MWDC Annual Report 2009-10...proud to report on our achievements during the 2009-10 ﬁ nancial...

Mid West Development Commission

ANNUAL REPORT

2009 -2009 -20102010

TABLE OF CONTENTSSTATEMENT OF COMPLIANCE 3

OVERVIEW 4

Chairman’s Report 4

Executive Summary 7

Performance Highlights 7

Operational Structure 8

Enabling Legislation 8

Responsible Minister 8

Organisational Structure 8

Administered Legislation 15

Other Key Legislation Impacting on the Mid West Development Commission’s Activities 15

Performance Management Framework 16

Outcome Based Management Framework 16

Changes to Outcome Based Management Framework 16

Shared Responsibilities with Other Agencies 16

AGENCY PERFORMANCE 17

Report on Operations 17

Actual Results Versus Budget Targets 30

Financial Targets 30

Summary of Key Performance Indicators 31

SIGNIFICANT ISSUES IMPACTING ON THE AGENCY 33

DISCLOSURES AND LEGAL COMPLIANCE 34

Financial Statements 34

Certification of Financial Statements 34

Statement of Comprehensive Income 35

Statement of Financial Position 36

Statement of Changes in Equity 37

Statement of Cash Flows 38

Notes to the Financial Statements 39

Key Performance Indicators 64

Certification of Key Performance Indicators 64

Additional Key Performance Indicator Information 65

Detailed Information in Support of Key Performance Indicators 66

Ministerial Directives 69

Auditor General’s Opinion 70

Other Financial Disclosures 72

Governance Disclosures 73

Other Legal Requirements 73

Government Policy Requirements 76

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STATEMENT OF COMPLIANCE

Contact Details

Postal Street ElectronicPO Box 238 Ground Floor Internet: www.mwdc.wa.gov.auGeraldton WA 6531 45 Cathedral Ave Email: [email protected] Geraldton WA 6530 Telephone: 61 8 9921 0702 Facsimile: 61 8 9921 0707

For year ended 30 June 2010

HON BRENDON GRYLLS MLA

MINISTER FOR REGIONAL DEVELOPMENT

In accordance with section 63 of the Financial Management Act 2006, we hereby submit for your information and presentation to Parliament, the Annual Report of the Mid West Development Commission for the fi nancial year ended 30 June 2010.

The Annual Report has been prepared in accordance with the provisions of the Financial Management Act 2006.

HON M CRIDDLECHAIRMAN DATE

S DOUGLASCHIEF EXECUTIVE OFFICER DATE

OVERVIEW

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Chairman’s ReportHaving just concluded my fi rst year as Chairman of the Mid West Development Commission I am proud to report on our achievements during the 2009-10 fi nancial year. Our achievements are a measure of the efforts and dedication of Commission staff and Board members who all share a passion for enhancing the Mid West. Our record also refl ects the breadth of issues and demands in the Mid West and the Commission’s many important partnerships.Our current Board has an excellent blend of people from around the region with diverse skills and interests. We are sorry to be losing long standing members Simon Broad and Pauline Forrester whose terms have come to an end. Their respective contributions have been tremendous and their input will be missed. We look forward to welcoming the new Board members shortly.The Commission’s efforts have again been guided by its vision to have the Mid West recognised as a preferred region in which to live, work and invest. To deliver this vision, we continue to explore and capture opportunities presented through SMART technologies, tourism, Indigenous art, education, employment, industry development and the resources sector. Enormous gains have been made this year and should be highlighted.Telecommunications infrastructure development took huge leaps forward in the Mid West this year. The Commission has worked closely with CSIRO and other stakeholders for almost a decade on the development of the Murchison Radio-astronomy Observatory and the fi rst antenna installation in January was an enormous occasion. This 12m antenna is the fi rst of 36 that will form the Australian Square Kilometre Array Pathfi nder Project (ASKAP). ASKAP underpins the nation’s joint bid with New Zealand for the $2.5 billion international Square Kilometre Array (SKA) project.The recently announced optic fi bre link from Perth to Geraldton will support the ASKAP and SKA projects, as well as enhance the region’s telecommunications networks and position Geraldton as a signifi cant learning and technology hub. The Commission is an important partner to the Geraldton Universities Centre (GUC) and Batavia Coast Maritime Institute (BCMI), which are both essential to this learning and technology nexus.The Commission has been integral to the planning and coordination necessary to launch numerous proposed iron ore projects in the Mid West, which will provide the bulk tonnages required to justify the $4 billion of private and public investment for Oakajee port and rail infrastructure. A major milestone was met recently when Oakajee Port and Rail (OPR) submitted a draft Bankable Feasibility Study (BFS) to the State Government. The next key milestone will occur later this year when OPR will fi nalise the BFS and use it to secure the necessary funding to bring the project to reality.The recent announcement of funding for a 330 kV power line from Pinjar to Eneabba was another important milestone in the establishment of essential infrastructure for the region to support several major projects. We eagerly await the outcome of submissions to Infrastructure Australia for funding to complete the line from Eneabba to Moonyoonooka.The Commission continues to supply leadership and operational support to the Mid West Strategic Infrastructure Group, which advocates and facilitates regional collaboration and the timely development of key strategic infrastructure for the region. The creation in April of the Mid West Regional Planning Committee has also been strongly supported by the Commission to ensure a whole of government response to planning issues in the Mid West. Through sound, proactive planning the Commission is working hard to ensure that business and community opportunities are fully captured to leave a lasting legacy for residents of the Mid West.

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Local government remains a key strategic partner of the Commission and we work closely with all 18 Mid West authorities. The 2009-10 fi nancial year has been signifi cant for local governments, each of which is experiencing its own unique pressures through local government reform, industry development and population movements and demographic changes. To meet changing demands, the Commission continues to work closely with local government on diverse projects involving housing, employment, health, education and other essential provisions. A key issue for many Mid West communities, particularly with the recent growth in the resources sector, is provision of reliable power supply. The future provision of reliable power, with a focus on renewable energy sources, is a priority for the region and the Commission going forward.Opportunities for Aboriginal economic development from the growing resources sector are a key priority of the Commission’s work. The Commission led the establishment of the Midwest Mining & Aboriginal Economic Development Partnership, which recently developed its business model to progress Aboriginal training, employment and business development opportunities in the expanding Mid West mining industry.The Commission remains committed to Indigenous art as a means of promoting employment and industry opportunities for Aboriginal people. The establishment of the Wirnda Barna Art Centre in Mount Magnet to service the upper Murchison area represents a crucial achievement in implementing the Commission’s Mid West Indigenous Arts Industry Strategy. Wirnda Barna was a key funding priority of the Commission this year, receiving $140,000 from Royalties for Regions Strategic Projects funding.The State Government’s Royalties for Regions Mid West Regional Grants Scheme (MWRGS) was again a welcome addition to the Commission’s workload. In this latest conyestable round, almost $3.7 million was allocated to 26 exciting and important projects across the diverse Mid West. Funding allocations were again determined locally, with successful projects to benefi t tourism, childcare, Indigenous land management, sport and recreation, the arts, strategic planning, education and training, industry development and more.The fi rst round of MWRGS funding was announced in June 2009, with 37 Mid West projects advanced during the past year. Highlights from round one are too numerous to cover in detail, but I acknowledge three signifi cant projects here that involved Commission staff and are delivering tremendous outcomes for the region.

1 Bidi Bidi Early Childhood Development Centre is providing innovative new family support in Mount Magnet based on the delicate relationships between Aboriginal children and their caregivers. The project is like no other in Australia and may offer alternative delivery methods for early Aboriginal childhood development services.

2 BCMI was supported for its Marine Finfi sh Research and Development Centre (Stage 1), which in partnership with industry is making strong progress towards further development of the important Mid West aquaculture industry. With pressures on wild fi sheries, aquaculture holds much potential for the region.

3 Tertiary education is a perennial challenge in regional WA and GUC is now able to offer a variety of course options as a result of the new structure implemented with RGS funding supplied by the Commission. It is important to note that MWRGS support for GUC, and all other projects, does not take the place of other funding contributors but seeks to add value and provide leverage. Continuation of other funding commitments to these projects is essential.

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The success of these projects is a credit to the talented proponents, but the Commission’s role in their progress is something I am very proud of.The Commission has also supported major investments into the Geraldton Foreshore Redevelopment and CBD Revitalisation, which collectively received $13.3 million of State funding. These are now substantially complete and have transformed the heart of the City and created a vibrant activity centre. The second stage of the Batavia Coast Marina has made signifi cant progress this year and 2010-11 will see it move forward dramatically.With so many future demands on the region, attraction of signifi cant public and private investment to meet regional strategic priorities is a major focus for the Commission. At the Leaving a Legacy Workshop held in Perenjori in April, the Commission was identifi ed as lead agency for the development of a Mid West Investment Plan, to provide an agreed list of regional strategic priorities along with timeframes (based on accepted trigger points) for their delivery. Most importantly, the Plan will be used to secure major funding from local, state and federal programs as well as the private sector.The Plan will provide a unifi ed and integrated approach to planning and will be developed in three sections to refl ect the Mid West’s three sub regions; namely the Batavia Coast, North Midlands and the Murchison. The Investment Plan will be another major area of focus for the Commission in 2010-11 and beyond.The Commission’s performance and achievements for 2009-10 is outlined in more detail on page 17 under Agency Performance.We remain committed to delivering lasting outcomes for the region and I’m confi dent that this year’s Annual Report provides evidence of the Commission’s importance to the social and economic development of the Mid West.

Hon Murray CriddleChairmanMid West Development Commission

During 2009-10 the Commission:

• Conducted the second contestable round of the Royalties for Regions Mid West Regional Grants Scheme. This round attracted 61 applications seeking more than $9.6 million, with almost $3.7 million allocated to 26 of these projects. The Commission also allocated $93,040 to 12 projects from the Small Grants Scheme and $140,000 to one project from Strategic Projects funding.

• Worked with stakeholders to prepare the Mid West Gascoyne Workforce Development Plan, which seeks to identify and address the region’s future workforce needs.

• Supported Australia’s bid to host the international $2.5 billion Square Kilometre Array (SKA) radio astronomy project through membership of, and provision of executive support to, the Western Australian Regional Stakeholders Advisory Group of the Australia-New Zealand SKA Coordinating Committee.

• Supported the development of a fi nfi sh aquaculture industry in the Mid West through provision of funding to the Batavia Coast Maritime Institute to establish a viable research and development facility.

• Established the Wirnda Barna Indigenous Art Centre in Mount Magnet, and supported several Mid West Aboriginal art exhibitions in line with the Commission’s Mid West Indigenous Arts Industry Strategy, which has already leveraged more than $1 million of new funding into the region.

• Supported the Midwest Mining & Aboriginal Economic Development Partnership to develop and implement strategies to increase employment opportunities for Indigenous people in the Mid West mining sector.

• Initiated a Mid West Investment Plan to provide a holistic and integrated plan of major regional infrastructure and service priorities across the Mid West’s three sub-regions.

• Through the Mid West Strategic Infrastructure Group, facilitated a holistic approach to the development of the Mid West iron ore industry, including a supply and logistics chain, essential services, an expedited approvals process and deriving socio-economic benefi ts for regional communities.

• Actively supported the Geraldton Universities Centre (GUC) with the establishment of a new governance and business model, with the aim of providing courses and delivery modes required to attract enrolments. A new community based Board will oversee GUC’s operations into the future.

• Achieved positive results in the Commission’s independent annual client perceptions survey, including 92% of clients agreeing that MWDC makes a positive contribution towards economic development in the Mid West.

Executive Summary

Performance Highlights

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Enabling Legislation

The Mid West Development Commission is a State Government statutory authority managed by a community based Board. The Commission functions under the provisions of the Regional Development Commissions Act (1993) and is one of nine regional development commissions in Western Australia.

Responsible Minister

Hon Brendon Grylls MLA, Minister for Regional Development

Organisational Structure

Vision

To have the Mid West region recognised as a preferred region in which to live, work and invest.

Mission

To be a focused and effi cient agency delivering real outcomes for Mid West communities.

Objectives

The objectives of the Commission are to:

• Support communities to enhance their quality of life and become self-determining;• Support development of investment, trade, business and employment opportunities;• Expand and improve community and economic infrastructure;• Maintain and enhance the region’s natural resource base; and• Foster regional decision making and encourage a whole of government approach to

managing change.

