital-FINAL.pdf)`\n- [Page 5]\nGOALS & STRATEGY GOALS & STRATEGY\nCambell Geddes\nOUR PURPOSE 2023 IN REVIEW\nTo enable Western\nATHLETES\nAustralian athletes to\nachieve international\nsporting success\nAthletes on scholarship in 2023\nOUR VISION\n99 MALE\nWestern Australian 212 (47%)\nsporting champions\n113 FEMALE\ncreating community TOTAL (53%)\npride, and inspiring the\n176 ABLE\nnext generation (83%)\n36 PARA\n(17%)\nSPORTS\nOUR GUIDING\n28\nPRINCIPLES 11 SUPPORT ATHLETES ACROSS SPORTS\nSPORT 13 OLYMPIC\nOur strategy is bounded by three\nPROGRAMS\nguiding principles.\n Source: `annual-reports/2023.pdf (https://www.wais.org.au/wp-content/uploads/2024/05/2023-WAIS-Annual-Report-digital-FINAL.pdf)`\n\n### Role and Functions\n\n- 10%\n0%\n2015 2016 2017 2018 2019 2020\nUnauthorised use of credit cards\nStaff Movement\nOfficers of the Institute hold corporate credit cards where\nDuring the year WAIS had turnover in line with previous years.\ntheir functions warrant usage of this facility.\n Source: `annual-reports/2020.pdf (https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.pdf)`\n- This exciting 4 year collaboration through 15\nBelgravia Sports Apparel will play a pivotal role in shaping 10\nthe identity of WAIS athletes and staff as they embark on 5\ntheir journey to Paris 2024 and beyond.\n Source: `annual-reports/2023.pdf (https://www.wais.org.au/wp-content/uploads/2024/05/2023-WAIS-Annual-Report-digital-FINAL.pdf)`\n- WAIS held two separate stakeholder functions in 2022\nwith the Corporate Communications department providing\nThe ongoing support from our strategic partners was even\ninternal project management services.\nmore important in 2022 with the Department of Local\nGovernment Sport and Cultural Industries (DLGSC), providing The 2022 WAIS Annual Awards of Excellence were held\nstrategic support in supporting high performance sport and at Crown Towers with more than 300 athletes, staff and\nathlete pathways.\n Source: `annual-reports/2022.pdf (https://wais.org.au/wp-content/uploads/2023/05/WAIS-Annual-Report-2022.pdf)`\n- Aquatic Championships where she won a gold medal in the\nwomen’s 4 x 100m and 4 x 200m freestyle relay events and a\nThe role of the Podium Performance Enhancement Team (PET) is to develop\nsilver medal in the Women’s 4 x 100m medley relay event.\n Source: `annual-reports/2023.pdf (https://www.wais.org.au/wp-content/uploads/2024/05/2023-WAIS-Annual-Report-digital-FINAL.pdf)`\n- 1 1\nPerformance Services Program Cycling\nNetball 1 1\nNetball\nThe role of the Pathway Performance Enhancement Team is to develop athletes\nRuth Aryang graduated as a Training Partner to West Coast\n1 1\nwith the aim of graduation into a National Training Centre (NTC), Professional Fever.\n Source: `annual-reports/2023.pdf (https://www.wais.org.au/wp-content/uploads/2024/05/2023-WAIS-Annual-Report-digital-FINAL.pdf)`\n- 2023 2022\nLost Time Injury - -\nRestricted Work Injury - -\nMedical Treatment Injury 4 2\nCORPOR ATE\nFirst Aid Injury 4 1\nSERVICES\nUnauthorised Use of Credit cards\nOfficers of the Institute hold corporate credit cards where their\nfunctions warrant the usage of this facility.\n Source: `annual-reports/2023.pdf (https://www.wais.org.au/wp-content/uploads/2024/05/2023-WAIS-Annual-Report-digital-FINAL.pdf)`\n\n### Strategic Priorities\n\n- The recommendations focus on independent\ncan be found in the various department reports.\ncomplaints handling, improvement in staff and athlete\neducation on safeguarding children within a high performance While significant organisational effort will be required to\nsport environment, continued improvement in wellbeing policy progress our strategic priorities during 2023, our operational\nand processes to reduce the risk of future unacceptable priority remains focussed on ensuring current scholarship\nimpacts on athletes.\n Source: `annual-reports/2022.pdf (https://wais.org.au/wp-content/uploads/2023/05/WAIS-Annual-Report-2022.pdf)`\n- At a national level he was a Joined WAIS Board: 26/09/2023 Officer at Hockey WA and has been able to combine his In 2017, Colleen left journalism to become the chief of staff to\nmember of the Board of Studies at the Ms Gulich has extensive experience in passion for the sport, along with his extensive business Attorney General John Quigley MLA, assisting him to drive the\nAustralian Institute of Police Management, public policy, knowledge of financial acumen, to drive the strategic direction of hockey in WA and McGowan Government’s legislative agenda which included law\nthe Australian New Zealand Counter Terrorism Committee, markets and expertise in the Western assist in retaining the hockey high performance program reforms for victims of historical child sexual abuse, domestic\nand the Australian New Zealand Police Advisory Agency.\n Source: `annual-reports/2024.pdf (https://wais.org.au/wp-content/uploads/2025/04/WAIS-Annual-Report-2024.pdf)`\n- 3. % WAIS medallists Overall: 9.5±1% • Maximising the impact of high performing\nall sports 9.5±1% (both OLY & PLY) support teams. • Transparently setting expectations and\nengaging in honest, empathetic conversations\nOthers reported: • Excellence in the foundations required for\nto achieve them.\nworld class performances.\n• % WAIS medallists in WAIS 11.5±1% (both OLY & PLY)\n• Educating and empowering athletes to make\nsupported sports • Focusing resources to deliver the highest\ninformed high-performance decisions.\n• WAIS athlete conversion 5:1 (OLY) & 3:1 (PLY) priorities.\nto medallist • Enabling athletes to engage and leverage their\n• Continually implementing learned lessons to\nsupport networks.\nstrengthen our systems and elevate future\nAthlete % Athlete wellbeing 4.\n Source: `strategies/WAIS-Strategic-Plan.pdf (https://wais.org.au/wp-content/uploads/2025/08/WAIS-Strategic-Plan.pdf)`\n- That’s going to have life-long impacts like early-onset arthritis.” 90\n3.2.5.1 Injuries\nSome gymnasts spoke of significant, long-term injuries they sustained while with the WAG Program, and\nwhich some still have issues with well into their adult life.91 Many felt that the gymnasts’ best interests were\nnot the priority when it came to treating their injuries, despite an ‘athlete first’ approach.\n Source: `other-pdfs/WAIS-GYMNASTICS-REVIEW_FULL-REPORT.pdf (https://www.wais.org.au/wp-content/uploads/2023/06/WAIS-GYMNASTICS-REVIEW_FULL-REPORT.pdf)`\n- [Page 2]\nForewords Message from the Premier 1\nChair’s Report 2\nChief Executive Officer’s Report 3\nGoals &Strategy Purpose & Vision 6\n2020 In Review 7\nOrganisation WAIS Board 8\nWAIS Structure 10\nHall of Champions 12\nWAIS in the Community 14\nPerformance Podium 16\nEnhancement\nNational 18\nPathways 20\nPerformance Performance Systems 22\nSystems and Analytics\nResearch High Performance Sport 24\nResearch Centre\nCorporate Finance and Operations 26\nServices\nCorporate Communications 28\nPartners 29\nFinancial Financial Statements 31\nFront cover: Jai Hindley\nInside cover: Luke Elliott\n Source: `annual-reports/2020.pdf (https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.pdf)`\n- This can be attributed to WAIS’ 9 8 0 0 % % 76% 77% 76% 81% 82% 82%\n70%\ncommitment to providing a safe work environment for both 60%\n50%\nstaff and athletes.\n Source: `annual-reports/2020.pdf (https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.pdf)`\n- 10%\n0%\n2015 2016 2017 2018 2019 2020\nUnauthorised use of credit cards\nStaff Movement\nOfficers of the Institute hold corporate credit cards where\nDuring the year WAIS had turnover in line with previous years.\ntheir functions warrant usage of this facility.\n Source: `annual-reports/2020.pdf (https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.pdf)`\n- The trend\nAggregate amount of personal use\nover the past six years is shown below;\nexpenditure settled after the period - -\n(after 5 working days)\nResults by Stakeholder Type\n4.0\nAggregate amount of personal use 3.5\n- - 3.0\nexpenditure outstanding at balance date 2.5\n2.0\n1.5\n1.0\nHuman Resources 0.5\n0.0\nKRA Staff 2015 2016 2017 2018 2019 2020\nEmployee Partner Athlete\nOrganisational Climate\nDamien Fitzpatrick | Corporate Services Manager\nWAIS continues to foster a highly engaged workforce despite\nof the challenges that 2020 presented.\n Source: `annual-reports/2020.pdf (https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.pdf)`\n- 0\n2015 2016 2017 2018 2019 2020\n2XU continues as the Official Apparel and Compression Instagram Faceook Twitter LinkedIn\nPartner of WAIS, with the high performance clothing\nappreciated by athletes and staff.\n Source: `annual-reports/2020.pdf (https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.pdf)`\n- The related\nliability is included in ‘Employment on costs provision’\nEmployment on-cost provision\nCarrying amount at start of period 48,573 59,188\nMovements during period 12,542 (10,615)\nCarrying amount at end of year 61,115 48,573\nKey sources of estimation uncertainty – long service leave\nKey estimates and assumptions concerning the future are based on historical\nexperience and various other factors that have a significant risk of causing a\nmaterial adjustment to the carrying amount of assets and liabilities within the\nnext financial year.