Values

• Balance - We seek to balance economic, social and environmental outcomes• Client Focused - Our clients can expect consistent, timely, accurate and reliable services• Ethical - We act with integrity, honesty and loyalty• Partnership - We work with others to achieve common goals• Proactive - We are innovative, forward thinking, resourceful and creative

Operational Structure

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Strategic Directions

The Commission’s future direction is set out in our ‘Strategic Directions 2008 - 2010’ document. It is supported by an operational plan, which articulates key projects and implementation milestones.

Performance against set objectives is regularly monitored through this operational plan and bimonthly reports to the Board of Management. Annual performance is refl ected in the Commission’s Annual Report and the State’s Budget Statements.

A staff objective setting and performance review program is in place to ensure the Commission remains focused, effi cient and effective in delivering its regional development services to the Mid West.

Outcomes

The three key outcomes expected of the Commission’s activities are:

• Provision of timely advice and accurate information;• Attracting new investment; and• Expansion of infrastructure and improved access to services.

Key Result Areas

To achieve these outcomes, the Commission has focused on fi ve key result areas, which broadly align with the State’s Regional Development Policy. These are:

• Community – cohesive, healthy and educated communities;• Economy – a strong, resilient and diversifi ed economy;• Governance – strong partnerships that add value to the social and economic development

of the Mid West;• Infrastructure – timely provision of strategic infrastructure; and• Sustainability – a balanced approach to development which recognises the importance

of the environment alongside social and economic outcomes.

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Services

WORKING IN THE REGION, FOR THE REGION

The Mid West Development Commission works to promote economic and social development in the Mid West region.

We assist:

• Businesses in the region looking to expand or develop;• People with new ideas for business or industry;• Existing and potential exporters;• Potential investors;• Major project proponents;• Local government authorities in the Mid West;• Community organisations;• Government agencies; and• Business organisations.

The services and assistance we provide includes:

• Putting clients in touch with the right people;• Providing skilled migration advice and support;• Helping to resolve issues at a government level;• Representing the interests of Mid West business and communities to government;• Promoting the region and its business capability;• Providing export development services;• Facilitating access to government assistance programs and resources;• Providing updates on what is happening in the region;• Identifying and promoting investment opportunities in the region;• Providing links and referrals to Mid West organisations and networks;• Providing local knowledge and input to government on issues such as land, infrastructure,

services, energy and new developments;• Supporting planning and coordination to facilitate major project development;• Assisting development of regional strategies to develop and improve infrastructure and

services in the Mid West; and• Fostering the capacity of communities to undertake economic and social development.

Information Resources

Information on the following areas is available from the Commission:

• Regional statistics and data;• Export development;• Grants and funding opportunities;• Business Capability and Services Directory;• Updates on major regional projects; and• Investment opportunities in the region.

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For year ended 30 June 2010

Board of the Authority

The Mid West Development Commission is managed by a Board of regional representatives comprising local government, community and ministerial appointments. The Chief Executive Offi cer is an ex-offi cio member.

Board Profi les

Hon Murray Criddle - ChairmanMurray is a primary producer and a retired Member of the Western Australian Parliament. He was Member for the Agricultural Region from 1993 until his resignation in 2008 and Minister for Transport from 1998 to 2001. During his time in Parliament Murray was a member of a number of Standing Committees including Estimates and Financial Operations, Ecology and Sustainable Development and Public Administration and Finance. He was also a member of a number of Select Committees including Select Committee for Native Title and Select Committee for Cape Range National Park and Ningaloo Marine Park. Murray was appointed to the MWDC Board in 2009 as a Ministerial Appointment and Chairman for a three year term.

Mr Andrew Pitcher – Deputy ChairmanAndrew has extensive fi nance and management experience in the Mid West region and is currently Regional Manager, Northern WA for Rabobank. In this role he supervises an area including the entire Mid West Region, Eastern Wheatbelt and pastoral regions through to Port Hedland and subsequently has an excellent understanding of issues in the Mid West and rural Western Australia. Andrew was appointed to the Board in 2009 as a Community Appointment for a three year term and Deputy Chairman for one year.

Cr John SewellJohn is a primary producer in the Kojarena Area, and he has been involved in local government since 1992. He was president of the Shire of Greenough Council from 2003 until its amalgamation in 2007. John was Chair of the Finance, Town Planning and Airport Committees at the Shire of Greenough and also chaired the Geraldton Greenough Regional Council. He is currently a representative on many City of Geraldton-Greenough Committees, too numerous to mention. John also represents local government on the State Coastal Planning and Coordination Council and is a representative on the Mid West Regional Planning Committee. John was appointed to the Board in 2009 as a Local Government member for one year.

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Cr Simon BroadSimon manages Milly Milly and Beringarra Stations in the Murchison Shire. He has served on the Murchison Shire Council since 1987 and is currently Shire President and has held that position for 12 years. Simon was also made a Freeman of the Shire of Murchison in April 2010. In recent years he has been a strong infl uence in the Shire developing the Murchison Community Futures Plan, which led to a tripartite arrangement with the Shire, Mid West Development Commission and CSIRO to progress a diversifi cation plan for the Shire and the greater Murchison area. Simon was also a member of the Carnarvon Regional Advisory Committee for many years and in 2002 was appointed to the new Carnarvon Zone Control Authority. He resigned from this position in 2010 after 13 years. Simon has been a strong supporter of the Murchison Country Zone and was Deputy Chairman for six years, resigning in 2009 after being elected to State council to represent the Murchison Zone. Simon has served on the MWDC Board since 2003 as a Local Government Appointment.

Cr Pauline ForresterPauline is a Councillor with the Shire of Chapman Valley and is a Shire delegate on the Planning and Community Development Building Committee, Bushfi re Advisory Group, Tourism and Reserve Committee and Finance and Audit Committee. Pauline is also a member of the Geraldton Cemetery Board, Creating a Better Yuna Committee, Yuna Townscape Committee, Nanson Townscape Committee and is an Ambulance Offi cer and Justice of the Peace. She is also the Ladies President of the Northampton Bowling Club and Vice President of the Batavia Bowling League. Pauline has been actively involved with the Yuna Primary School since 1976 where in the past she has worked as an Education Assistant. Pauline has served on the Commission Board as a Local Government Appointment.

Ms Yvonne MessinaYvonne is a retired School Principal. During her principalship at Mullewa District High school, the school was nominated and won ‘Outstanding School’ in Awards for Aboriginal Education, and Yvonne was nominated for a State Government Award for Excellence in Community Service. Highlights of working at Mullewa include Aboriginal education and appreciation for culture, mentoring graduate teachers and local Aboriginal trainees into successful teaching careers. Yvonne has served on the Commission Board since 2008 as a Ministerial Appointment.

Mr John Thomson As Managing Partner for RSM Bird Cameron in Geraldton, with senior management responsibilities for the Mid West, John has particular interest in regional investment. John is a consultant to clients acquiring primary production, fi shing including aquaculture, meat processing and transport interests in the region. He also has a particular interest in working with key stakeholders to develop and implement vertically integrated strategies promoting the development of regional resources. John is an active community member and has been involved with emergency management in Moora as well as advising and assisting Bendigo Bank with the development of the community bank concept in Western Australia. John was appointed the Commission Board in 2008 as a Community Appointment for a three year term.

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Ms Vickie PetersenVickie is a former City of Geraldton Mayor. Her previous roles included the Administration Manager / Part Owner of Boss Transport and Services from 1983 – 2006, President of the Mid West Chamber of Commerce and Industry from 2000 – 2001, Mayor of the City of Geraldton from 2001 – 2006, Co-Director of Garden Mart Pty Ltd, Consultant for Employment Directions Network, Project Manager – Midnight Basketball with the City of Geraldton-Greenough and Senior Youth Outreach Offi cer also at the City. Vickie is currently working with the Mid West Chamber of Commerce and Industry to increase the opportunities for local businesses in the current project boom. In 2003 Vickie was a State Finalist in the Telstra Business Woman of the Year Award. Vickie was appointed to the Commission Board as a Ministerial Appointment in 2008 for a three year term.

Ms Meredith WillsMeredith is Director of the Geraldton Universities Centre. She has been involved in the university, TAFE and labour market sectors since 1974. Through an interest in the plight of youth and mature aged unemployed she gained a teaching qualifi cation and subsequently helped develop and teach on Anglicare’s labour market programs. Meredith then spent seven years with TAFE in the areas of adult education, leadership and community development. She is interested in the collaboration between schools, Durack Institute of Technology, university and industry to meet our regional workforce needs. Meredith was appointed to MWDC’s Board as a Community Appointment in 2008 for a three year term.

Mr Steve Douglas Steve is Chief Executive Offi cer of the Mid West Development Commission and is a member of the Board in this capacity.

Senior Offi cers

Mr Steve Douglas (Chief Executive Offi cer)Steve was born and educated in Perth where he completed a Bachelor of Arts Degree and Diploma of Education at UWA. He has since also attained a Graduate Diploma of Regional Development from UWA. Steve joined the Mid West Development Commission in 1995 to prepare an economic development strategy for the Mid West region of WA and assumed a variety of other positions at the Commission culminating in his appointment as Chief Executive Offi cer in February 2006. Steve has a strong passion for the development of the Mid West which he describes as having a fantastic lifestyle based around its superb climate, great fi shing and marine assets, and second to none sporting, recreation and cultural facilities.

Administered Legislation

The Mid West Development Commission also administers the following related Acts:

• Geraldton Foreshore and Marina Development Act 1990• Geraldton Sailors and Soldiers’ Memorial Institute Act 1929• Geraldton Sailors and Soldiers’ Memorial Institute Enabling Act 1934• Geraldton Sailors and Soldiers’ Memorial Institute (Trust Property Disposition) Act 1938

Other Key Legislation Impacting on Mid West Development Commission’s Activities

In the performance of its functions, the Mid West Development Commission complies with the following relevant written laws:

• Regional Development Commissions Act 1993• Disability Services Act 1993• Electoral Act 1907• Equal Opportunity Act 1984• Financial Management Act 2006• Freedom of Information Act 1992• Geraldton Foreshore and Marina Development Act 1990• Industrial Relations Act 1979• Minimum Conditions of Employment Act 1983• Occupational Safety and Health Act 1984• Public Interest Disclosure Act 2003• Public Sector Management Act 1994• Royalties for Regions Act 2009• Salaries and Allowances Act 1975• State Records Act 2000• State Supply Commission Act 1991• Workers Compensation and Rehabilitation Act 1981

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Performance Management Framework

Government Goal Desired Outcome Services

Stronger Focus on the Regions:

Greater focus on service delivery, infrastructure investment and economic development to improve the overall quality of life in remote and regional areas.

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

1. Information and Advice

2. Investment Facilitation

3. Infrastructure and Services Development in the Mid West.

Service 1: Information and Advice

To contribute to economic growth and employment by developing strategic partnerships between government, business, and the community, providing a central point of coordination and contact, and by raising awareness of the Mid West region.

Service 2: Investment Facilitation

To create a business environment within the Mid West region that has a diverse economic base and is attractive to investors.

Service 3: Infrastructure and Services Development in the Mid West

To facilitate the development of infrastructure and services based on long-term economic development strategies, to support communities and businesses in the Mid West.

Broad Government Goals are supported at agency level by specifi c outcomes. Agencies deliver services to achieve these outcomes. The following tables illustrate the relationship between the Commission’s services and desired outcome, and the Government Goal they contribute to.

Changes to Outcome Based Management Framework

The Commission’s Outcome Based Management Framework did not change during 2009-10.

Shared Responsibilities with Other Agencies

The Commission did not share any responsibilities with other agencies in 2009-10.

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Outcome Based Management Framework

AGENCY PERFORMANCE

Report on Operations

AGENCY ACTIVITIES

• Administered the Royalties for Regions Mid West Regional Grants Scheme (MWRGS), including:

o the second round of contestable MWRGS funding, which resulted in almost $3.7 million being allocated to 26 projects that will progress the sustainable development of the region;

o the small grants scheme, with 12 projects sharing $93,040 (maximum grant $10,000); and

o an allocation of $140,000 to one project from Strategic Projects funding. (please refer to the tables on pages 26-29 for full details of all MWRGS allocations)

• Allocated $120,489 of residual Mid West Regional Development Scheme funding to three valuable regional projects (please refer to the table on page 29 for full details).

• Supported the Department of Training and Workforce Development, Durack Institute of Technology and other key stakeholders to prepare the Mid West Gascoyne Workforce Development Plan, which identifi es and addresses the region’s future workforce needs.

• Organised the second annual Mid West Science Summit in partnership with the Chief Scientist of WA, Geraldton Universities Centre, Durack Institute of Technology, IBM, Department of Commerce, City of Geraldton-Greenough and the Department of Broadband Communications and the Digital Economy. A major outcome of the summit, which was attended by 130 national, state and regional professionals, was the decision to develop a Regional Science Plan to provide a blueprint for Mid West science projects.

• Hosted the Mid West Youth Science Forum in partnership with the Chief Scientist of WA, Geraldton Regional Community Education Centre, Department of Environment and Conservation, CSIRO, Durack Institute of Technology, Geraldton Universities Centre and Mid West schools. This forum educated over 100 year nine and ten students on current science activities and career pathways in science related fi elds.

Service 1: Information and Advice

To contribute to economic growth and employment by developing strategic partnerships between government, business, and the community, providing a central point of coordination and contact, and by raising awareness of the Mid West region.

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• Facilitated several Information and Communications Technology (ICT) networking opportunities including:

o Australian Telecommunications User Group (ATUG) Roadshow Breakfast;o iVEC Super Computing Roadshow; ando A ‘Keeping Business Safe from Cyber Crime’ forum.

• Assisted the Abrolhos Islands Council to commence its Mid West Emergency Helicopter Feasibility Study.

• Produced a new edition of the Commission’s Major Projects Summary – Mid West Region of WA, for distribution to regional, national and international businesses, industry associations, government agencies and potential investors.

• Organised the Mid West Housing Workshop, which identifi ed impediments and opportunities to deliver cost effective housing in the Mid West’s hinterland communities in response to planned and proposed major resources projects.

• Organised and facilitated the Department of Housing’s Mid West Demand Model test workshop in Geraldton to discuss the impact of population projections on services in the region.

• In partnership with the Shires of Perenjori, Morawa, Mingenew and Three Springs organised and facilitated the Leaving a Legacy Workshop in Perenjori to leverage sustainable outcomes for hinterland communities from mining developments in the area.

• Supported the Western Australian Planning Commission to establish the Mid West Regional Planning Committee and progress the preparation of a Mid West Regional Plan to guide the sustainable development of the Mid West region.

• In partnership with the Australian Bureau of Statistics, signifi cantly progressed the development of the Mid West Regional Spotlight website. Which when launched this will provide social, economic and environmental statistical indicators for all local governments in the Mid West and will inform planning for the region.

Major Initiatives for 2010-11

• Support the implementation of the Mid West Gascoyne Workforce Development Plan to ensure the region’s future workforce needs are met.

• Support the Wiluna Aboriginal Regional Partnership Agreement committee to produce positive economic and social outcomes for the Shire of Wiluna.

• Work with Murchison Shires on tourism initiatives including:o development of a marketing plan aimed at establishing the Murchison as a signifi cant

tourism destination;o investigating options for the development of Indigenous pathways to complement the

existing Gascoyne Murchison Outback Pathways drive trails; ando producing an update of the Gascoyne Murchison Outback Pathways tourist brochures

for distribution to Shires, visitor centres and other tourism outlets.

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• Support regional groupings of local governments to identify and develop regional infrastructure priorities for funding from the regional collaborative component of the Royalties for Regions Country Local Government Fund.

• Facilitate the 2010 Mid West Science Summit in partnership with the Chief Scientist of WA and relevant agencies to progress Mid West science initiatives aimed at supporting sustainable regional development outcomes.

• Support the 2010 Mid West Youth Science Forum for regional high school and tertiary students to inform them of regional science initiatives and career pathway opportunities.

• Work with agencies to develop a Regional Science Plan to provide a blueprint for Mid West science projects which have a focus on addressing regional challenges (e.g. impact of climate change on production systems) and capturing regional opportunities (e.g. renewable energy, fi nfi sh aquaculture, telehealth)

• Consult with Mid West clients to determine the impact of the MWRGS in its fi rst two years, enabling continual improvements in delivery of the Scheme.

• Promote the MWRGS and assist clients to develop partnerships and progress strategic projects that will improve economic and community infrastructure and services in the region.

• Work with the Local Advisory Committee of the Mid West Community Foundation and liaise with Western Australian Community Foundation to determine the most suitable way forward.

• Work with the Australian Bureau of Statistics to complete and launch the Mid West Regional Spotlight portal.

AGENCY ACTIVITIES

• Supported Australia’s bid to host the international $2.5 billion Square Kilometre Array (SKA) radio astronomy project by:

o being an active member of the Western Australian Regional Stakeholders Advisory Group (WARAG) of the Australian New Zealand SKA Coordinating Committee and providing executive support for its operations;

o working with the Commonwealth Scientifi c and Industrial Research Organisation (CSIRO), the City of Geraldton-Greenough, the Department of Industry and Resources and others to identify and pursue regional opportunities from the Australian Square Kilometre Array Pathfi nder (ASKAP) and SKA projects; and

o providing fi nancial assistance for the Chair of WARAG to attend the International SKA Conference in Assen, Netherlands in June 2010 to demonstrate Mid West community and regional support for the SKA project.



19

• Supported the development of a fi nfi sh aquaculture industry in the Mid West through provision of MWRGS funding to the Batavia Coast Maritime Institute to establish a viable research and development facility.

• As a Regional Certifying Body, assisted local businesses overcome skilled labour shortages by:

o working with the Small Business Corporation’s Skilled Migration Unit to process working visa applications; and

o providing information and advice on immigration issues on behalf of the Commonwealth Department of Immigration and Citizenship.

• Assisted the biomass energy sector by:o providing RGS funding for a project that has the potential to improve the viability of

essential oil extraction; ando supplying biomass availability data for the Mid West.

• In partnership with the City of Geraldton-Greenough, Department of Agriculture and Food WA, and Northern Agricultural Catchments Council, completed a scoping study for a proposed Centre for Regional Climate Change Solutions.

• Worked with the City of Geraldton-Greenough and Geraldton Yacht Club to support the Clipper Round the World Yacht Race 2009-10 stop-over in Geraldton. The stop-over was allocated $50,000 from the Commission’s Regional Development Scheme.

• Working as a TradeStart export service provider for Austrade, supporting the development of exports by:

o generating 12 business export impacts (fi ve for new exporters and seven for existing exporters); and

o establishing a trade pavilion during the Clipper Round the World Yacht Race 2009-10 stop-over in Geraldton to promote potential exports to international visitors.

• Following broad community consultation and in partnership with key stakeholders, fi nalised the Geraldton-Greenough Tourism Strategy – a 10 year vision for tourism development in Geraldton-Greenough and surrounds.

• Raised industry awareness of Oakajee by:o hosting visits by potential industrial estate users;o facilitating the timely exchange of information between agencies and resource

proponents; ando providing information and support to agencies leading the provision of infrastructure to

the Oakajee site.

• Delivered several elements of the Mid West Indigenous Arts Industry Strategic Plan including:o developing a business and development plan for an Upper Murchison Outback

Indigenous Art Centre;o securing funding for and establishing the new Wirnda Barna Art Centre in Mount Magnet

to support Aboriginal artists from Yalgoo, Mt Magnet, Sandstone, Cue, Meekatharra and Yulga Jinna; and

20

o supporting Aboriginal art exhibitions including Good Heart, Ilgarijiri – Things belonging to the Sky, and Track Trail. The exhibitions provided returns of more than $100,000 to participating Aboriginal artists from sales.

• Supported the Midwest Mining & Aboriginal Economic Development Partnership (MMAEDP) to develop strategies to increase employment opportunities for Indigenous people in the Mid West mining sector. Outcomes included:

o development of a feasibility study and business plan for a proposed ‘Indigenous Gateway’ organisation, which would provide employment and training support services, to promote employment and training outcomes for Indigenous people;

o completion of a skills audit to provide the data necessary to develop appropriate training and support programs to optimise the employment of local Indigenous people; and

o development of the MMAEDP Yamaji Aboriginal Contractors Association to promote business opportunities for smaller Aboriginal contractors.

• Supported a number of proponents to progress renewable energy initiatives, particularly those involving wind and solar, in the Mid West.


• Progress the development of marine aquaculture in the Mid West by supporting:o a Yellowtail Kingfi sh grow-out trial with industry and research organisations to

demonstrate competitive advantages of marine aquaculture in the Mid West; ando the Batavia Coast Maritime Institute’s marine aquaculture research and development

activities.

• Continue to implement the Mid West Indigenous Arts Industry Strategy with major priorities being to provide support for:

o the newly established Wirnda Barna Art Centre in Mount Magnet, which services the upper Murchison sub-region; and

o Yamaji Art in its expanded role as a sub-regional art organisation servicing Geraldton and hinterland communities.

• Through the WARAG, provide ongoing support for the establishment of radio-astronomy projects, particularly the ASKAP and SKA projects, at the Murchison Radio-astronomy Observatory.

• Continue to support major projects that can leverage off the establishment of ASKAP in the Murchison and its related support facility at the Geraldton Universities Centre.

• Work with the City of Geraldton-Greenough, tourism operators and industry stakeholders to implement the priority recommendations of the Geraldton-Greenough Tourism Strategy.

• Progress the establishment of renewable energy projects in the Mid West through the provision of information and advice, assistance to secure project funding and the development of common user infrastructure where appropriate.

21

• Partner the University of Western Australia to assess the feasibility of establishing a research centre in the Mid West in association with the Geraldton Universities Centre.

• Undertake a strategic review of Indigenous tourism opportunities in the region and develop an action plan for their realisation.

• Work with industry to plan a biomass demonstration trial to produce power for ‘edge of grid’ communities to improve reliability and supply of electricity. This trial will determine the employment potential of a small industry in rural and remote communities.

AGENCY ACTIVITIES

• Supported the development of the Geraldton Foreshore Redevelopment and Central Business District Revitalisation project by:

o providing further funding instalments to the City of Geraldton-Greenough as part of the State Government’s overall commitment of $13.3 million over six years; and

o working with the City of Geraldton-Greenough and the Foreshore Redevelopment Advisory Committee to optimise the project’s outcomes.

• Continued to work with stakeholders to expedite the development of land sold as part of stage one of the Batavia Coast Marina redevelopment. Success with owners of small freehold lots has resulted in only two lots remaining undeveloped. These are the subject of a joint-development proposal, which should see their development commence in 2010-11.

• Worked with Landcorp, the City of Geraldton-Greenough, the Public Transport Authority and other stakeholders to progress stage two of the Batavia Coast Marina redevelopment.

• Initiated the development of a Mid West Investment Plan, which will:o provide a holistic and integrated plan of major regional infrastructure and service

priorities across the Mid West’s three sub-regions; ando assist the implementation of the Mid West Regional Plan.

• Assisted the City of Geraldton-Greenough to progress the development of an agreed, robust and credible model outlining various population, demographic and economic scenarios for the Mid West. The Commission also provided MWRGS funding to support this exercise.

• In partnership with local governments and Telstra, secured the installation of high-speed broadband equipment in regional exchanges for Yalgoo and Wiluna. This has provided internet speeds almost 480 times faster than previous dial up connections.


To facilitate the development of infrastructure and services based on long-term economic development strategies to support communities and businesses in the Mid West.

22

• Supported the development of a feasibility study and business plan for the establishment of a Mid West Academy of Sport based in Geraldton. The resultant six-year plan addresses the Academy’s establishment, operation and progressive expansion.

• Lodged a detailed submission to Racing and Wagering WA (RWWA) on its discussion paper ‘Protecting our Product – A Vision of Sustainability for the WA Harness Racing Industry’. The Commission strongly opposed RWWA’s proposal to not allocate race meetings to Geraldton after the 2010 season - effectively shutting down the Geraldton Harness Racing Club.

• Continued to support the development of Oakajee, major resources projects and the establishment of a Mid West iron ore industry through:

o participating on the State Government’s Oakajee Implementation Group; o coordinating bi-monthly meetings of, and providing executive support to, the

Commission’s Mid West Strategic Infrastructure Group which aims to facilitate the timely development of strategic infrastructure to support major projects; and

o progressing planning to assist the timely delivery of socio-economic infrastructure required to support major project development.

• Supported the establishment of the Bidi Bidi Early Childhood and Development Centre in Mount Magnet, which offers innovative new family support services based on the delicate relationships between Aboriginal children and their caregivers. The project is unique in Australia and may offer alternative delivery methods for other early Aboriginal childhood development services.

• Assisted the planning and development of the Murchison Central Business District project, which includes a café/tourist information centre, fuel terminal, freight depot, caravan park and motel units, providing much needed amenities for tourists, visiting workers and the local community.

• Led a professional support network for the region’s local government Community Development Offi cers to provide professional development opportunities, colleagueship and mentoring.