\n Source: `annual-reports/2020.pdf (https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- While representation\nand podium outcomes exceeded internal forecasts across both events, the 10–12% KPI target was achieved The lower percentage result reflects national initiatives that increased para-sport representation without\nsimilar growth in WAIS representation.\n Source: `annual-reports/2025.pdf (https://wais.org.au/wp-content/uploads/2026/05/WAIS-Annual-Report-2025_FINAL.pdf)`\n- ATHLETE PERFORMANCE KPI’S\nSeven WAIS athletes and graduates then competed at the\nCommonwealth Games with two gold medals (Zac Incerti 4 x COMMONWEALTH GAMES\n100m and 4 x 200m relays), two silver (Alex Saffy 100m butterfly\nPodium National\nand Holly Barratt 50m Butterfly) and three bronze medals Performances Representation\n(Brianna Throssell 100m and 200m Butterfly and Alex Saffy\nACTUAL TARGET ACTUAL TARGET\n100m Butterfly).\n Source: `annual-reports/2022.pdf (https://wais.org.au/wp-content/uploads/2023/05/WAIS-Annual-Report-2022.pdf)`\n- Social Media\nInsideWAIS Social Media Followers\n8000\n7000\n6000\n5000\n4000\n3000\n2000\n1000\n0\n2018 2019 2020 2021 2022\nFacebook Instagram Twitter Linkedin\nThe WAIS social media channels; Instagram, Facebook,\nTwitter and LinkedIn achieved above target growth in 2022.\n Source: `annual-reports/2022.pdf (https://wais.org.au/wp-content/uploads/2023/05/WAIS-Annual-Report-2022.pdf)`\n- [pages 29,30,31]\n000\n3000\n2000\n1000\n0\n2018 2019 2020 2021 2022\nFacebook Instagram Twitter Linkedin\nThe WAIS social media channels; Instagram, Facebook,\nTwitter and LinkedIn achieved above target growth in 2022.\n Source: `annual-reports/2022.pdf (https://wais.org.au/wp-content/uploads/2023/05/WAIS-Annual-Report-2022.pdf)`\n- Over the 2023 calendar there were\nThe WAIS Corporate Communications team supports the organisation by providing\nmore than 125,000 total page views across 38,000 users, an\nstrategic communication services including organising media opportunities, increase of almost 25% in total views from the previous year.\nmanagement of WAIS stakeholder engagement events, managing brand and Social Media\nThe WAIS social media channels; Instagram, Facebook, Twitter\npartnerships and content creation across digital communication channels.\nand LinkedIn achieved above target growth in 2023.\n Source: `annual-reports/2023.pdf (https://www.wais.org.au/wp-content/uploads/2024/05/2023-WAIS-Annual-Report-digital-FINAL.pdf)`\n- Whilst the 2%\n0% 50%\nWAIS forecast of 3 podiums\n2022 2023\n40%\nwas achieved, the results\nWAIS Representation % WAIS Podium %\nremain significantly under 30%\nthe target range.\n Source: `annual-reports/2023.pdf (https://www.wais.org.au/wp-content/uploads/2024/05/2023-WAIS-Annual-Report-digital-FINAL.pdf)`\n- Four athletes\ninvestment is not feasible.\n(Matt Wearn, Nia Jerwood, Conor Nicholas, and Zoe Thomson)\nCanoeing competed at the Paris Olympic Games across ICLA-6, ICLA-7,\nThe Canoe Program achieved its target of three National and 470 classes.\nrepresentations at World Championship events, and one\nTokyo 2020 ILCA 7 Olympic Champion and 2023 World\nrepresentative at the Paris Olympic Games.\n Source: `annual-reports/2024.pdf (https://wais.org.au/wp-content/uploads/2025/04/WAIS-Annual-Report-2024.pdf)`\n- WAIS athletes achieved 4 (4.9%) out of the 82 podium results in WAIS supported sports, falling 9900..00%% 8833..66%% 8877..00%% 8844..00%% 8899..11%% 8822..11%% 8800..77%% 8833..22%% 9900..00%% 7799..88%% 8844..22%% 8888..33%%\nshort of the forecasted 8 podiums and significantly below the target range.\n Source: `annual-reports/2024.pdf (https://wais.org.au/wp-content/uploads/2025/04/WAIS-Annual-Report-2024.pdf)`\n- They made up 10.7%\nprevalent in para-sport, with athletes often encouraged to remain with support networks in their home state.\nof the 467 Australian team members in WAIS supported sports, exceeding the internal forecast of 38 Sport Program Scholarship athletes formed 54.5% of scholarship representatives, and Individual Athlete\nrepresentatives and achieving the 10-12% KPI target range.\n Source: `annual-reports/2025.pdf (https://wais.org.au/wp-content/uploads/2026/05/WAIS-Annual-Report-2025_FINAL.pdf)`\n- This result exceeded 12%\nimportance of keeping pace\nthe forecast of seven 10% with national growth through\npodiums but remained below 8% state initiatives and a strong\nthe 10–12% target range.\n Source: `annual-reports/2025.pdf (https://wais.org.au/wp-content/uploads/2026/05/WAIS-Annual-Report-2025_FINAL.pdf)`\n- This result, if achieved would have been an improvement\nare the competitions\non our 2016 contribution of 54 athletes (38 Olympic and 16\nwhich give WAIS Paralympic).\n Source: `annual-reports/2020.pdf (https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.pdf)`\n- 5.4 Payables\nCurrent\nTrade Payables 205,816 265,635\nGST Liability 683,540 39,032\nAccrued Termination Payments 171,746 -\nOlympic Selection Funding 224,000 -\nOther Payables 38,121 61,699\n1,323,223 366,336\nPayables are recognised at the amounts payable when the Institute\nbecomes obliged to make future payments as a result of a purchase\nof assets or services.\n Source: `annual-reports/2020.pdf (https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.pdf)`\n- [pages 56,57,58]\nables 205,816 265,635\nGST Liability 683,540 39,032\nAccrued Termination Payments 171,746 -\nOlympic Selection Funding 224,000 -\nOther Payables 38,121 61,699\n1,323,223 366,336\nPayables are recognised at the amounts payable when the Institute\nbecomes obliged to make future payments as a result of a purchase\nof assets or services.\n Source: `annual-reports/2020.pdf (https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.pdf)`\n- As a result, these standards were adopted for the first time from 1 January 2020.\n(a) AASB 15 Revenue from Contract with Customers and AASB 1058 Income of Not-for-Profit Entities\nAASB 15 Revenue from Contracts with Customers replaces AASB 118 Revenue and AASB 111 Construction Contracts\nfor annual reporting periods on or after 1 January 2019.\n Source: `annual-reports/2020.pdf (https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $44,540 | 4.2(a) Depreciation and impairment\nCharge for the period\nPlant, equipment and vehicles 31,240 -\nTotal right-of-use asset depreciation 31,240 -\nLease Interest Expense 451 -\nThe total cash outflow for leases in 2020 was $44,540 (2019: $-). | `annual-reports/2020.pdf (https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.pdf)` |\n| $5,000 | 4.3 Intangibles\n2020 Software $ Total $\nCarrying amount at start of period 55,836 55,836\nAdditions - -\nDisposals - -\nAmortisation expense (25,771) (25,771)\nCarrying amount at end of period 30,065 30,065\nInitial recognition\nAcquisitions of intangible assets costing $5,000 or more and internally\ngenerated intangible assets costing $5,000 or more that comply with the\nrecognition criteria as per AASB 138.57 (as noted below), are capitalised. | `annual-reports/2020.pdf (https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.pdf)` |\n| $46,800 , $46,850 | 4.2(a) Depreciation and impairment\nCharge for the period\nPlant, equipment and vehicles 44,859 46,541\nTotal right-of-use asset depreciation 44,859 46,541\nLease Interest Expense 414 152\nThe total cash outflow for leases in 2022 was $46,800 (2021: $46,850). | `annual-reports/2022.pdf (https://wais.org.au/wp-content/uploads/2023/05/WAIS-Annual-Report-2022.pdf)` |\n| $94,403 | [Page 32]\nFINANCIAL FINANCIAL\nNOTES TO THE FINANCIAL STATEMENTS NOTES TO THE FINANCIAL STATEMENTS\n2023 2022 2023 2022\n$ $ $ $\n4.2 Right of Use Asset 4.3 Intangibles\nCarrying amount at beginning of period 62,529 13,006 2023 Software $ Total $\nAdditions - 94,403 Carrying amount at start of period - -\nDepreciation (47,648) (44,879) Amortisation expense - -\nCarrying amount at end of the period 14,881 62,530 Carrying amount at end of period - -\nAdditi | `annual-reports/2023.pdf (https://www.wais.org.au/wp-content/uploads/2024/05/2023-WAIS-Annual-Report-digital-FINAL.pdf)` |\n| $48,204 , $46,800 | Charge for the period\n4.3(a) Amortisation and impairment\nPlant, equipment and vehicles 47,648 44,879\nCharge for the period\nTotal right-of-use asset depreciation 47,648 44,879 Software - 4,295\nLease Interest Expense 208 414 Total amortisation for the period - 4,295\nThe total cash outflow for leases in 2023 was $48,204 (2022: $46,800). | `annual-reports/2023.pdf (https://www.wais.org.au/wp-content/uploads/2024/05/2023-WAIS-Annual-Report-digital-FINAL.pdf)` |\n| $65,000 , $62,460\n, $60,000 , $58,198\n, $55,000 , $53,500 | A comparison to previous years results indicates that cost increases in 2020 were minor\nand well managed and therefore corporate services continue to delivered in a cost efficient manner.\n$65,000 35.0%\n18 Months to 31 December 2019,\n$62,460\n$60,000 30.0%\n18 Months to 31 December 2019,\n$58,198\n$55,000 25.0%\n12 Months to 31 December 2020,\n$53,500\n$50,000 20.0%\n12 Months to 30 June 2018, $48,251\n$45,000 15.0%\n12 Months to 31 December 2020,\n12 Months | `annual-reports/2020.pdf (https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.pdf)` |\n\n## Key Achievements\n\n- Below are the Processes Established:\nkey highlights of our achievements in 2024 and the goals set Reporting processes for the NIF were implemented,\nfor 2025.\nreflecting our commitment to integrity and compliance\n2024 Achievements standards within sports programs.\n Source: `annual-reports/2024.pdf (https://wais.org.au/wp-content/uploads/2025/04/WAIS-Annual-Report-2024.pdf)`\n- [Page 15]\nREPORTS REPORTS\nA major highlight was the launch of the WAIS Para Unit, Governance, Risk & Compliance\ndelivered through a highly successful media campaign Significant progress has been made in strengthening\nthat attracted significant coverage and strengthened WAIS’ governance and compliance frameworks.\n Source: `annual-reports/2025.pdf (https://wais.org.au/wp-content/uploads/2026/05/WAIS-Annual-Report-2025_FINAL.pdf)`\n- A comparison to previous years results indicates that cost increases in 2020 were minor\nand well managed and therefore corporate services continue to delivered in a cost efficient manner.\n$65,000 35.0%\n18 Months to 31 December 2019,\n$62,460\n$60,000 30.0%\n18 Months to 31 December 2019,\n$58,198\n$55,000 25.0%\n12 Months to 31 December 2020,\n$53,500\n$50,000 20.0%\n12 Months to 30 June 2018, $48,251\n$45,000 15.0%\n12 Months to 31 December 2020,\n12 Months to 30 June 2018, $42,122 $42,621\n$40,000 10.0%\n$35,000 5.0%\n$30,000 0.0%\n12 Months to 30 June 2018 18 Months to 31 December 2019 12 Months to 31 December 2020\ndetroppuS\netelhtA\nrep\ntsoc\nlaicnaniF\nsecicvreS\netaroproC\nfo\ntsoC\nFINANCIAL\nWAIS Efficiency as Indicated by Financial Cost Per Athlete Supported\nand Cost of Corporate Services as a Percentage of Total Expenditure\nTarget\n Source: `annual-reports/2020.pdf (https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.pdf)`\n- General, Education Business Services at the Department of\nEducation and has worked in the Western Australian public\nIn his Rowing career, Stuart achieved many highlights including\nsector for 19 years, holding senior executive positions in the\nrepresenting Australia at 2 Olympic Games, Sydney 2000 and\nDepartments of the Premier and Cabinet and Finance, as well\nAthens 2004, winning Bronze in the men’s 8+ in 2004.\n Source: `annual-reports/2022.pdf (https://wais.org.au/wp-content/uploads/2023/05/WAIS-Annual-Report-2022.pdf)`\n- [pages 41,42]\nled out and involves education about how to better manage the relationships.183 WAIS staff\ncompleted two 2-3hr online workshops in late 2021 (due to COVID restrictions) with a third in-person\nworkshop scheduled for February or once borders are re-opened.\n Source: `other-pdfs/WAIS-GYMNASTICS-REVIEW_FULL-REPORT.pdf (https://www.wais.org.au/wp-content/uploads/2023/06/WAIS-GYMNASTICS-REVIEW_FULL-REPORT.pdf)`\n- Data management Tools and technology\nPerformance Systems and Analytics Team\nOperational Plan, Targets and Achievements\nPSA delivered 14 projects during 2022, covering the\ncontinuation of data discovery work, the rollout of Individual Collaboration between coaches, athletes, and support staff\nAthlete Performance Plans across WAIS sports programs, and is critical to the meaningful application of data in decision\ncollaboration with sports programs to build tools to promote making.\n Source: `annual-reports/2022.pdf (https://wais.org.au/wp-content/uploads/2023/05/WAIS-Annual-Report-2022.pdf)`\n- High Performance Service Centre Usage\n140,000\nFinance\n120,000\nDuring 2020 the finance team completed the transition 100,000\nto a calendar financial year, fully aligning budgeting and 80,000\nfinancial reporting with the sporting calendar.\n Source: `annual-reports/2020.pdf (https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.pdf)`\n- [Page 21]\nPERFORMANCE ENHANCEMENT\n2022 saw World Championships, Para World Championships,\nATHLETE TALENT PIPELINE STATUS\nOpen Water and Open Water Marathon Swim World\nChampionships, World Short Course and Commonweatlh\nCOMPETITION PERFORMANCE POTENTIAL TO PROGRESS\nGames opportunities for our scholarship holders and graduate\n100 100 100 91\nathletes (WACG).\n Source: `annual-reports/2022.pdf (https://wais.org.au/wp-content/uploads/2023/05/WAIS-Annual-Report-2022.pdf)`\n- COMPETITION PERFORMANCE POTENTIAL TO PROGRESS\n100 100\nRowing 80 70 78 80 76 79\n60 61 60 58\nTwo athletes graduated into Rowing Australia National Training 40 40\n20 20\nCentres.\n Source: `annual-reports/2022.pdf (https://wais.org.au/wp-content/uploads/2023/05/WAIS-Annual-Report-2022.pdf)`\n- [Page 56]\nFINANCIAL\nNOTES TO THE FINANCIAL STATEMENTS\n2022 2021\n$ $\nOther provisions\nEmployment on-costs (d) 88,392 54,522\n88,392 54,522\nTotal current employee related provisions 609,302 538,036\nNON-CURRENT\nEmployee benefits provision\nLong service leave (b) 185,098 149,814\nOther provisions\nEmployment on-costs (d) 33,318 10,078\nTotal non-current employee related provisions 218,416 159,892\nTotal employee related provisions 827,718 697,928\nProvision is made for benefits accruing to employees in respect of annual\nleave and long service leave for services rendered up to the reporting date and\nrecorded as an expense during the period the services are delivered.\n(a) Annual leave liabilities have been classified as current as there is no\nunconditional right to defer settlement for at least 12 months after the\nreporting period.\n Source: `annual-reports/2022.pdf (https://wais.org.au/wp-content/uploads/2023/05/WAIS-Annual-Report-2022.pdf)`\n- [Page 7]\nORGANISATION ORGANISATION\nWAIS BOARD\nDr Neale Fong Personal achievements for Mr Dreibergs included, completing As well as being a member of CPA Australia and the Australian Peta Slocombe\na Master of Business Administration 2002 and being awarded Institute of Company Directors, Kaylene is a Director on\nChair as of 11/09/2023 Joined WAIS Board: 26/09/2023\nJoined WAIS Board: 11/09/2023 the Australian Police Medal (APM) in 2010.\n Source: `annual-reports/2023.pdf (https://www.wais.org.au/wp-content/uploads/2024/05/2023-WAIS-Annual-Report-digital-FINAL.pdf)`\n- 4 2\nIAP\nWAIS Head Coach, Brad Ness OAM was recognised both\n9 6\nfor his high-performance achievements and advocacy of Sailing\nParalympic sport, winning the coveted Sport Award at the 2 2\nCanoeing\nWest Australian of the Year Awards.\n Source: `annual-reports/2023.pdf (https://www.wais.org.au/wp-content/uploads/2024/05/2023-WAIS-Annual-Report-digital-FINAL.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- The trend\nAggregate amount of personal use\nover the past six years is shown below;\nexpenditure settled after the period - -\n(after 5 working days)\nResults by Stakeholder Type\n4.0\nAggregate amount of personal use 3.5\n- - 3.0\nexpenditure outstanding at balance date 2.5\n2.0\n1.5\n1.0\nHuman Resources 0.5\n0.0\nKRA Staff 2015 2016 2017 2018 2019 2020\nEmployee Partner Athlete\nOrganisational Climate\nDamien Fitzpatrick | Corporate Services Manager\nWAIS continues to foster a highly engaged workforce despite\nof the challenges that 2020 presented.\n Source: `annual-reports/2020.pdf (https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.pdf)`\n- The related\nliability is included in ‘Employment on costs provision’\nEmployment on-cost provision\nCarrying amount at start of period 48,573 59,188\nMovements during period 12,542 (10,615)\nCarrying amount at end of year 61,115 48,573\nKey sources of estimation uncertainty – long service leave\nKey estimates and assumptions concerning the future are based on historical\nexperience and various other factors that have a significant risk of causing a\nmaterial adjustment to the carrying amount of assets and liabilities within the\nnext financial year.\n Source: `annual-reports/2020.pdf (https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.pdf)`\n- [Page 57]\nFINANCIAL\nNOTES TO THE FINANCIAL STATEMENTS\n2020 2019\n$ $\n6.1 Cash and cash equivalents\nDeposits - 2,000,000\nCash at Bank 10,903,915 3,404,309\nCash on hand 300 300\n10,904,215 5,404,609\nFor the purpose of the statement of cash flows, cash and cash equivalent\nassets comprise cash on hand and short-term deposits with original maturities\nof three months or less that are readily convertible to a known amount of cash\nand which are subject to insignificant risk of changes in value.\n Source: `annual-reports/2020.pdf (https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.pdf)`\n- [Page 57]\nFINANCIAL\nNOTES TO THE FINANCIAL STATEMENTS\n2022 2021\n$ $\nEmployment on-cost provision\nCarrying amount at start of period 64,600 61,115\nMovements during period 57,110 3,485\nCarrying amount at end of year 121,710 64,600\nKey sources of estimation uncertainty – long service leave\nKey estimates and assumptions concerning the future are based on historical\nexperience and various other factors that have a significant risk of causing a\nmaterial adjustment to the carrying amount of assets and liabilities within the\nnext financial year.\n Source: `annual-reports/2022.pdf (https://wais.org.au/wp-content/uploads/2023/05/WAIS-Annual-Report-2022.pdf)`\n- Cash and cash equivalents 6.1 11,330,109 2,334,850\nLease Liabilities 6.2 47,996 -\nNon-cancellable lease commitments 6.3 477,040 671,909\nFinance cost 6.4 414 152\n6.1 Cash and cash equivalents\nCash at Bank 11,330,109 2,334,550\nCash on hand - 300\n11,330,109 2,334,850\nFor the purpose of the statement of cash flows, cash and cash\nequivalent assets comprise cash on hand and short-term deposits\nwith original maturities of three months or less that are readily\nconvertible to a known amount of cash and which are subject to\ninsignificant risk of changes in value.