• Supported the operations and future viability of Karalundi Aboriginal Education Centre by:o assisting with a strategic business review aimed at achieving sustainability through

increased student numbers and the development of income generating projects; ando supporting the development of Phase 2 of its Karalundi Outdoor Personal Enrichment

(KOPE) facility with MWRGS funding. The facility supports leadership and personal development programs for students and the community and its use by the corporate sector provides Karalundi with a valuable source of additional income.

• Worked with the Shire of Chapman Valley, the City of Geraldton-Greenough and other stakeholders to complete a management plan for the Moresby Ranges.

• Worked with the Murchison Executive Group to identify opportunities for local government

collaboration and resource sharing in the Murchison sub-region.

23

• As a member of the Geraldton Universities Centre (GUC) Board, actively supported the establishment of a new governance and business model, with the aim of providing courses and delivery modes required to attract enrolments. A new community based Board will oversee GUC’s operations into the future.


• Facilitate the timely development of community infrastructure that will be required to support major resource projects by:

o determining key infrastructure priorities for Mid West local governments that will be funded through the Royalties for Regions Country Local Government Fund;

o assisting Mid West hinterland shires to secure additional housing in their towns in time to meet the demands generated by actual and proposed major mining developments;

o working with the City of Geraldton-Greenough to fi nalise a population, demographic and economic model for the Mid West to inform planning and good decision making;

o developing a Mid West Investment Plan with an initial focus on securing funding to address social infrastructure needs arising from planned major projects such as the proposed Oakajee deepwater port and major mining operations; and

o assisting the development of a Mid West Regional Plan and its implementation through the State’s Infrastructure Coordinating Committee.

• Through the Mid West Strategic Infrastructure Group:o continue to support the timely development of infrastructure to support major resources

projects, including key port, rail and, industrial estate infrastructure at Oakajee; ando encourage a strategic approach to the development of power, water, rail and social

infrastructure in the Mid West.

• Work with the Landcorp, City of Geraldton-Greenough, Public Transport Authority and other stakeholders to secure Government support for commencing stage two of the Batavia Coast Marina redevelopment.

• Work with the City of Geraldton-Greenough on the Sustainable Future City project to support the growth and development of Geraldton-Greenough and its surrounds.

• Work with the proponents of the Bidi Bidi Early Childhood Development Centre pilot project to:

o address the Murchison’s relatively poor Australian Early Development Index (AEDI) results;

o demonstrate the initiative’s value for ongoing government funding and the model’s potential introduction elsewhere; and

o build capacity of local people to enable the Centre to be managed by local Aboriginal people in the longer term.

24

• Undertake the Broadband Integration and Technology Enablement project, which will focus on:

o regional ADSL2+ exchange upgrades at fi ve exchanges (Mullewa, Mt Magnet, Cue, Meekatharra and Leeman);

o adoption of high quality managed desktop video conferencing at four locations in the region; and

o initial planning to involve other communities.

• Work in partnership with several stakeholders including the City of Geraldton-Greenough to secure Commonwealth Digital Regions Initiative funding for innovative information technology projects relating to health, education and emergency services.

• Work with local governments, business and community to develop a Mid West Digital Economy Strategy to promote the uptake of broadband and information technology in the region. A particular focus will be opportunities arising from:

o the Regional Backbone Blackspots Program including the Perth to Geraldton fi bre optic connection currently under construction;

o the development of the National Broadband Network;o ASKAP and SKA projects in the Murchison; ando large scale mining projects planned or proposed in the Mid West.

• Work with local governments, business and community to deliver a Regional Mobile Communications project to help solve issues with mobile phone blackspots on major highways and in regional towns.

• Partner the City of Geraldton-Greenough on the major redevelopment of Eadon-Clarke Sporting Reserve to increase capacity of the site and provide high quality multi-purpose sporting facilities.

25

Royalties for Regions Regional Grants Scheme

The Mid West Development Commission received 61 applications for funding from the Mid West Regional Grants Scheme in February 2010 totalling $9.65 million. The following 26 projects received funding.

26

Regional Grants Scheme Funded Projects for 2009-10

Organisation Project Name Funding (ex GST)

Australia's Coral Coast Increasing length of stay and visitor dispersal in Australia's Coral Coast, Gingin to Exmouth

$60,000

Carnamah Child Care Centre Incorporated

Carnamah Child Care Centre upgrade $16,960

Central Desert Native Title Services Limited

Establishment of the Wiluna Land Management Unit facility

$136,464

Chrysalis Support Services Incorporated

Chrysalis House building extensions, Geraldton

$134,565

City of Geraldton-Greenough

Eadon-Clarke Sporting Complex redevelopment, Geraldton

$500,000


Geraldton Art Gallery art storage racks $33,500


Queens Park Theatre counterweight flying system and electric winch upgrade, Geraldton

$87,500


Sustainable Future City Project, Greater Geraldton area

$300,000

Country Arts WA Geraldton Great Gathering celebration and promotion of the Mid West

$50,000

Drug Arm WA Rosella House alterations and additions, Geraldton

$175,000

Durack Institute of Technology

Marine Finfish Research and Development Centre Stage 2, Geraldton

$248,376

Geraldton Amateur Swimming Club

Provision of semi automatic timing equipment, Geraldton

$12,130

Geraldton Cemetery Board Re-use water connection, Geraldton $65,500

Geraldton Golf Club Facilities upgrade (water and storage), Geraldton

$94,904

Regional Grants Scheme Funded Projects for 2009-10


Geraldton Personnel Incorporated

Mid West Training Centre, Geraldton $85,000

Geraldton Turf Club Incorporated

Facilities upgrade, Geraldton $203,580

Shire of Chapman Valley Nabawa Camping Ground Project $65,000

Shire of Chapman Valley Nanson Museum Expansion - The Clarrie Milne Collection

$108,000

Shire of Mount Magnet Mount Magnet Mining and Pastoral Heritage Museum

$300,000

Shire of Morawa Exploring Wildflower Country drive trail implementation Stage 1, Geraldton to Dalwallinu

$168,964

Shire of Northampton Northampton Community Centre redevelopment

$600,000

Shire of Wiluna Wiluna Drive Trail Development Plan $39,860

Shire of Yalgoo Water Playground, Yalgoo $70,000

WA Institute of Skin Cancer Medicine & Rural Health

Non-Melanoma Skin Cancer Research Initiatives, Greater Geraldton area

$105,000

West Australian Symphony Orchestra

WASO on the Road, introducing classical music to students at selected Mid West locations

$10,712

Yuna Primary School Parent & Citizen Association

Shelter over basketball court, Yuna $25,000

26 PROJECTS TOTAL $3,696,015

27

Royalties for Regions Small Grant Scheme

The Commission received 24 applications for funding from the Mid West Small Grants Scheme, totalling $189,362. The following 12 projects received funding.

Small Grants Scheme Funded Projects for 2009-10


Allendale Primary School P&C Association

Equipment upgrade, Geraldton $5,431

School EECE, University of Western Australia

Energy Studies of Flat Pack Housing for Perenjori

$2,990

Edmund Rice Education Australia

Tardun Facility Feasibility Study: Utilising a unique regional resource to build community capacity

$9,500

Shire of Mullewa Mullewa Men's Shed $8,500

Leeman Country and Sporting Club

Community Bus $10,000

Museums Australia Mid West Museum and Heritage brochure $7,635


Plan for Redevelopment of the Geraldton Regional Art Gallery

$5,000

Northampton Friends of the Railway Incorporated

Relocation & Restoration of a Compartment Passenger Carriage

$8,994

Access to Sport & Leisure Inc (ATLAS)

Universally Designed Challenge Course Scoping, Geraldton

$10,000

Shire of Carnamah Carnamah Museum extension and Fit-out $9,990

Shire of Perenjori Leaving a Legacy Workshop $5,000

Geraldton City Speedway Canteen Replacement $10,000

12 PROJECTS TOTAL $93,040

28

Royalties for Regions Regional Grant Scheme – Strategic Projects

The Commission supported one project for funding from the Regional Grants Scheme - Strategic Projects. The following project received funding.

Regional Grants Scheme - Strategic Projects for 2009-10


MWDC on behalf of Wirnda Barna Artists

Wirnda Barna Art Centre Development, Mount Magnet

$140,000


Regional Development Scheme

The Commission supported three projects for funding from the Mid West Regional Development Scheme. The following projects received fundingd funding.

29

Regional Development Scheme Funded Projects for 2009-10



Clipper 09-10 Round the World Yacht Race – Geraldton Stopover

$50,000

Shire of Three Springs Three Springs tourist stop shelter $20,489

National Trust of Australia (WA)

Bill Sewell Complex Site Redevelopment Masterplan, Geraldton

$50,000


Actual Results Versus Budget Targets

Financial Targets

Target

$000

Actual

$000

Variance

$000

Total cost of services (expense limit) (details from Income Statement) 8,846 4,929 (3,917)

Net cost of services (details from Income Statement) 8,772 4,615 (4,157)

Total equity (details from Balance Sheet) 1,686 8,405 6,719

Net increase/(decrease) in cash held (details from Cash Flow Statement) (392) (1,605) (1,213)

Approved full time equivalent (FTE) staff level 15 15 -

The target total cost of services and net cost of services both assumed $7 million of Royalties for Regions funding would be received and spent in 2009-10 for the Mid West Regional Grants Scheme (MWRGS).

In reality MWRGS grant recipients are paid in instalments over the period of their project. This often results in the related expense being refl ected over more than one fi nancial year.

Actual costs for 2009-10 also refl ect:

• the Commission only being allocated $5 million of funding for MWRGS in 2009-10; • MWRGS funding being allocated at the end of the 2009-10 fi nancial year resulting in only a

minor amount actually expended in 2009-10; and• payment of instalments in 2009-10 for MWRGS grants awarded in 2008-09.

The combined effect of the above resulted in MWRGS expenses in 2009-10 being approximately $5.7 million below target. This was partially offset by $1.7 million of expenditure on the Geraldton Foreshore Redevelopment, which was delayed from 2008-09.

The variance in total equity largely refl ects the delayed expenditure of funding received for the MWRGS and the Geraldton Foreshore Redevelopment.

The actual net decrease in cash in 2009-10 largely refl ects the payment of $1.7 million of funding for the Geraldton Foreshore Redevelopment from funding brought forward from 2008-09. The target amount assumes this funding was paid out in 2008-09.

For explanation on Income Statement variances, refer to Note 32 of the Financial Statements on page 58 of this report.

30

Summary of Key Performance Indicators

The key effectiveness indicators measure the extent of impact of the delivery of services on the achievement of desired outcomes. The key effi ciency indicators monitor the relationship between the services delivered and the resources used to produce the service.

Target Actual Variance

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

Key Effectiveness Indicators

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

42% 38% (4%)

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

57% 69% 12%

Clients agreeing that the Commission contributed to more trade activity

27% 34% 7%

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

28% 28% -

Service 1: Information & Advice

Key Efficiency Indicators

Cost per client visit

Cost per client inquiry

$1,237

$101

$520

$69

($717)

($32)


Key Efficiency Indicator

Average cost per project

$41,424

$42,898

$1,474


Key Efficiency Indicator

Average cost per project

$46,298

$33,853

($12,455)

31

Although some actual Key Effectiveness Indicators for 2009-10 vary signifi cantly from target they are generally consistent with results from 2008-09. The results for both years coincide with a signifi cant focus on working with businesses to develop export / trade opportunities.

Actual unit costs for Service 1: Information and Advice are well below target because of the extraordinarily high level of contact with clients in 2009-10. This refl ects the high level of client and community interest in activities the Commission is involved in including:

• the Royalties for Regions Mid West Regional Grants Scheme;• planning for the development of Oakajee, major resource projects and major radio astronomy

projects, which potentially includes the $2.5 billion International Square Kilometre Array (SKA) radio telescope project;

• the development of trade and export opportunities for Mid West businesses; and• ongoing development of the Geraldton Foreshore, Batavia Coast Marina and the Geraldton

Universities Centre.

The average cost of projects for Service 2: Investment Facilitation is slightly above target due to unbudgeted expenditure on the development of the Wirnda Barna Indigenous Art Centre in Mount Magnet. The Commission secured Regional Grants Scheme and Commonwealth funding to underwrite the Art Centre’s establishment.

The average cost of Service 3: Infrastructure and Services Development in the Mid West is below target for 2009-10. This is mainly due to the increased number of projects undertaken in the year combined with lower than expected expenditure on a Broadband development project.

For further explanation on variances, refer to performance information presented on page 66 of this report. It should be noted that within the audited Key Performance Indicators, target and actual total costs and unit costs have been adjusted to exclude Grants and Subsidies Expense.

32

SIGNIFICANT ISSUES IMPACTING ON THE AGENCYThe Commission’s operations are infl uenced by major current and future opportunities and challenges in the region, including the following.