\n Source: `annual-reports/2022.pdf (https://wais.org.au/wp-content/uploads/2023/05/WAIS-Annual-Report-2022.pdf)`\n- WAIS also had $52,207\nhigher-than-expected legal fees $50,000\nas it sought advice on responding $45,000\n$42,621\nthe recommendations contained\n$40,000\nwithin Sport Integrity Australias\nfinal report from its review of WAIS’ $35,000\n2020 2021 2022\nformer Women’s Artistic Gymnastics\nProgram.\nsralloD\nFINANCIAL\nWAIS Efficiency as Indicated by Cost of Corporate\nServices as a Percentage of Total Expenditure\n30%\nTarget Maxium\n25%\n25%\n20%\n15%\n10%\n5%\n0%\n2020 2021 2022\nCost of Corporate Services as a % of Total Expenditure\nWAIS Efficiency as Indicated by\nFinancial Cost Per Athlete Supported\nActual Cost per athlete Target Cost per athlete\n80\n Source: `annual-reports/2022.pdf (https://wais.org.au/wp-content/uploads/2023/05/WAIS-Annual-Report-2022.pdf)`\n- [Page 29]\nFINANCIAL FINANCIAL\nNOTES TO THE FINANCIAL STATEMENTS NOTES TO THE FINANCIAL STATEMENTS\n2023 2022 2023 2022\n$ $ $ $\nOther provisions Employment On-Cost Provision\nEmployment on-costs (c) 76,613 88,392 Carrying amount at start of period 121,710 64,600\nMovements during period (20,561) 57,110\n76,613 88,392\nCarrying amount at end of year 101,149 121,710\nTotal current employee related provisions 525,034 609,302 Key Sources of Estimation Uncertainty – Long Sevice Leave\nKey estimates and assumptions concerning the future are based on historical\nNON-CURRENT\nexperience and various other factors that have a significant risk of causing a\nEmployee Benefits Provision material adjustment to the carrying amount of assets and liabilities within the\nnext financial year.\n Source: `annual-reports/2023.pdf (https://www.wais.org.au/wp-content/uploads/2024/05/2023-WAIS-Annual-Report-digital-FINAL.pdf)`\n- Restricted Cash 122,059 -\nTotal Cash and Cash Equivalents 10,223,338 11,330,109\nFor the purpose of the statement of cash flows, cash and cash\nequivalent assets comprise cash on hand and short-term deposits\nwith original maturities of three months or less that are readily\nconvertible to a known amount of cash and which are subject to\ninsignificant risk of changes in value.\n Source: `annual-reports/2023.pdf (https://www.wais.org.au/wp-content/uploads/2024/05/2023-WAIS-Annual-Report-digital-FINAL.pdf)`\n- With expertise across both Olympic\nProfessor Cheryl Kickett – Tucker AM\nand Paralympic contexts, Elise has held senior leadership\nChief Executive Officer\nroles within National Sporting Organisations and Games Joined: 04/12/2023\nPartners and has served on various high-performance system Retired: 30/06/2024\nadvisory groups, where her insights, attention to detail and\nExecutive Assistant\nTelethon\nWA High Podium National Pathways\nPeople & Integrity &\nChief Medical Performance Performance Performance Performance Operations\nCommunity Safeguarding\nOfficer Research Team Team Team Director\nManager Manager\nDirector Director Director Director\nPerformance\nHuman\nSystems & Athletics Canoeing Cycling Finance\nResources\nAnalytics\nGovernance,\nMedia &\nSwimming Sailing Diving Risk &\nCommunications\nCompliance\nWheelchair Facilities &\nHockey\nBasketball Operations\nWomen’s\nBasketball Rowing Projects\nIndividual\n Source: `annual-reports/2024.pdf (https://wais.org.au/wp-content/uploads/2025/04/WAIS-Annual-Report-2024.pdf)`\n- [Page 29]\nFINANCIAL FINANCIAL\nNOTES TO THE FINANCIAL STATEMENTS NOTES TO THE FINANCIAL STATEMENTS\n2024 2023 2024 2023\n$ $ $ $\nOther provisions Employment On-Cost Provision\nEmployment on-costs (c) 74,116 76,613 Carrying amount at start of period 101,149 121,710\nMovements during period 9,281 (20,561)\n74,116 76,613\nCarrying amount at end of year 110,430 101,149\nTotal current employee related provisions 505,734 525,034 Key Sources of Estimation Uncertainty – Long Sevice Leave\nKey estimates and assumptions concerning the future are based on historical\nNON-CURRENT\nexperience and various other factors that have a significant risk of causing a\nEmployee Benefits Provision material adjustment to the carrying amount of assets and liabilities within the\nnext financial year.\n Source: `annual-reports/2024.pdf (https://wais.org.au/wp-content/uploads/2025/04/WAIS-Annual-Report-2024.pdf)`\n- Total Cash and Cash Equivalents 4,860,834 10,223,338 Variable lease payments, not included in the measurement of lease liability,\nthat are dependent on sales, are recognised by the Institute in profit or loss in\nFor the purpose of the statement of cash flows, cash and cash the period in which the condition that triggers those payments occurs.\nequivalent assets comprise cash on hand and short-term deposits\nThis section should be read in conjunction with note 4.2 Right-of-use assets.\nwith original maturities of three months or less that are readily\nSubsequent Measurement\nconvertible to a known amount of cash, and which are subject to\ninsignificant risk of changes in value.\n Source: `annual-reports/2024.pdf (https://wais.org.au/wp-content/uploads/2025/04/WAIS-Annual-Report-2024.pdf)`\n- 90,557 74,116\nEmployment On-Cost Provision\nCarrying amount at start of period 110,430 101,149\nTotal current employee related provisions 554,949 505,734\nMovements during period (2,535) 9,281\nNON-CURRENT\nCarrying amount at end of year 107,895 110,430\nEmployee Benefits Provision\nKey Sources of Estimation Uncertainty – Long Service Leave\nLong service leave (b) 88,913 191,127\nKey estimates and assumptions concerning the future are based on\nOther Provisions historical experience and various other factors that have a significant\nrisk of causing a material adjustment to the carrying amount of\nEmployment on-costs (c) 17,338 36,314\nassets and liabilities within the next financial year.\n Source: `annual-reports/2025.pdf (https://wais.org.au/wp-content/uploads/2026/05/WAIS-Annual-Report-2025_FINAL.pdf)`\n- Total Cash and Cash Equivalents 7,325,162 4,860,834\nSubsequent Measurement\nFor the purpose of the statement of cash flows, cash and Lease liabilities are measured by increasing the carrying amount to\ncash equivalent assets comprise cash on hand and short- reflect interest on the lease liabilities; reducing the carrying amount to\nterm deposits with original maturities of three months or less reflect the lease payments made; and remeasuring the carrying\nthat are readily convertible to a known amount of cash, and amount at amortised cost, subject to adjustments to reflect any\nwhich are subject to insignificant risk of changes in value. reassessment or lease modifications.\n Source: `annual-reports/2025.pdf (https://wais.org.au/wp-content/uploads/2026/05/WAIS-Annual-Report-2025_FINAL.pdf)`\n- However, since the Royal Commission into Institutions Responses to Child Sexual Abuse, established in 2013\n(Final Report published in 2017188), 122 recommendations were made by the Commonwealth Government, to\naddress key risk areas identified by the Commission.\n Source: `other-pdfs/WAIS-GYMNASTICS-REVIEW_FULL-REPORT.pdf (https://www.wais.org.au/wp-content/uploads/2023/06/WAIS-GYMNASTICS-REVIEW_FULL-REPORT.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 5]\nStrategic Pillar\n02\nPeople and\nCulture\nWhat we will do:\n• Attract, develop and retain staff who align with\nour values and a culture built around trust and\nintegrity, with the skills to solve the challenges\nbefore them.\n• Build a values-driven, inclusive, and supportive\nenvironment that prioritises staff wellbeing and\nengagement.\n• Continuously evolve how our teams work\ntogether to maximise collaboration, impact and\neffectiveness.\n• Empower our people to take bold action when\nit matters most – speaking up, stepping in and\nmaking a positive impact.\n• Invest in our staff so they are skilled, feel valued\nand develop their leadership capabilities.\n Source: `strategies/WAIS-Strategic-Plan.pdf (https://wais.org.au/wp-content/uploads/2025/08/WAIS-Strategic-Plan.pdf)`\n- The primary expenses incurred\nby the Institute in achieving its objectives and the relevant notes are:\nNote 2020 2019\n$ $\nEmployee benefits expenses 2.1(a) 5,072,636 7,112,361\nEmployee related provisions 2.1(b) 769,876 829,474\nOther expenditure 2.2 5,150,039 10,723,793\n2.1(a) Employee benefits expenses\nWages and salaries (a) 4,063,562 5,699,055\nTermination Benefits (b) 155,442 251,434\nAnnual leave 336,349 482,694\nLong service leave 89,933 66,401\nSuperannuation (c) 427,350 612,777\n5,072,636 7,112,361\n(a) Includes the value of the fringe benefit to the employee plus\nthe fringe benefits tax component.\n(b) Termination benefits are payable when employment is\nterminated before normal retirement date, or when an\nemployee accepts an offer of benefits in exchange for\nthe termination of employment.\n Source: `annual-reports/2020.pdf (https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.pdf)`\n- Women’s Basketball 10 8 6 0 0 0 84 71 79 10 8 6 0 0 0 78 67 76\n40 40\nThe Women’s Basketball program launched in October 2022 20 20\n0 0\nwith former professional player and Basketball Australia / NBA 2020 2021 2022 2020 2021 2022\nAcademy Talent Identification Coordinator, Shane McDonald, CHAMPION BEHAVIOURS TALENT SUPPLY\nappointed inaugural Head Coach.\n Source: `annual-reports/2022.pdf (https://wais.org.au/wp-content/uploads/2023/05/WAIS-Annual-Report-2022.pdf)`\n- The delayed start\n500\nof WAIS’ Women’s Basketball program and the restart of the\n0\ncycling program also contributed to reduced usage compared 2020 2021 2022\nCommunity Partners Professional\nto pre-COVID years.\nsruoh\ndna\nsnoisses\nfo\n.oN\nCORPORATE SERVICES\nNicholas Timmings\nHigh Performance Service Centre Usage\nTraining Sessions Training Hours\n32\n Source: `annual-reports/2022.pdf (https://wais.org.au/wp-content/uploads/2023/05/WAIS-Annual-Report-2022.pdf)`\n- [Page 56]\nFINANCIAL\nNOTES TO THE FINANCIAL STATEMENTS\n2022 2021\n$ $\nOther provisions\nEmployment on-costs (d) 88,392 54,522\n88,392 54,522\nTotal current employee related provisions 609,302 538,036\nNON-CURRENT\nEmployee benefits provision\nLong service leave (b) 185,098 149,814\nOther provisions\nEmployment on-costs (d) 33,318 10,078\nTotal non-current employee related provisions 218,416 159,892\nTotal employee related provisions 827,718 697,928\nProvision is made for benefits accruing to employees in respect of annual\nleave and long service leave for services rendered up to the reporting date and\nrecorded as an expense during the period the services are delivered.\n(a) Annual leave liabilities have been classified as current as there is no\nunconditional right to defer settlement for at least 12 months after the\nreporting period.\n Source: `annual-reports/2022.pdf (https://wais.org.au/wp-content/uploads/2023/05/WAIS-Annual-Report-2022.pdf)`\n- They represent 3.2 Contributions from Sporting Bodies\nthe fair value of the HPSC lease which includes a cash component\nContributions from sporting bodies 1,187,508 1,169,199\nand services free of charge provided by VenuesWest as part of their\nCommunity Service Obligation.\n Source: `annual-reports/2023.pdf (https://www.wais.org.au/wp-content/uploads/2024/05/2023-WAIS-Annual-Report-digital-FINAL.pdf)`\n- 3.2 Contributions from Sporting Bodies\nThey represent the fair value of the HPSC lease which includes a\nContributions from sporting bodies 1,484,331 1,187,508\ncash component and services free of charge provided by\nVenuesWest as part of their Community Service Obligation.\n Source: `annual-reports/2024.pdf (https://wais.org.au/wp-content/uploads/2025/04/WAIS-Annual-Report-2024.pdf)`\n- [Page 14]\nREPORTS REPORTS\nCORPORATE\nSERVICES\nJoshua Yong R U OK Day with Tegan Reder\n2025 was a year of foundational refresh across Corporate Services, with targeted Use of the WAIS High Performance Service Centre People & Integrity\n(HPSC) saw a significant increase in the number of The People & Integrity department was incredibly busy\nimprovements delivered in systems, processes, compliance, branding, and\nbookings, with the revenue generated being 26% higher in 2025, supporting recruitment around the new cycle\ninfrastructure. than the budget anticipated. and undergoing restructuring to now fall under\nCorporate Services.\n Source: `annual-reports/2025.pdf (https://wais.org.au/wp-content/uploads/2026/05/WAIS-Annual-Report-2025_FINAL.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/2020.pdf` - annual-reports - https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.pdf\n- `annual-reports/2022.pdf` - annual-reports - https://wais.org.au/wp-content/uploads/2023/05/WAIS-Annual-Report-2022.pdf\n- `annual-reports/2023.pdf` - annual-reports - https://www.wais.org.au/wp-content/uploads/2024/05/2023-WAIS-Annual-Report-digital-FINAL.pdf\n- `annual-reports/2024.pdf` - annual-reports - https://wais.org.au/wp-content/uploads/2025/04/WAIS-Annual-Report-2024.pdf\n- `annual-reports/2025.pdf` - annual-reports - https://wais.org.au/wp-content/uploads/2026/05/WAIS-Annual-Report-2025_FINAL.pdf\n- `strategies/WAIS-Strategic-Plan.pdf` - strategies - https://wais.org.au/wp-content/uploads/2025/08/WAIS-Strategic-Plan.pdf\n- `pages/about.html` - pages - https://www.wais.org.au/about-wais/integrity-at-wais/\n- `pages/homepage.html` - pages - https://www.wais.org.au/\n- `pages/news-latest.html` - pages - https://www.wais.org.au/news/\n- `pages/publications-index.html` - pages - https://www.wais.org.au/about-wais/publications/\n- `other-pdfs/freedom-of-information-statement.pdf` - other-pdfs - https://www.wais.org.au/wp-content/uploads/2022/01/freedom-of-information-statement.pdf\n- `other-pdfs/Gymnasts-Apology-FINAL.pdf` - other-pdfs - https://www.wais.org.au/wp-content/uploads/2023/05/Gymnasts-Apology-FINAL.pdf\n- `other-pdfs/WAIS-GYMNASTICS-REVIEW_FULL-REPORT.pdf` - other-pdfs - https://www.wais.org.au/wp-content/uploads/2023/06/WAIS-GYMNASTICS-REVIEW_FULL-REPORT.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# Western Australian Institute of Sport - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:41:26.663621+00:00\n**Entity ID**: S-WA-046\n**Jurisdiction**: Western Australia\n**Portfolio**: Sport\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: 13\n- Unique legislation references found: 10\n\n| Type | Count |\n|---|---:|\n| Act | 10 |\n\n## Legislation References\n\n### Financial Management Act 2006\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 16\n**Register search**: https://www.legislation.wa.gov.au/search?query=Financial+Management+Act+2006\n\n**Sources**:\n- `annual-reports/2020.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/WAIS-GYMNASTICS-REVIEW_FULL-REPORT.pages.jsonl`\n\n**Evidence contexts**:\n- sponsibilities\nThe Board is responsible for designing, implementing and maintaining controls to ensure that the\nreceipt, expenditure and investment of money, the acquisition and disposal of property, and the\nincurring of liabilities are in accordance with the Financial Management Act 2006, the Treasurer’s\nInstructions and other relevant written law.\nAuditor General’s Responsibilities\nAs required by the Auditor General Act 2006, my responsibility as an assurance practitioner is to\nexpress an opinion on the suitability of the design of the contr\n Source: `annual-reports/2020.pages.jsonl`\n- not\nbeen reported. My opinion is not modified in respect of this matter.\nThe Board’s Responsibility for the key performance indicators\nThe Board is responsible for the preparation and fair presentation of the key performance indicators\nin accordance with the Financial Management Act 2006 and the Treasurer’s Instructions, and for\nsuch internal control as the Board determines necessary to enable the preparation of key\nperformance indicators that are free from material misstatement, whether due to fraud or error.\nIn preparing the key performance\n Source: `annual-reports/2020.pages.jsonl`\n- ALIAN INSTITUTE OF SPORT (INC)\nANNUAL FINANCIAL STATEMENTS\nFor the reporting period ended 31 December 2020\nCERTIFICATION OF FINANCIAL STATEMENTS\nThe accompanying financial statements of the Institute have been prepared in compliance with the provisions of the Financial\nManagement Act 2006 from proper accounts and records to present fairly the financial transactions for the reporting period\nending on 31 December 2020 and the financial position as at 31 December 2020.\nAt the date of signing we are not aware of any circumstances which would rende\n Source: `annual-reports/2020.pages.jsonl`\n- rt of these financial statements.\nThese annual financial statements were authorised for issue by the Accountable Authority of the Institute on 8 March 2021.\nStatement of compliance\nThese general purpose financial statements are prepared in accordance with:\n1. The Financial Management Act 2006 (FMA)\n2. The Treasurer’s Instructions (TIs)\n3. Australian Accounting Standards (AASs) – Reduced Disclosure Requirements\n4. Where appropriate, those AAS paragraphs applicable for not for profit entities have been applied.\nThe Financial Management Act 2006 and\n Source: `annual-reports/2020.pages.jsonl`\n- :\n1. The Financial Management Act 2006 (FMA)\n2. The Treasurer’s Instructions (TIs)\n3. Australian Accounting Standards (AASs) – Reduced Disclosure Requirements\n4. Where appropriate, those AAS paragraphs applicable for not for profit entities have been applied.\nThe Financial Management Act 2006 and the Treasurer’s Instructions take precedence over AASs. Several AASs are\nmodified by TIs to vary application, disclosure format and wording. Where modification is required and has had a\nmaterial or significant financial effect upon the reported results, d\n Source: `annual-reports/2020.pages.jsonl`\n\n### Auditor General Act 2006\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 9\n**Register search**: https://www.legislation.wa.gov.au/search?query=Auditor+General+Act+2006\n\n**Sources**:\n- `annual-reports/2020.pages.jsonl`\n- `annual-reports/2025.pages.jsonl`\n\n**Evidence contexts**:\n- with the Australian Auditing Standards. My responsibilities\nunder those standards are further described in the Auditor’s Responsibilities for the Audit of the\nFinancial Statements section of my report. I am independent of the Institute in accordance with the\nAuditor General Act 2006 and the relevant ethical requirements of the Accounting Professional &\nEthical Standards Board’s APES 110 Code of Ethics for Professional Accountants (including\nindependence Standards) (the Code) that are relevant to my audit of the financial statements. I\nha\n Source: `annual-reports/2020.pages.jsonl`\n- ing\nthe going concern basis of accounting unless the Western Australian Government has made policy\nor funding decisions affecting the continued existence of the Institute.