• Major projects, including the proposed development of Oakajee and large-scale mining projects would have considerable social and economic impacts for a number of the region’s communities and businesses.

• Timely public and private investment in regional infrastructure will be required to support the growing region and drives the Commission’s development of a Mid West Investment Plan.

• Approximately 83% of the Mid West region is classifi ed as remote, which presents a challenge in resource allocation to provide and maintain infrastructure and services.

• Funding from the Royalties for Regions Mid West Regional Grants Scheme provides opportunity to leverage long lasting social and economic outcomes for the region.

• Planned and proposed major projects in the region will provide additional training, employment and business opportunities for the region’s Indigenous population.

• Record low recruitment in the West Coast Rock Lobster fi shery is limiting the total allowable catch and having a considerable impact on the region’s Rock Lobster fi shers.

• Development of a major marine based aquaculture industry holds signifi cant potential for the region’s economy and could provide opportunities for workers displaced from the traditional fi shing industry.

• Proposed construction of a 330kV line from Pinjar to Geraldton could create major opportunities for the region’s developing renewable energy industry and provides additional support for major industry development.

• Major technology infrastructure projects including the Australian Square Kilometre Array Pathfi nder Project, the National Broadband Network and the Regional Backbone Blackspots Project provide a number of opportunities to leverage additional outcomes for regional communities.

• Early childhood development initiatives need to be a focus in the Murchison to address low literacy levels and health and unemployment trends.

• The Mid West Indigenous arts industry is still in its infancy and requires considerable support to realise its full potential.

• Proposed amalgamation of several local governments in the coming years would result in the Commission working with fewer but larger authorities.

• The current review of the State’s nine regional development commissions may result in changes to the Commission’s activities and / or resources.

33

DISCLOSURES AND LEGAL COMPLIANCEFinancial Statements

Certifi cation of Financial Statements

MID WEST DEVELOPMENT COMMISSION

CERTIFICATION OF FINANCIAL STATEMENTSFor the year ended 30 June 2010.

The accompanying fi nancial statements of the Mid West Development Commission have been prepared in compliance with the provisions of the Financial Management Act 2006 from proper accounts and records to present fairly the fi nancial transactions for the fi nancial year ended 30 June 2010 and the fi nancial position as at 30 June 2010.

At the date of signing we are not aware of any circumstances which would render the particulars included in the fi nancial statements misleading or inaccurate.



J POTTSCHIEF FINANCIAL OFFICER DATE

34

For the year ended 30 June 2010 Note 2010 2009COST OF SERVICES $ $Expenses Employee benefits expense 6 1,376,200 1,131,379Supplies and services 7 556,288 463,516Depreciation and amortisation expense 8 11,881 12,004Accommodation expenses 9 155,988 142,033Grants and subsidies 10 2,813,247 4,183,475Loss on disposal of non-current assets 14 - -Other expenses 11 14,994 11,687Total cost of services 4,928,598 5,944,094 Income Revenue Commonwealth grants and contributions 12 206,837 138,633Other revenue 13 107,138 150,126Total Revenue 313,975 288,759 Total income other than income from State Government 313,975 288,759 NET COST OF SERVICES 4,614,623 5,655,335 Income From State Government Service appropriation 15(a) 1,522,000 4,305,000Resources received free of charge 15(b) 10,823 -Royalties for Regions Fund 15(c) 1,225,000 4,440,000State Government grants & subsidies 15(d) 26,499 502,500Total income from State Government 2,784,322 9,247,500 SURPLUS/(DEFICIT) FOR THE PERIOD (1,830,301) 3,592,165 The Statement of Comprehensive Income should be read in conjunction with the accompanying notes.

Statement of Comprehensive Income

35

As at 30 June 2010 Note 2010 2009ASSETS $ $Current Assets Cash and cash equivalents 27(a) 597,114 530,610Restricted cash and cash equivalents 16, 27(a) 6,502,194 8,174,012Receivables 17 131,041 182,891Amounts receivable for services 18 30,000 30,000Other current assets 19 1,155 -Total Current Assets 7,261,504 8,917,513 Non-Current Assets Amounts receivable for services 18 119,000 111,000Property, plant and equipment 20 2,608,662 2,068,464Intangible assets 21 5,275 10,704Total Non-Current Assets 2,732,937 2,190,168TOTAL ASSETS 9,994,441 11,107,681 LIABILITIES Current Liabilities Payables 23 195,844 95,287Provisions 25 291,248 251,910Total Current Liabilities 487,092 347,197 Non-Current Liabilities Amounts due to the Treasurer 24 960,000 960,000Provisions 25 142,239 101,436Total Non-Current Liabilities 1,102,239 1,061,436 TOTAL LIABILITIES 1,589,331 1,408,633NET ASSETS 8,405,110 9,699,048 EQUITY Contributed equity 26(a) 355,946 355,946Reserves 26(b) 1,872,761 1,336,398Accumulated surplus 26(c) 6,176,403 8,006,704 TOTAL EQUITY 8,405,110 9,699,048

The Statement of Financial Position should be read in conjunction with the accompanying notes.

Statement of Financial Position

36

For the year ended 30 June 2010 Accumulated Contributed surplus/ Note equity Reserves (deficit) Total equity $ $ $ $ Balance at 1 July 2008 26 355,946 1,681,852 4,414,539 6,452,337 Changes in accounting policy or correction of prior period errors Capital contribution - - - - Other contributions by owners - - - - Distribution to owners - - - -Restated balanced at 1 July 2008 355,946 1,681,852 4,414,539 6,452,337 Total comprehensive income for the year - (345,454) 3,592,165 3,246,711Transactions with owners in their capacity as owners: Capital appropriations - - - - Other contributions by owners - - - - Distributions to owners - - - -Total - (345,454) 3,592,165 3,246,711Balance at 30 June 2009 355,946 1,336,398 8,006,704 9,699,048 Balance at 1 July 2009 355,946 1,336,398 8,006,704 9,699,048Total comprehensive income for the year 536,363 (1,830,301) (1,293,938)Transactions with owners in their capacity as owners: Capital appropriations - - - - Other contributions by owners - - - - Distributions to owners - - - -Total - 536,363 (1,830,301) (1,293,938)Balance at 30 June 2010 355,946 1,872,761 6,176,403 8,405,110

The Statement of Changes in Equity should be read in conjunction with the accompanying notes.

Statement of Changes in Equity

37

For the year ended 30 June 2010 Note 2010 2009 $ $CASH FLOWS FROM STATE GOVERNMENT Service appropriation 1,484,000 4,267,000Holding account drawdowns 38,000 33,000Royalties for Regions Fund 1,225,000 4,440,000State Government grants and subsidies 26,499 504,318Net cash provided by State Government 2,773,499 9,244,318

Utilised as follows: CASH FLOWS FROM OPERATING ACTIVITIES Payments Employee benefits (1,290,828) (1,108,368)Supplies and services (550,425) (466,412)Accommodation (165,118) (142,033)GST payments on purchases (329,872) (446,733)GST payments to taxation authority (31,904) (74,000)Grants and subsidies (2,721,853) (4,168,975)Other payments (14,994) - Receipts Commonwealth grants and contributions 206,837 138,633Sale of publications 5,026 4,852GST receipts on sales 31,272 74,431GST receipts from taxation authority 386,594 556,578Other receipts 106,739 93,044 Net cash provided by/(used in) operating activities 27 (4,368,526) (5,538,983) CASH FLOWS FROM INVESTING ACTIVITIES Purchase of non-current physical assets (10,287) -Purchase of non-current intangible assets - -Proceeds from sale of non-current physical assets - -Net cash provided by/(used in) investing activities (10,287) -

Net increase/(decrease) in cash and cash equivalents (1,605,314) 3,705,335 Cash and cash equivalents at the beginning of period 8,704,622 4,999,287 CASH AND CASH EQUIVALENTS AT THE END OF PERIOD 27 7,099,308 8,704,622 The Statement of Cash Flows should be read in conjunction with the accompanying notes.

Statement of Cash Flows

38

Notes to the Financial Statements

For the year ended 30 June 2010 Note 1. Australian Accounting Standards

General The Commission’s financial statements for the year ended 30 June 2010 have been prepared in accordance with Australian Accounting Standards. The term ‘Australian Accounting Standards’ refers to Standards and Interpretations issued by the Australian Accounting Standard Board (AASB). The Authority has adopted any applicable, new and revised Australian Accounting Standards from their operative dates. Early adoption of standards The Commission cannot early adopt an Australian Accounting Standard unless specifically permitted by TI 1101 Application of Australian Accounting Standards and Other Pronouncements. No Australian Accounting Standards that have been issued or amended but not operative have been early adopted by the Commission for the annual reporting period ended 30 June 2010.

Note 2. Summary of significant accounting policies

(a) General statement The financial statements constitute general purpose financial statements that have been prepared in accordance with Australian Accounting Standards, the Framework, Statements of Accounting Concepts and other authoritative pronouncements of the Australian Accounting Standards Board as applied by the Treasurer's instructions. Several of these are modified by the Treasurer's instructions to vary application, disclosure, format and wording. The Financial Management Act and the Treasurer's instructions are legislative provisions governing the preparation of financial statements and take precedence over Australian Accounting Standards, the Framework, Statements of Accounting Concepts and other authoritative pronouncements of the Australian Accounting Standards Board. Where modification is required and has had a material or significant financial effect upon the reported results, details of that modification and the resulting financial effect are disclosed in the notes to the financial statements. (b) Basis of preparation The financial statements have been prepared on the accrual basis of accounting using the historical cost convention, modified by the revaluation of land which has been measured at fair value. The accounting policies adopted in the preparation of the financial statements have been consistently applied throughout all periods presented unless otherwise stated. The financial statements are presented in Australian dollars and all values are rounded to the nearest dollar. The judgements that have been made in the process of applying the Commission’s accounting policies that have the most significant effect on the amounts recognised in the financial statements are disclosed at note 4 ‘Judgements made by management in applying accounting policies’. The key assumptions made concerning the future, and other key sources of estimation uncertainty at the end of the reporting period that have a significant risk of causing a material adjustment to the carrying amount of assets and liabilities within the next financial year are disclosed at note 5 ‘Key sources of estimation uncertainty’.

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For the year ended 30 June 2010 Note 2. Summary of significant accounting policies (continued)

(c) Reporting entity The reporting entity comprises the Mid West Development Commission. The Mid West Development Commission was established under the Regional Development Commissions Act (1993) on April 8, 1994. The Act also repealed the Geraldton Mid West Development Authority Act (1988) and determined that all assets and liabilities would transfer to the Mid West Development Commission from that date. (d) Contributed equity AASB Interpretation 1038 Contributions by Owners Made to Wholly-Owned Public Sector Entities requires transfers in the nature of equity contributions, other than as a result of a restructure of administrative arrangements, to be designated by the Government (the owner) as contributions by owners (at the time of, or prior to transfer) before such transfers can be recognised as equity contributions. Capital appropriations have been designated as contributions by owners by TI 955 Contributions by Owners made to Wholly Owned Public Sector Entities and have been credited directly to Contributed equity. The transfer of net assets to/from other agencies, other than as a result of a restructure of administrative arrangements, are designated as contributions by owners where the transfers are non-discretionary and non-reciprocal. (e) Income Revenue Recognition Revenue is measured at the fair value of consideration received or receivable. Revenue is recognised for the major business activities as follows: Sale of goods Revenue is recognised from the sale of goods and disposal of other assets when the significant risks and rewards of ownership transfer to the purchaser and can be measured reliably. Provision of services Revenue is recognised on delivery of the service to the client or by reference to the stage of completion of the transaction. Interest Revenue is recognised as the interest accrues. Service Appropriations Service Appropriations are recognised as revenues at nominal value in the period in which the Commission gains control of the appropriated funds. The Commission gains control of appropriated funds at the time those funds are deposited to the bank account or credited to the ‘Amounts receivable for services’ (holding account) held at Treasury. Grants, donations, gifts and other non-reciprocal contributions Revenue is recognised at fair value when the Commission obtains control over the assets comprising the contributions, usually when cash is received. Other non-reciprocal contributions that are not contributions by owners are recognised at their fair value. Contributions of services are only recognised when a fair value can be reliably determined and the services would be purchased if not donated. Royalties for Regions funds are recognised as revenue at fair value in the period in which the Commission obtains control over the funds. The Commission obtains control of the funds at the time the funds are deposited into the Commission’s bank account. Gains Gains may be realised or unrealised and are usually recognised on a net basis. These include gains arising on the disposal of non-current assets and some revaluations of non-current assets.