\nAuditor’s Responsibilities for the Audit of the Financial Statements\nAs 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 whether\nthe financial statements as a whole are free from material misstatement, whether due to fraud or\nerror, and to\n Source: `annual-reports/2020.pages.jsonl`\n- t of money, the acquisition and disposal of property, and the\nincurring of liabilities are in accordance with the Financial Management Act 2006, the Treasurer’s\nInstructions and other relevant written law.\nAuditor General’s Responsibilities\nAs required by the Auditor General Act 2006, my responsibility as an assurance practitioner is to\nexpress an opinion on the suitability of the design of the controls to achieve the overall control\nobjectives, and the implementation of the controls as designed. I conducted my engagement in\naccordance wi\n Source: `annual-reports/2020.pages.jsonl`\n- he Board is responsible for identifying key\nperformance indicators that are relevant and appropriate, having regard to their purpose in\naccordance with Treasurer’s Instruction 904 Key Performance Indicators.\nAuditor General’s Responsibility\nAs required by the Auditor General Act 2006, my responsibility as an assurance practitioner is to\nexpress an opinion on the key performance indicators. The objectives of my engagement are to\nobtain reasonable assurance about whether the key performance indicators are relevant and\nappropriate to assist\n Source: `annual-reports/2020.pages.jsonl`\n- o provide a basis for my\nopinion.\nPage 3 of 4\n37\n\n[page 40]\nFINANCIAL\nINDEPENDENT AUDITOR’S REPORT\nMy Independence and Quality Control Relating to the Reports on Controls and Key\nPerformance Indicators\nI have complied with the independence requirements of the Auditor General Act 2006 and the\nrelevant ethical requirements relating to assurance engagements. In accordance with ASQC 1\nQuality Control for Firms that Perform Audits and Reviews of Financial Reports and Other Financial\nInformation, and Other Assurance Engagements, the Office of t\n Source: `annual-reports/2020.pages.jsonl`\n\n### Sport Integrity Australia Act 2020\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.wa.gov.au/search?query=Sport+Integrity+Australia+Act+2020\n\n**Sources**:\n- `other-pdfs/WAIS-GYMNASTICS-REVIEW_FULL-REPORT.pages.jsonl`\n\n**Evidence contexts**:\n- ndard of proof allows the process to be trauma-informed in order for participants to share their\nexperiences, without the need for rigorous investigation to substantiate allegations. That is, the complaints\nmade by gymnasts are taken to be prima facie true.\n6 Sport Integrity Australia Act 2020, s.4 (Definitions).\nSPORT INTEGRITY AUSTRALIA | WAIS Women’s Artistic Gymnastics Program Review 5\n\n[page 12]\nIt is important to note that that this is a lower standard of proof than ‘on the balance of probabilities’, which\nis the standard applied in certain a\n Source: `other-pdfs/WAIS-GYMNASTICS-REVIEW_FULL-REPORT.pages.jsonl`\n- gram means the Western Australian Women’s Artistic Gymnastics program\nconducted by the Western Australian Institute of Sport Inc. from approximately 1988 to\n2016.\n Protected Information means information that:\na) was obtained under or for the purposes of the Sport Integrity Australia Act 2020 (Cth)\nor a legislative instrument made under the Sport Integrity Australia Act 2020 (Cth);\nand\nb) relates to the affairs of a person (other than an entrusted person); and\nc) identifies, or is reasonably capable of being used to identify, the person.\n Review\n Source: `other-pdfs/WAIS-GYMNASTICS-REVIEW_FULL-REPORT.pages.jsonl`\n- he Western Australian Institute of Sport Inc. from approximately 1988 to\n2016.\n Protected Information means information that:\na) was obtained under or for the purposes of the Sport Integrity Australia Act 2020 (Cth)\nor a legislative instrument made under the Sport Integrity Australia Act 2020 (Cth);\nand\nb) relates to the affairs of a person (other than an entrusted person); and\nc) identifies, or is reasonably capable of being used to identify, the person.\n Review means the review to be conducted by Sport Integrity Australia in accordance\nwith the\n Source: `other-pdfs/WAIS-GYMNASTICS-REVIEW_FULL-REPORT.pages.jsonl`\n- nal Information\nThe Parties acknowledge and agree that any information exchanged under or in relation to\nthis MOU is to be treated as confidential.\nWAIS acknowledges that Sport Integrity Australia may only disclose Protected Information in\naccordance with the Sport Integrity Australia Act 2020 (Cth).\nWAIS will comply with any conditions, restrictions or caveats imposed by Sport Integrity\nAustralia in respect of the handling, storage or disclosure of information.\nThe Parties acknowledges that the other Party may provide/disclose personal information\n Source: `other-pdfs/WAIS-GYMNASTICS-REVIEW_FULL-REPORT.pages.jsonl`\n\n### Australian Accounting Standards, the Financial Management Act 2006\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 2\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/2020.pages.jsonl`\n\n**Evidence contexts**:\n- oper accounts and present fairly, in all\nmaterial respects, the operating results and cash flows of the Western Australian Institute of Sport\nfor the year ended 31 December 2020 and the financial position at the end of that period. They are\nin accordance with Australian Accounting Standards, the Financial Management Act 2006 and the\nTreasurer’s Instructions.\nBasis for Opinion\nI conducted my audit in accordance with the Australian Auditing Standards. My responsibilities\nunder those standards are further described in the Auditor’s Responsibilities for the Audit of the\nFinancial Sta\n Source: `annual-reports/2020.pages.jsonl`\n- ficient and appropriate to provide a basis for my opinion.\nThe Board’s Responsibilities for the Financial Statements\nThe Board is responsible for keeping proper accounts, and the preparation and fair presentation of\nthe financial statements in accordance with Australian Accounting Standards, the Financial\nManagement Act 2006 and the Treasurer’s Instructions, and for such internal control as the Board\ndetermines is necessary to enable the preparation of financial statements that are free from material\nmisstatement, whether due to fraud or error.\nIn preparing the financial statemen\n Source: `annual-reports/2020.pages.jsonl`\n\n### Sport Integrity Act 2020\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.wa.gov.au/search?query=Sport+Integrity+Act+2020\n\n**Sources**:\n- `other-pdfs/WAIS-GYMNASTICS-REVIEW_FULL-REPORT.pages.jsonl`\n\n**Evidence contexts**:\n- d Western Australian Institute of Sport Inc.\nSPORT INTEGRITY AUSTRALIA | WAIS Women’s Artistic Gymnastics Program Review 47\n\n[page 54]\nOFFICIAL\nDetails\nDate: 24/05/2021\nParties:\nSport Integrity Australia, a non-corporate Commonwealth entity established by the Sport\nIntegrity Act 2020 (Cth); and\nWestern Australian Institute of Sport Inc., an association incorporated under the Associations\nIncorporation Act 2015 (WA).\n1. Background\nA number of former athletes of the Western Australian Institute of Sport (WAIS) Women’s\nArtistic Gymnastics (W\n Source: `other-pdfs/WAIS-GYMNASTICS-REVIEW_FULL-REPORT.pages.jsonl`\n\n### Freedom of Information Act 1992\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.wa.gov.au/search?query=Freedom+of+Information+Act+1992\n\n**Sources**:\n- `other-pdfs/freedom-of-information-statement.pages.jsonl`\n\n**Evidence contexts**:\n- tatement\nIt is the aim of the Western Australian Institute of Sport to make information available promptly\nand at the least possible cost, and whenever possible documents will be provided outside the\nFOI process.\nIf information is not routinely available, the Freedom of Information Act 1992 provides the right\nto apply for documents held by the Western Australian Institute of Sport and to enable the\npublic to ensure that personal information in documents is accurate, complete, up to date and\nnot misleading.\nStructure and functions of WAIS\nA compr\n Source: `other-pdfs/freedom-of-information-statement.pages.jsonl`\n- necessary, documentation in support of their claim to\namend inaccurate, incomplete, out of date or misleading information.\n\n[page 4]\nFreedom of Information Application Form\nPlease fill in this form if you would like to apply for access to documents under the\nFreedom of Information Act 1992 S.12.\nTitle: Hon/Dr/Mr/Mrs/Miss/Ms: _______________________\nGiven Names: _______________________ Surname: _______________________\nPostal address_______________________________________________________\nState _______________________ Postcode: ___________________\n Source: `other-pdfs/freedom-of-information-statement.pages.jsonl`\n\n### Associations Incorporation Act 2015\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.wa.gov.au/search?query=Associations+Incorporation+Act+2015\n\n**Sources**:\n- `other-pdfs/WAIS-GYMNASTICS-REVIEW_FULL-REPORT.pages.jsonl`\n\n**Evidence contexts**:\n- ew 47\n\n[page 54]\nOFFICIAL\nDetails\nDate: 24/05/2021\nParties:\nSport Integrity Australia, a non-corporate Commonwealth entity established by the Sport\nIntegrity Act 2020 (Cth); and\nWestern Australian Institute of Sport Inc., an association incorporated under the Associations\nIncorporation Act 2015 (WA).\n1. Background\nA number of former athletes of the Western Australian Institute of Sport (WAIS) Women’s\nArtistic Gymnastics (WAG) program (the Program) represented by former gymnast, Ms Julia\nMurcia (the Complainants) have raised allegations of mistreatme\n Source: `other-pdfs/WAIS-GYMNASTICS-REVIEW_FULL-REPORT.pages.jsonl`\n\n### Entities), the Financial Management Act 2006\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.wa.gov.au/search?query=Entities%29%2C+the+Financial+Management+Act+2006\n\n**Sources**:\n- `annual-reports/2025.pages.jsonl`\n\n**Evidence contexts**:\n- on and disposal of property\n• preparation and fair presentation of the financial statements in accordance with Australian\nand the incurring of liabilities are in accordance with the Financial Management Act 2006, the\nAccounting Standards (applicable to Tier 2 Entities), the Financial Management Act 2006\nTreasurer’s Instructions and other relevant written law.\nand the Treasurer’s Instructions\n• such internal control as it determines is necessary to enable the preparation of financial Auditor General’s responsibilities\nstatements that are free from material mi\n Source: `annual-reports/2025.pages.jsonl`\n\n### Entities), the Opinion Financial Management Act 2006\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.wa.gov.au/search?query=Entities%29%2C+the+Opinion+Financial+Management+Act+2006\n\n**Sources**:\n- `annual-reports/2025.pages.jsonl`\n\n**Evidence contexts**:\n- respects, the operating results\nand cash flows of the Institute for the year ended 31 December 2025 and the financial\nReport on the audit of controls\nposition at the end of that period\n• in accordance with Australian Accounting Standards (applicable to Tier 2 Entities), the Opinion\nFinancial Management Act 2006 and the Treasurer’s Instructions.\nI have undertaken a reasonable assurance engagement on the design and implementation of\nBasis for opinion controls exercised by the Institute. The controls exercised by the Board are those policies and\nprocedures established\n Source: `annual-reports/2025.pages.jsonl`\n\n### Financial Management Act 2026\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.wa.gov.au/search?query=Financial+Management+Act+2026\n\n**Sources**:\n- `annual-reports/2025.pages.jsonl`\n\n**Evidence contexts**:\n- ard as applied by Treasurer’s\ninstructions. Several of these are modified by Treasurer’s instructions to vary application, disclosure, format\nEmployee benefits expenses 2.1(a) 9,056,557 7,462,220\nand wording.\nEmployee related provisions 2.1(b) 661,200 733,175\nThe Financial Management Act 2026 and Treasurer’s instructions are legislative provisions governing the Supplies and Services 2.2(a) 3,581,433 3,904,570\npreparation of financial statements and take precedence over Australian Accounting Standards, the Other Expenses 2.2(c) 1,354,128 2,044,864\n Source: `annual-reports/2025.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/homepage.html` (page)\n- `pages/news-latest.html` (page)\n- `pages/publications-index.html` (page)\n- `annual-reports/2020.pages.jsonl` (pdf_pages)\n- `annual-reports/2022.pages.jsonl` (pdf_pages)\n- `annual-reports/2023.pages.jsonl` (pdf_pages)\n- `annual-reports/2024.pages.jsonl` (pdf_pages)\n- `annual-reports/2025.pages.jsonl` (pdf_pages)\n- `other-pdfs/freedom-of-information-statement.pages.jsonl` (pdf_pages)\n- `other-pdfs/Gymnasts-Apology-FINAL.pages.jsonl` (pdf_pages)\n- `other-pdfs/WAIS-GYMNASTICS-REVIEW_FULL-REPORT.pages.jsonl` (pdf_pages)\n- `strategies/WAIS-Strategic-Plan.pages.jsonl` (pdf_pages)", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "We develop athletes who Win Well. We are leaders in high-performance sport. We create community pride and inspire the next generation. [CP p.8]", "vision_source_page": 8, "purposes": "To support Western Australian athletes to Win Well at Olympic, Paralympic and Commonwealth Games. [CP p.8]", "purposes_source_page": 8, "how_we_deliver": "We build connection and trust by working as one team and backing each other to achieve our shared goals. [CP p.8]", "how_we_deliver_source_page": 8, "government_priorities": [ { "text": "Jobs – Diversifying the WA economy so that it remains the strongest in the nation", "source_page": null }, { "text": "Health – Ensuring all Western Australians can access the healthcare we need, when we need it", "source_page": null }, { "text": "Community – Building safe and inclusive communities", "source_page": null }, { "text": "Infrastructure and Services – Delivering quality infrastructure and services across our State", "source_page": null } ], "outcomes": [ { "name": "Maximise Western Australian representation on significant Australian Teams", "description": "Percentage of national team representatives from WA and supported by WAIS.", "key_activities": [ "Sport Program Scholarship holder", "Individual Athlete Scholarship holder", "Graduate" ], "source_page": null }, { "name": "Maximise Western Australian Contribution to Australia's International Success", "description": "Percentage of Australian Podium performances from WA and supported by WAIS.", "key_activities": [ "Sport Program Scholarship holder", "Individual Athlete Scholarship holder", "Graduate" ], "source_page": null }, { "name": "Western Australian community perceptions of the importance of Olympic, Paralympic and Commonwealth Games sport outcomes to national pride and identity", "description": "Percentage of Western Australians who believe Australian athlete performances at the Olympic, Paralympic and Commonwealth Games sports are important to our national identity.", "key_activities": [ "Community Engagement & Events Coordinator" ], "source_page": null }, { "name": "Western Australian community perceptions of the influence of Olympic, Paralympic and Commonwealth Games athletes and teams on community pride and inspiration", "description": "Percentage of Western Australians who believe Australian athletes in Olympic, Paralympic and Commonwealth Games sports are a positive influence on the community.", "key_activities": [ "Community Engagement & Events Coordinator" ], "source_page": null } ], "values": [ "United", "Care", "Lead", "Inspire" ], "values_framework_name": "WAIS Values", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Percentage of national team representatives from WA and supported by WAIS", "target": "11%", "source_page": null }, { "code": "CCE02", "measure": "Percentage of Australian Podium performances from WA and supported by WAIS", "target": "10-12%", "source_page": null }, { "code": "CPI01", "measure": "Western Australian community perceptions of the importance of Olympic, Paralympic and Commonwealth Games sport outcomes to national pride and identity", "target": "80%", "source_page": null }, { "code": "CPI02", "measure": "Western Australian community perceptions of the influence of Olympic, Paralympic and Commonwealth Games athletes and teams on community pride and inspiration", "target": "80%", "source_page": null } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Percentage of national team representatives from WA and supported by WAIS", "result": "10.7%", "status": "Achieved", "source_page": null }, { "code": "CCE02", "measure": "Percentage of Australian Podium performances from WA and supported by WAIS", "result": "8.0%", "status": "Partially achieved", "source_page": null }, { "code": "CPI01", "measure": "Western Australian community perceptions of the importance of Olympic, Paralympic and Commonwealth Games sport outcomes to national pride and identity", "result": "89.9%", "status": "Achieved", "source_page": null }, { "code": "CPI02", "measure": "Western Australian community perceptions of the influence of Olympic, Paralympic and Commonwealth Games athletes and teams on community pride and inspiration", "result": "83.3%", "status": "Achieved", "source_page": null } ], "_source_urls": { "annual_report_url": "https://wais.org.au/wp-content/uploads/2026/05/WAIS-Annual-Report-2025_FINAL.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-WA-046", "entity_name": "Western Australian Institute of Sport", "folder_name": "Western-Australian-Institute-of-Sport", "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": "[Page 14]\nREPORTS REPORTS\nCORPORATE\nSERVICES\nJoshua Yong R U OK Day with Tegan Reder\n2025 was a year of foundational refresh across Corporate Services, with targeted Use of the WAIS High Performance Service Centre People & Integrity\n(HPSC) saw a significant increase in the number of The People & Integrity department was incredibly busy\nimprovements delivered in systems, processes, compliance, branding, and\nbookings, with the revenue generated being 26% higher in 2025, supporting recruitment around the new cycle\ninfrastructure. than the budget anticipated. and undergoing restructuring to now fall under\nCorporate Services.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2025.pdf (https://wais.org.au/wp-content/uploads/2026/05/WAIS-Annual-Report-2025_FINAL.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-046", "entity_name": "Western Australian Institute of Sport", "folder_name": "Western-Australian-Institute-of-Sport", "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": "[Page 14]\nREPORTS REPORTS\nCORPORATE\nSERVICES\nJoshua Yong R U OK Day with Tegan Reder\n2025 was a year of foundational refresh across Corporate Services, with targeted Use of the WAIS High Performance Service Centre People & Integrity\n(HPSC) saw a significant increase in the number of The People & Integrity department was incredibly busy\nimprovements delivered in systems, processes, compliance, branding, and\nbookings, with the revenue generated being 26% higher in 2025, supporting recruitment around the new cycle\ninfrastructure. than the budget anticipated. and undergoing restructuring to now fall under\nCorporate Services.