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(f) Property, plant and equipment Capitalisation/Expensing of assets Items of property, plant and equipment costing $5,000 or more are recognised as assets and the cost of utilising assets is expensed (depreciated) over their useful lives. Items of property, plant and equipment costing less than $5,000 are immediately expensed direct to the Statement of Comprehensive Income (other than where they form part of a group of similar items which are significant in total). Initial recognition and measurement All items of property, plant and equipment are initially recognised at cost. For items of property, plant and equipment acquired at no cost or for nominal cost, the cost is the fair value at the date of acquisition. Subsequent measurement Subsequent to initial recognition as an asset, the revaluation model is used for the measurement of land and the cost model for all other property, plant and equipment. Land is carried at fair value and accumulated impairment losses. All other items of property, plant and equipment are stated at historical cost less accumulated depreciation and accumulated impairment losses. Where market-based evidence is available, the fair value of land is determined on the basis of current market buying values determined by reference to recent market transactions. Independent valuations of land are provided annually by the Western Australian Land Information Authority (Valuation Services) and recognised annually to ensure that the carrying amount does not differ materially from the asset’s fair value at the end of the reporting period. The most significant assumptions in estimating fair value are made in assessing whether to apply the existing use basis to assets and in determining estimated useful life. Professional judgement by the valuer is required where the evidence does not provide a clear distinction between market type assets and existing use assets. Refer to note 27 ‘Property, plant and equipment’ for further information on revaluations. Derecognition Upon disposal or derecognition of an item of property, plant and equipment, any revaluation surplus relating to that asset is retained in the asset revaluation surplus. Asset revaluation surplus The asset revaluation surplus is used to record increments and decrements on the revaluation of non-current assets as described in note 27 ‘Property, plant and equipment’. Depreciation Land is not depreciated. Depreciation on other assets is calculated using the straight line method, using rates which are reviewed annually. Estimated useful lives for each class of depreciable asset are:

Furniture & Fittings 10% Office Equipment 20% Computer Hardware 30% Software (a) 30% (a) Software that is integral to the operation of related hardware.


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(g) Intangible assets Capitalisation/expensing of assets Acquisitions of intangible assets costing $5,000 or more are capitalised. The cost of utilising the assets is expensed (amortised) over their useful life. Costs incurred below these thresholds are immediately expensed directly to the Statement of Comprehensive Income. All acquired and internally developed intangible assets are initially recognised at cost. For assets acquired at no cost or for nominal cost, the cost is their fair value at the date of acquisition. The cost model is applied for subsequent measurement requiring the asset to be carried at cost less any accumulated amortisation and accumulated impairment losses. Amortisation for intangible assets with finite useful lives is calculated for the period of the expected benefit (estimated useful life) on the straight line basis using rates which are reviewed annually. All intangible assets controlled by the Commission have a finite useful life and zero residual value. The expected useful lives for each class of intangible asset are:

Software (a) 30% Web site costs 30% (a) Software that is not integral to the operation of any related hardware.

Computer software Software that is an integral part of the related hardware is treated as property, plant and equipment. Software that is not an integral part of the related hardware is treated as an intangible asset. Software costing less than $5,000 is expensed in the year of acquisition. Website costs Website costs are charged as expenses when they are incurred unless they relate to the acquisition or development of an asset when they may be capitalised and amortised. Generally, costs in relation to feasibility studies during the planning phase of a website, and ongoing costs of maintenance during the operating phase are expensed. Costs incurred in building or enhancing a website, to the extent that they represent probable future economic benefits that can be reliably measured, are capitalised. (h) Impairment of assets Property, plant and equipment and intangible assets are tested for any indication of impairment at the end of each reporting period. Where there is an indication of impairment, the recoverable amount is estimated. Where the recoverable amount is less than the carrying amount, the asset is considered impaired and written down to the recoverable amount and an impairment loss is recognised. As the Commission is a not-for-profit entity, unless an asset has been identified as a surplus asset, the recoverable amount is the higher of an asset’s fair value less costs to sell and depreciated replacement cost. The risk of impairment is generally limited to circumstances where an asset’s depreciation is materially understated, where the replacement cost is falling or where there is a significant change in useful life. Each relevant class of assets is reviewed annually to verify that the accumulated depreciation/amortisation reflects the level of consumption or expiration of asset’s future economic benefits and to evaluate any impairment risk from falling replacement costs. Intangible assets with an indefinite useful life and intangible assets not yet available for use are tested for impairment at the end of each reporting period irrespective of whether there is any indication of impairment. The recoverable amount of assets identified as surplus assets is the higher of fair value less costs to sell and the present value of future cash flows expected to be derived from the asset. Surplus assets carried at fair value have no risk of material impairment where fair value is determined by reference to market-based evidence. Where fair value is determined by reference to depreciated replacement cost, surplus assets are at risk of impairment and the recoverable amount is measured. Surplus assets at cost are tested for indications of impairment at each reporting period. Refer to note 30 ‘Impairment of assets’ for the outcome of impairment reviews and testing.


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(i) Non-current assets (or disposal groups) classified as held for sale Non-current assets (or disposal groups) held for sale are recognised at the lower of carrying amount and fair value less costs to sell and are presented separately from other assets in the Statement of Financial Position. Assets classified as held for sale are not depreciated or amortised. (j) Leases The Commission holds operating leases for motor vehicles. Lease payments are expensed on a straight line basis over the lease term as this represents the pattern of benefits derived from the leased properties. (k) Financial instruments In addition to cash, the Commission has two categories of financial instrument:

Loans and receivables; and Financial liabilities measured at amortised cost.

Financial instruments have been disaggregated into the following classes: Financial Assets

Cash and cash equivalents Restricted cash and cash equivalents Receivables Amounts receivable for services

Financial Liabilities

Payables Amounts due to the Treasurer

Initial recognition and measurement of financial instruments is at fair value which normally equates to the transaction cost or the face value. Subsequent measurement is at amortised cost using the effective interest method. The fair value of short-term receivables and payables is the transaction cost or the face value because there is no interest rate applicable and subsequent measurement is not required as the effect of discounting is not material. (l) Cash and cash equivalents For the purpose of the Statement of Cash Flows, cash and cash equivalent (and restricted cash and cash equivalent) assets comprise cash on hand and short-term deposits with original maturities of three months or less that are readily convertible to a known amount of cash and which are subject to insignificant risk of changes in value. (m) Accrued salaries Accrued salaries (see note 31 ‘Payables’) represent the amount due to staff but unpaid at the end of the financial year, as the pay date for the last pay period for that financial year does not coincide with the end of the financial year. Accrued salaries are settled within a fortnight of the financial year end. The Commission considers the carrying amount of accrued salaries to be equivalent to its net fair value. (n) Amounts receivable for services (holding account) The Commission receives funding on an accrual basis that recognises the full annual cash and non-cash cost of services. The appropriations are paid partly in cash and partly as an asset (holding account receivable) that is accessible on the emergence of the cash funding requirement to cover leave entitlements and asset replacement. Refer to note 20 ‘Income from State Government’ and note 24 ’Amounts receivable for services’.


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(o) Receivables Receivables are recognised and carried at original invoice amount less an allowance for any uncollectible amounts (i.e. impairment). The collectability of receivables is reviewed on an ongoing basis and any receivables identified as uncollectible are written-off against the allowance account. The allowance for uncollectible amounts (doubtful debts) is raised when there is objective evidence that the Commission will not be able to collect the debts. The carrying amount is equivalent to fair value as it is due for settlement within 30 days. Refer also to note 2(I) ‘Financial Instruments’ and note 23 ‘Receivables’. (p) Payables Payables are recognised at the amounts payable when the Commission becomes obliged to make future payments as a result of a purchase of assets or services. The carrying amount is equivalent to fair value, as they are generally settled within 30 days. Refer to note 2(I) ‘Financial Instruments’ and note 31 ‘Payables’. (q) Amounts due to the Treasurer Initial recognition and measurement, and subsequent measurement, is at the amount repayable. Although there is no interest charged, the amount repayable is equivalent to fair value as the period of the borrowing is for less than 12 months with the effect of discounting not being material. Refer to note 33 ‘Amounts due to the Treasurer’. (r) Provisions Provisions are liabilities of uncertain timing or amount and are recognised where there is a present legal or constructive obligation as a result of a past event and when the outflow of resources embodying economic benefits is probable and a reliable estimate can be made of the amount of the obligation. Provisions are reviewed at the end of each reporting period. Refer to note 34 ‘Provisions’. Provisions - employee benefits

Annual leave and long service leave

The liability for annual and long service leave expected to be settled within 12 months after the reporting period is recognised and measured at the undiscounted amounts expected to be paid when the liabilities are settled. Leave liabilities are in respect of services provided by employees up to the end of the reporting period. All annual leave and unconditional long service leave provisions are classified as current liabilities as the Commission does not have an unconditional right to defer settlement of the liability for at least 12 months after the reporting period. A liability for long service leave is recognised after an employee has completed four years of service. An assessment of long service leave undertaken in 2003 determined that the liability measured using the short hand method was not materially different from the liability measured using the present value of expected future payments. All annual leave and unconditional long service leave provisions are classified as current liabilities as the Commission does not have an unconditional right to defer settlement of the liability for at least 12 months after the balance sheet date.

Superannuation

The Government Employees Superannuation Board (GESB) in accordance with legislative requirements administers public sector superannuation arrangements in Western Australia. Employees may contribute to the Pension Scheme, a defined benefit pension scheme now closed to new members or the Gold State Superannuation Scheme (GSS), a defined benefit lump sum scheme also closed to new members.


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(r) Provisions (continued)

Superannuation (continued)

The Commission has no liabilities under the Pension or the GSS Schemes. The liabilities for the unfunded Pension Scheme and the unfunded GSS Scheme transfer benefits due to members who transferred from the Pension Scheme, are assumed by the Treasurer. All other GSS Scheme obligations are funded by concurrent contributions made by the Commission to the GESB. The concurrently funded part of the GSS Scheme is a defined contribution scheme as these contributions extinguish all liabilities in respect of the concurrently funded GSS Scheme obligations. Employees commencing employment prior to 16 April 2007 who were not members of either the Pension or the GSS Schemes became non-contributory members of the West State Superannuation Scheme (WSS). Employees commencing employment on or after 16 April 2007 became members of the GESB Super Scheme (GESBS). Both of these schemes are accumulation schemes. The Commission makes concurrent contributions to GESB on behalf of employees in compliance with the Commonwealth Government’s Superannuation Guarantee (Administration) Act 1992. These contributions extinguish the liability for superannuation charges in respect of the WSS and GESBS Schemes. The GESB makes all benefit payments in respect of the Pension and GSS Schemes, and is recouped by the Treasurer for the employer’s share. Provisions - Other

Employment on-costs

Employment on-costs, including workers’ compensation insurance, are not employee benefits and are recognised separately as liabilities and expenses when the employment to which they relate has occurred. Employment on-costs are included as part of ‘Other expenses’ and are not included as part of the Commission’s ‘Employee benefits expense’. The related liability is included in ‘Employment on-costs provision’. (s) Superannuation expense The superannuation expense in the Statement of Comprehensive Income comprises employer contributions paid to the GSS (concurrent contributions), the West State Superannuation Scheme (WSS), and the GESB Super Scheme (GESBS). The GSS Scheme is a defined benefit scheme for the purposes of employees and whole-of-government reporting. However, it is a defined contribution plan for agency purposes because the concurrent contributions (defined contributions) made by the agency to GESB extinguishes the agency’s obligations to the related superannuation liability. (t) Resources received free of charge or for nominal cost Resources received free of charge or for nominal cost that can be reliably measured are recognised as income and as assets or expenses as appropriate, at fair value. Where assets or services are received from another State Government agency, these are separately disclosed under Income from State Government in the Statement of Comprehensive Income. (u) Comparative figures Comparative figures are, where appropriate, reclassified to be comparable with the figures presented in the current financial year.


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For the year ended 30 June 2010 Note 4. Key sources of estimation uncertainty

The Commission makes key assumptions made concerning the future, and other key sources of estimation uncertainty at the reporting date do not have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year. Note 5. Disclosure of changes in accounting policy and estimates

(a) Initial application of an Australian Accounting Standard The Commission has applied the following Australian Accounting Standards effective for annual reporting periods beginning on or after 1 July 2009 that impacted on the Commission: AASB 101 This Standard has been revised and introduces a number of terminology changes as well as

changes to the structure of the Statement of Changes in Equity and the Statement of Comprehensive Income. It is now a requirement that owner changes in equity be presented separately from non-owner changes in equity. There is no financial impact resulting from the application of this revised Standard.