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2025.pdf (https://wais.org.au/wp-content/uploads/2026/05/WAIS-Annual-Report-2025_FINAL.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-046", "entity_name": "Western Australian Institute of Sport", "folder_name": "Western-Australian-Institute-of-Sport", "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": "Data management Tools and technology\nPerformance Systems and Analytics Team\nOperational Plan, Targets and Achievements\nPSA delivered 14 projects during 2022, covering the\ncontinuation of data discovery work, the rollout of Individual Collaboration between coaches, athletes, and support staff\nAthlete Performance Plans across WAIS sports programs, and is critical to the meaningful application of data in decision\ncollaboration with sports programs to build tools to promote making.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2022.pdf (https://wais.org.au/wp-content/uploads/2023/05/WAIS-Annual-Report-2022.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-046", "entity_name": "Western Australian Institute of Sport", "folder_name": "Western-Australian-Institute-of-Sport", "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": "Data management Tools and technology\nPerformance Systems and Analytics Team\nOperational Plan, Targets and Achievements\nPSA delivered 14 projects during 2022, covering the\ncontinuation of data discovery work, the rollout of Individual Collaboration between coaches, athletes, and support staff\nAthlete Performance Plans across WAIS sports programs, and is critical to the meaningful application of data in decision\ncollaboration with sports programs to build tools to promote making.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2022.pdf (https://wais.org.au/wp-content/uploads/2023/05/WAIS-Annual-Report-2022.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-046", "entity_name": "Western Australian Institute of Sport", "folder_name": "Western-Australian-Institute-of-Sport", "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": "[pages 18,19,20,21]\nng risks and adhering to risk management\nsome programs than in the Financial 2023 year.\npolicies to ensure the safety of both staff and athletes.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2024.pdf (https://wais.org.au/wp-content/uploads/2025/04/WAIS-Annual-Report-2024.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-046", "entity_name": "Western Australian Institute of Sport", "folder_name": "Western-Australian-Institute-of-Sport", "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": "[pages 18,19,20,21]\nng risks and adhering to risk management\nsome programs than in the Financial 2023 year.\npolicies to ensure the safety of both staff and athletes.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2024.pdf (https://wais.org.au/wp-content/uploads/2025/04/WAIS-Annual-Report-2024.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-046", "entity_name": "Western Australian Institute of Sport", "folder_name": "Western-Australian-Institute-of-Sport", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "The trend\nAggregate amount of personal use\nover the past six years is shown below;\nexpenditure settled after the period - -\n(after 5 working days)\nResults by Stakeholder Type\n4.0\nAggregate amount of personal use 3.5\n- - 3.0\nexpenditure outstanding at balance date 2.5\n2.0\n1.5\n1.0\nHuman Resources 0.5\n0.0\nKRA Staff 2015 2016 2017 2018 2019 2020\nEmployee Partner Athlete\nOrganisational Climate\nDamien Fitzpatrick | Corporate Services Manager\nWAIS continues to foster a highly engaged workforce despite\nof the challenges that 2020 presented.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2020.pdf (https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.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", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-WA-046", "entity_name": "Western Australian Institute of Sport", "folder_name": "Western-Australian-Institute-of-Sport", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "The trend\nAggregate amount of personal use\nover the past six years is shown below;\nexpenditure settled after the period - -\n(after 5 working days)\nResults by Stakeholder Type\n4.0\nAggregate amount of personal use 3.5\n- - 3.0\nexpenditure outstanding at balance date 2.5\n2.0\n1.5\n1.0\nHuman Resources 0.5\n0.0\nKRA Staff 2015 2016 2017 2018 2019 2020\nEmployee Partner Athlete\nOrganisational Climate\nDamien Fitzpatrick | Corporate Services Manager\nWAIS continues to foster a highly engaged workforce despite\nof the challenges that 2020 presented.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2020.pdf (https://www.wais.org.au/wp-content/uploads/2022/01/WAIS-Annual-Report-2020.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", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-WA-046", "entity_name": "Western Australian Institute of Sport", "folder_name": "Western-Australian-Institute-of-Sport", "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 2]\nForewords Message from the Premier 1\nChair’s Report 2\nChief Executive Officer’s Report 4\nGoals & Purpose & Vision 6\nStrategy\n2022 In Review 7\nCommonwealth Games 8\nOrganisation WAIS Board 10\nWAIS Organisation Structure 12\nWAIS Annual Awards 14\nWA Hall of Champions 16\nPerformance Podium 18\nEnhancement\nNational 20\nPathway 22\nPeople & Human Resources 24\nCommunity\nCorporate Communications 26\nCommunity Engagement 28\nResearch High Performance Sport 30\nResearch Centre\nCorporate Corporate Services 32\nServices\nPerformance Systems & Analytics 34\nPartners 37\nFinancial Financial Statements 38\nThe Western Australian Institute of Sport respectfully\nacknowledges Aboriginal people as the Traditional\nCustodians of the lands on which we deliver our\nprograms to the communities throughout Western\nAustralia.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2022.pdf (https://wais.org.au/wp-content/uploads/2023/05/WAIS-Annual-Report-2022.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-046", "entity_name": "Western Australian Institute of Sport", "folder_name": "Western-Australian-Institute-of-Sport", "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 2]\nForewords Message from the Premier 1\nChair’s Report 2\nChief Executive Officer’s Report 4\nGoals & Purpose & Vision 6\nStrategy\n2022 In Review 7\nCommonwealth Games 8\nOrganisation WAIS Board 10\nWAIS Organisation Structure 12\nWAIS Annual Awards 14\nWA Hall of Champions 16\nPerformance Podium 18\nEnhancement\nNational 20\nPathway 22\nPeople & Human Resources 24\nCommunity\nCorporate Communications 26\nCommunity Engagement 28\nResearch High Performance Sport 30\nResearch Centre\nCorporate Corporate Services 32\nServices\nPerformance Systems & Analytics 34\nPartners 37\nFinancial Financial Statements 38\nThe Western Australian Institute of Sport respectfully\nacknowledges Aboriginal people as the Traditional\nCustodians of the lands on which we deliver our\nprograms to the communities throughout Western\nAustralia.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2022.pdf (https://wais.org.au/wp-content/uploads/2023/05/WAIS-Annual-Report-2022.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-046", "entity_name": "Western Australian Institute of Sport", "folder_name": "Western-Australian-Institute-of-Sport", "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": "[Page 15]\nREPORTS REPORTS\nA major highlight was the launch of the WAIS Para Unit, Governance, Risk & Compliance\ndelivered through a highly successful media campaign Significant progress has been made in strengthening\nthat attracted significant coverage and strengthened WAIS’ governance and compliance frameworks.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2025.pdf (https://wais.org.au/wp-content/uploads/2026/05/WAIS-Annual-Report-2025_FINAL.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-046", "entity_name": "Western Australian Institute of Sport", "folder_name": "Western-Australian-Institute-of-Sport", "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": "[Page 15]\nREPORTS REPORTS\nA major highlight was the launch of the WAIS Para Unit, Governance, Risk & Compliance\ndelivered through a highly successful media campaign Significant progress has been made in strengthening\nthat attracted significant coverage and strengthened WAIS’ governance and compliance frameworks.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2025.pdf (https://wais.org.au/wp-content/uploads/2026/05/WAIS-Annual-Report-2025_FINAL.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" ] } ], "legislation_administered": [], "artifacts": [ { "category": "annual-reports", "year": "2026", "url": "https://wais.org.au/wp-content/uploads/2026/05/WAIS-Annual-Report-2025_FINAL.pdf", "file": "annual-reports/2025.pdf", "bytes": 12436779, "link_text": "Annual 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