AASB 2007-10 This Standard changes the term ‘general purpose financial report’ to ‘general purpose

financial statements’, where appropriate in Australian Accounting Standards and the Framework to better align with IFRS terminology. There is no financial impact resulting from the application of this Standard.

AASB 2009-2 This Standard amends AASB 7 and will require enhanced disclosures about fair value

measurements and liquidity risk with respect to financial instruments. There is no financial impact resulting from the application of this Standard.

(b) Voluntary changes in accounting policy There have been no changes in accounting policy during the financial year.

(c) Future impact of Australian Accounting Standards not yet operative The Commission cannot early adopt an Australian Accounting Standard unless specifically permitted by TI 1101 Application of Australian Accounting Standards and Other Pronouncements. Consequently, the Commission has not applied early any following Australian Accounting Standards that have been issued that may impact the Commission. Where applicable, the Commission plans to apply these Standards and Interpretations from their application date:

Operative for reporting periods beginning on/after

AASB 2009-11 The amendment to AASB 7 requires modification to the

disclosure of categories of financial assets. The Commission does not expect any financial impact when the Standard is first applied. The disclosure of categories of financial assets in the notes will change.

1 Jan 2013

(d) Changes in accounting estimates There have been no changes in accounting estimates during the financial year.


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For the year ended 30 June 2010 2010 2009Note 6. Employee benefits expense $ $Wages and salaries (i) 1,160,643 989,380Superannuation - defined contribution plans (ii) 114,032 92,602Long service leave (iii) 46,360 21,779Annual leave (iii) 38,685 2,631Other related expenses 16,480 24,987 1,376,200 1,131,379 (i) Includes the value of the fringe benefit to the employee plus the fringe benefits tax component. (ii) Defined contribution plans include West State, Gold State and GESB Super Scheme (contributions paid). (iii) Includes a superannuation contribution component. Employment on-costs such as workers' compensation insurance are included at note 11 'Other expenses'. The employment on-costs liability is included at note 25 'Provisions'.

2010 2009Note 7. Supplies and Services $ $Communications 26,585 15,623Consultants and contractors 147,314 150,018Consumables 83,605 46,319Travel 53,953 45,161Equipment repairs and maintenance 14,050 12,444Operating leases - vehicles 28,363 29,579Board fees 53,295 51,288Other 149,123 113,084 556,288 463,516

Note 8. Depreciation and amortisation expense Depreciation Plant and equipment 6,452 5,828Total depreciation 6,452 5,828 Amortisation Computer software - 747Website 5,429 5,429Total amortisation 5,429 6,176 Total depreciation and amortisation 11,881 12,004

Note 9. Accommodation expenses Lease rentals 136,543 127,985Electricity 18,703 12,552Repairs and maintenance 742 1,496 155,988 142,033


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For the year ended 30 June 2010 2010 2009Note 10. Grants and subsidies $ $Recurrent Regional Development Scheme (i) 407,965 313,135Royalties for Regions Fund - Regional Grants Scheme - Round 1 (2009) 1,086,870 -Royalties for Regions Fund - Regional Grants Scheme - Round 2 (2010) 17,122 -The Lupin Society - 2,000Yamaji Art 4,000 6,000Northern Agricultural Catchments Council - 5,000City of Geraldton-Greenough - Queen Elizabeth II Centre - 225,000Peel Development Commission 5,000 -Geraldton City RSL 1,440 -Shire of Dandaragan 5,000 -Midwest Chamber of Commerce and Industry 500 -Capital City of Geraldton-Greenough - Foreshore Redevelopment 1,285,350 3,031,640Geraldton Boat Lifters Ltd - Marine Services Precinct - 371,700Department of Planning and Infrastructure - Kalbarri Jetty - 229,000 2,813,247 4,183,475 (i) Includes the reallocation to new recipients of funds granted in earlier rounds of the Regional Development Scheme (RDS), which were either not utilised at all or exceeded the actual requirements of the original recipients. These funds were returned to the RDS funding pool and allocated to or available for allocation to new projects.

2010 2009Note 11. Other expenses $ $Employment on-costs (i) 5,606 3,271Other insurance 9,388 8,416 14,994 11,687 (i) Includes workers' compensation insurance and other employment on-costs. The on-costs liability associated with the recognition of annual and long service leave liability is included at Note 25 'Provisions'. Superannuation contributions accrued as part of the provision for leave are employee benefits and are not included in employment on-costs.

2010 2009Note 12. Commonwealth grants and contributions $ $TradeStart 72,337 55,633Department of Broadband, Communications & the Digital Economy 22,500 80,000Commonwealth Scientific and Industrial Research Organisation 2,000 3,000Department of Environment, Water, Heritage and the Arts 110,000 - 206,837 138,633

Note 13. Other revenue Sundry Income 38,639 57,363Sale of publications 5,026 5,986Refund of unused RDS grants (i) 12,994 30,750Batavia Coast Marina - Liquidated Damages 50,479 56,027 107,138 150,126 (i) These amounts reflect refunds from grant recipients of unused Regional Development Scheme (RDS) grants paid to grant recipients in earlier years.


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For the year ended 30 June 2010 2010 2009Note 14. Net gain/loss on disposal of non-current assets $ $Costs of Disposal of Non-Current Assets Plant and equipment - - Proceeds from Disposal of Non-Current Assets Plant and equipment - -Net gain/(loss) - -

Note 15. Income from State Government Appropriation received during the year: Service appropriation (a) 1,522,000 4,305,000 1,522,000 4,305,000 Resources received free of charge Determined on the basis of the following estimates provided by agencies: Department of Treasury and Finance 10,823 - (b) 10,823 -Royalties for Regions Fund : - Regional Infrastructure and Headworks Account (c) 1,125,000 4,440,000- Country Local Government Fund 100,000 - 1,225,000 4,440,000Grants and subsidies: During the 2009-10 financial year the Mid West Development Commission received revenue from the following sources: - Regional Development Scheme - Round 8 (2009) - 500,000- Department of Fisheries – Mid West Science Forum - 1,500- Central West TAFE – Mid West Science Forum 800 1,000- Department of Racing, Liquor & Gaming - Mid West Sports

Academy 5,000 -- Department of Commerce, Science & Innovation –

Mid West Science Forum 909 -- Department of Culture and the Arts - Wirnda Barna Art

Workshops 19,790 - (d) 26,499 502,500 2,784,322 9,247,500 (a) Service appropriations are accrual amounts reflecting the net cost of services delivered. The appropriation revenue comprises a cash component and a receivable (asset). The receivable (holding account) comprises the depreciation expense for the year and any agreed increase in leave liability during the year.

(b) Where assets or services have been received free of charge or for nominal cost, the Commission recognises revenue equivalent to the fair value of the assets and/or the fair value of those services that can be reliably measured and which would have been purchased if they were not donated, and those fair values shall be recognised as assets or expenses, as applicable. Where the contributions of assets or services are in the nature of contributions by owners, the Commission makes the adjustment direct to equity.

(c) This is a sub-fund within the over-arching 'Royalties for Regions Fund'. The recurrent funds are committed to projects and programs in WA regional areas.


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For the year ended 30 June 2010 2010 2009Note 16. Restricted cash and cash equivalents $ $Use of the following cash holdings is restricted to the purpose(s) for which the funds were provided:

Batavia Coast Marina Redevelopment 426,084 473,774Country Local Government Fund 100,000 -Gascoyne Murchison Outback Pathways project 18,117 16,274Geraldton Foreshore Redevelopment 552,321 1,837,671Midwest Digital Economy Strategy 22,500 -Midwest Science Forum 7,279 1,639Murchison IT Training & Support project 20,000 20,000Pacific Flora 2004 3,091 3,091Regional Development Scheme - Round 2 (2003) - 15,000Regional Development Scheme - Round 3 (2004) 7,000 13,000Regional Development Scheme - Round 4 (2005) 15,500 57,127Regional Development Scheme - Round 5 (2006) 18,075 19,675Regional Development Scheme - Round 6 (2007) 61,586 243,356Regional Development Scheme - Round 7 (2008) 165,968 334,150Regional Development Scheme - Round 8 (2009) 152,424 322,641Regional Development Scheme - Reallocated 45,244 -Regional Development Scheme – Unallocated 410,469 363,639Regional Education & Training 11,635 11,585Royalties for Regions Fund – Round 1 (2009) (i) 3,335,188 4,435,522Royalties for Regions Fund – Round 2 (2010) (i) 1,086,087 -Wirnda Barna Art Centre 43,626 -Youth Forum - 5,868 6,502,194 8,174,012 (i) These unspent funds are committed to projects and programs in WA regional areas.

2010 2009Note 17. Receivables $ $Current GST receivable 57,066 103,473Other receivables for Goods and Services 73,975 79,418 131,041 182,891

Note 18. Amounts receivable for services Current 30,000 30,000Non-current 119,000 111,000 149,000 141,000 Represents the non-cash component of service appropriations. It is restricted in that it can only be used for asset replacement or payment of leave liability.

2010 2009Note 19. Other assets $ $Current Prepayments 1,155 - 1,155 -


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For the year ended 30 June 2010 2010 2009Note 20. Property, plant & equipment $ $Computer Hardware At Cost 10,961 10,961Accumulated Depreciation (10,961) (10,585) - 376Office equipment At Cost 31,239 20,952Accumulated Depreciation (16,213) (10,137) 15,026 10,815Furniture & Fittings At Cost - -Accumulated Depreciation - - - -Land At fair value (i) 2,593,636 2,057,273 2,593,636 2,057,273 2,608,662 2,068,464 (i) The carrying value of land at 30 June 2010 is based on a market value provided by Western Australian Land Information Authority (Valuation Services) less GST (using the margin scheme). Reconciliations of the carrying amounts of property, plant and equipment at the beginning and end of the reporting period are set out below: Computer Office Furniture Hardware Equipment & Fittings Land Total $ $ $ $ $2010 Carrying amount at the start of year 376 10,815 - 2,057,273 2,068,464Additions - 10,287 - - 10,287Revaluation increments/(decrements) - - - 536,363 536,363Depreciation (376) (6,076) - - (6,452)Carrying amount at end of year - 15,026 - 2,593,636 2,608,662

Computer Office Furniture Hardware Equipment & Fittings Land Total $ $ $ $ $2009 Carrying amount at the start of year 2,014 15,005 - 2,402,727 2,419,746Revaluation increments/(decrements) - - - (345,454) (345,454)Depreciation (1,638) (4,190) - (5,828)Carrying amount at end of year 376 10,815 - 2,057,273 2,068,464


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For the year ended 30 June 2010 2010 2009Note 21. Intangible assets $ $Computer Software At Cost 32,592 32,592Accumulated Amortisation (32,592) (32,592) - -Website At Cost 18,096 18,096Accumulated Amortisation (12,821) (7,392) 5,275 10,704 5,275 10,704 Reconciliations of the carrying amounts of intangible assets at the beginning and end of the reporting period are set out below: Computer Software Website Total $ $ $2010 Carrying amount at the start of year - 10,704 10,704Amortisation - (5,429) (5,429)Carrying amount at end of year - 5,275 5,275

Computer Software Website Total $ $ $2009 Carrying amount at the start of year 747 16,133 16,880Amortisation (747) (5,429) (6,176)Carrying amount at end of year - 10,704 10,704

Note 22. Impairment of assets There were no indications of impairment of property, plant and equipment, and intangible assets at 30 June 2010. The Commission held no goodwill or intangible assets with an indefinite useful life during the reporting period and at the end of the reporting period there were no intangible assets not yet available for use. All surplus assets at 30 June 2010 have either been classified as assets held for sale or written-off.


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For the year ended 30 June 2010 2010 2009Note 23. Payables $ $Current Accounts payable for Goods and Services 153,035 68,565Accrued Expenses: - Board fees & expenses 6,765 5,243- Credit Card Expenses 1,300 -- Electricity 7,979 -- Fringe Benefits Tax 2,958 4,475- Telephone 800 800- Salaries 18,561 12,362- Superannuation 1,755 1,151- Pacific Flora 2004 2,691 2,691 195,844 95,287

Note 24. Amounts due to the Treasurer Non-Current 960,000 960,000 960,000 960,000 A liability of $5,000,000 relating to capital works at the Geraldton Foreshore and Marina was transferred to the Geraldton Mid West Development Authority (now the Mid West Development Commission) by the Department of Marine and Harbours on 30th June 1993. Since that time repayments totalling $4,040,000 have been made to the Consolidated Fund thereby reducing the outstanding indebtedness to $960,000. The loan is interest free and has no set repayment terms. Accordingly it has been carried at face value.

2010 2009Note 25. Provisions $ $Current Employee benefits provision Annual Leave (a) 185,071 152,048Long Service Leave (b) 99,647 94,214 284,718 246,262Other provisions Employment on-costs (c) 6,530 5,648 291,248 251,910Non-current Employee benefits provision Long Service Leave (b) 139,049 99,162 Other provisions Employment on-costs (c) 3,190 2,274 142,239 101,436


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For the year ended 30 June 2010 (a) Annual leave liabilities have been classified as current as there is no unconditional right to defer settlement for at least 12 months after the reporting period. Assessments indicate that actual settlement of the liabilities will occur as follows: 2010 2009Note 25. Provisions (continued) $ $Within 12 months of the end of the reporting period 81,041 65,785More than 12 months after the reporting period 104,030 86,263 185,071 152,048 (b) Long service leave liabilities have been classified as current where there is no unconditional right to defer settlement for at least 12 months after the reporting period. Assessments indicate that actual settlement of the liabilities will occur as follows: 2010 2009 $ $Within 12 months of the end of the reporting period - 21,623More than 12 months after the reporting period 238,696 171,753 238,696 193,376 (c) The settlement of annual and long service leave liabilities gives rise to the payment of employee on-costs including workers compensation insurance. The Commission considers the carrying amount of employee on-costs approximates the net fair value. The associated expense is located at note 13 'Other expenses'. Movements in Other Provisions Movements in each class of provisions during the financial year, other than employee benefits, are set out below: 2010 2009Employment on-cost provision $ $Carrying amount at start of year 7,922 7,428Additional provisions recognised 3,792 2,854Payments/other sacrifices of economic benefits (1,994) (2,360)Carrying amount at end of year 9,720 7,922

Note 26. Equity Equity represents the residual interest in the net assets of the Commission. The Government holds the equity interest in the Commission on behalf of the community. The asset revaluation reserve represents the portion of equity resulting from the revaluation of non-current assets. 2010 2009Contributed equity $ $Balance at start of period 355,946 355,946Balance at end of period (a) 355,946 355,946 Reserves Asset revaluation surplus Balance at start of year 1,336,398 1,681,852Net revaluation increments/(decrements) - land 536,363 (345,454)Balance at end of year (b) 1,872,761 1,336,398 Accumulated surplus/(deficit) Balance at start of year 8,006,704 4,414,539 Change in accounting policy - -Result for the period (1,830,301) 3,592,165Balance at end of year (c) 6,176,403 8,006,704


54

For the year ended 30 June 2010 Note 27. Notes to the Statement of Cash Flows Reconciliation of cash Cash at the end of the financial year as shown in the Statement of Cash Flows is reconciled to the related items in the Statement of Financial Position as follows: 2010 2009 $ $Cash and cash equivalents 597,114 530,610Restricted cash and cash equivalents (refer to Note 16 'Restricted cash and cash equivalents’) 6,502,194 8,174,012 7,099,308 8,704,622 Reconciliation of net cost of services to net cash flows provided by/(used in) operating activities 2010 2009 $ $Net cost of services (4,614,623) (5,655,335) Non-cash items: Depreciation and amortisation expense 11,881 12,004Net (gain)/loss on sale of plant & equipment - -Resources received free of charge 10,823 -Adjustments for other non-cash items (8,000) - (Increase)/decrease in assets: Receivables 5,443 (43,133)Exclude Receivables movements relating to: - Revenues from State Government - (1,818)Prepayments (1,155) 1,151 Increase/(decrease) in liabilities: Payables 100,557 13,015Payables movements related to Investing Activities - -Annual leave provision 33,023 12,800Long service leave provision 45,320 35,500On-costs on leave liabilities 1,798 (26,247) Net GST receipts/(payments) 56,090 110,276Change in GST in receivables/payables (9,683) 2,804Net cash provided by/(used in) operating activities (4,368,526) (5,538,983)


55

For the year ended 30 June 2010 2010 2009Note 28. Commitments $ $Non-cancellable operating lease commitments Commitments for minimum lease payments are payable as follows: Within 1 year 21,555 23,077Later than 1 year and not later than 5 years 22,618 15,161Later than 5 years - - 44,173 38,238 The operating lease commitment amounts represent non-cancellable motor vehicle leases with terms ranging from 26 to 30 months. Lease payments are made on a monthly basis. There are no restrictions imposed by these leasing arrangements on other financing transactions. 2010 2009Other expenditure commitments $ $Other expenditure commitments contracted for at the balance sheet date but not recognised as liabilities, are payable as follows: Within 1 year 5,249,981 8,174,012Later than 1 year and not later than 5 years - - 5,249,981 8,174,012 Other expenditure commitments comprise the following: Geraldton Foreshore Redevelopment 552,321 1,837,671Marine Services Precinct - -Gascoyne Murchison Outback Pathways project 18,117 16,274Murchison IT Adviser project 20,000 20,000Mid West Science Forum 7,279 1,639Batavia Coast Marina Redevelopment 426,084 473,774Aboriginal Economic Development - -Regional Development Scheme grants 876,266 1,368,588Royalties for Regions Fund 3,335,188 4,435,522Regional Education and Training 11,635 11,585Pacific Flora 2004 - WA Regional Initiatives Scheme grant 3,091 3,091Youth Forum - 5,868 5,249,981 8,174,012These commitments are all exclusive of GST.

Note 29. Contingent asset Liquidated damages being charged in relation to development obligations at the Batavia Coast Marina have previously been disputed by the land owner. To date the matter has not been pursued, but if the land owner was successful it may result in some or all past liquidated damages paid being refunded. Conversely, additional liquidated damages may be payable to the Commission if the land owner’s claims were proven to be unfounded.

Note 30. Events subsequent to balance date No events, matters or circumstances have arisen since the end of the reporting period which significantly affected or may significantly affect the operations of the Commission, the results of those operations, or the state of affairs of the Commission in future financial years.


56

Not

e 31

. Sch

edul

e of

inco

me

and

expe

nses

by

serv

ice

In

form

atio

n &

Adv

ice

In

vest

men

t Fac

ilita

tion

Infr

astr

uctu

re &

Ser

vice

s D

evel

opm

ent i

n th

e M

id W

est

Tota

l

20

1020

0920

1020

0920

1020

0920

10

2009

$$

$$

$$

$

$ C

OST

OF

SER

VIC

ES

Ex

pens

es

Empl

oyee

exp

ense

ben

efit

517,

962

413,

794

429,

228

328,

170

429,

010

389,

415

1,37

6,20

0

1,13

1,37

9 Su

pplie

s an

d se

rvic

es

240,

759

201,

827

194,

964

109,

551

119,

435

152,

138

556,

288

46

3,51

6 D

epre

ciat

ion

and

amor

tisat

ion

expe

nse

3,96

14,

002

3,96

04,

001

3,96

04,

001

11,8

81

12,0

04

Acco

mm

odat

ion

expe

nses

51

,944

47,3

4453

,228

47,3

44

51,9

4647

,345

155,

988

14

2,03

3 G

rant

s an

d su

bsid

ies

136,

082

38,1

5032

8,94

811

6,60

02,

348,

217

4,02

8,72

52,

813,

247

4,

183,

475

Oth

er e

xpen

ses

4,99

83,

896

4,99

83,

895

4,99

83,

896

14,9

94

11,6

87

Tota

l cos

t of s

ervi

ces

955,

706

70

9,01

31,

015,

326

60

9,56

12,

957,

566

4,

625,

520

4,92

8,59

8

5,94

4,09

4

Inco

me

Com

mon

wea

lth g

rant

s an

d co

ntrib

utio

ns

--

182,

337

55,6

3324

,500

83,0

0020

6,83

7

138,

633

Oth

er re

venu

e 20

,655

40,3

0335

,019

20,8

1151

,464

89,0

1210

7,13

8

150,

126

Tota

l inc

ome

othe

r tha

n in

com

e fr

om

Stat

e G

over

nmen

t 20

,655

40

,303

217,

356

76

,444

75,9

64

172,

012

313,

975

28

8,75

9

N

ET C

OST

OF

SER

VIC

ES

935,

051

66

8,71

079

7,97

0

533,

117

2,88

1,60

2

4,45

3,50

84,

614,

623

5,

655,

335

IN

CO

ME

FRO

M S

TATE

GO

VER

NM

ENT

Serv

ice

appr

opria

tion

565,

000

521,

000

476,

000

483,

000

481,

000

3,30

1,00

01,

522,

000

4,

305,

000

Res

ourc

es re

ceiv

ed fr

ee o

f cha

rge

3,60

7-

3,60

8-

3,60

8-

10,8

23

- R

oyal

ties

for R

egio

ns F

und

351,

393

519,

377

422,

190

699,

472

351,

417

3,22

1,15

11,

225,

000

4,

440,

000

Stat

e G

over

nmen

t gra

nts

and

subs

idie

s 11

8,94

410

6,19

067

,933

162,

620

(60,

378)

233,

690

26,4

99

502,

500

Tota

l inc

ome

from

Sta

te G

over

nmen

t 1,

038,

944

1,

146,

567

969,

731

1,

345,

092

775,

647

6,

755,

841

2,78

4,32

2

9,24

7,50

0

Surp

lus/

(def

icit)

for t

he p

erio

d 10

3,89

3

477,

857

171,

761

81

1,97

5(2

,105

,955

)

2,30

2,33

3(1

,830

,301

)

3,59

2,16

5


For the year ended 30 June 2010

57

For the year ended 30 June 2010 Note 32. Explanatory statement Significant variations between actual results for 2009 and 2010 Details and reasons for significant variations between actual results with corresponding items of the preceding year are shown below. Significant variations are considered to be those equal to or greater than 5% and $20,000. 2010 2009 Variation Variance $ $ $ %Income Service appropriation 1,522,000 4,305,000 (2,783,000) -65%Commonwealth grants and contributions 206,837 138,633 68,204 49%Other revenue 107,138 150,126 (42,988) -29%Royalties for Regions Fund 1,225,000 4,440,000 (3,215,000) -72%State Government grants & subsidies 26,499 502,500 (476,001) -95% Expenses Supplies and services 556,288 463,516 92,772 20%Grants and subsidies 2,813,247 4,183,475 (1,370,228) -33% Service appropriation Funding received in the Commission's 2009-10 appropriation for the Geraldton Foreshore Redevelopment project was $2.82 million lower than that received in 2008-09. Commonwealth grants and contributions Funding of $110,000 was received from the Department of Environment, Water, Heritage and the Arts for the Wirnda Barna Artists Incorporated project. Other revenue The variance is mainly due to the reduction in write backs of Regional Development Scheme (RDS) grants either for projects no longer going ahead, or the reduction of others which did not require all of their allocated grant funds. Royalties for Regions Fund The Royalties for Regions funding received was reduced to match expected cash flow requirements for the financial year. State Government grants & subsidies The $476,000 decrease is due to no further funding being received in 2009-10 from the Regional Development Scheme. Supplies and services The variance reflects normal fluctuations in expenditures on professional services. The timing and amount of such expenditure is largely driven by the specific needs of individual projects, which varies from year to year. Grants and subsidies The majority of this decrease relates to: - $1.7 million decrease in grants provided for the City of Geraldton-Greenough's Foreshore Redevelopment & CBD Revitalisation project. The project's funding requirements vary from one year to the next depending on the milestones achieved and the Commission's contribution level. - $371,700 decrease in grants provided to Geraldton Boat Lifters Limited for infrastructure required for the establishment of its heavy boat lifting facility. The project was completed in 2008-09. - $229,000 decrease in grants paid to Department for Planning and Infrastructure for its upgrade of the Kalbarri wharf facility. The project was completed in 2008-09.


58

For the year ended 30 June 2010 Note 32. Explanatory statement (continued) Significant variances between estimated and actual results for 2009-10 Details and reasons for significant variations between estimates and actual results for income and expense are shown below. Significant variations are considered to be those equal to or greater than 5% and $20,000. 2010 2010 Estimates Actual Variance Variance $ $ $ %Income Commonwealth grants and contributions 59,000 206,837 147,837 251%Other revenue 15,000 107,138 92,138 614%Royalties for Regions Fund 7,000,000 1,225,000 (5,775,000) -83%State Government grants & subsidies - 26,499 26,499 n/a Expenses Employee benefits expense 1,495,000 1,376,200 (118,800) -8%Supplies and services 238,000 556,288 318,288 134%Grants and subsidies 6,825,000 2,813,247 (4,011,753) -59%Other expenses 117,000 14,994 (102,006) -87% Commonwealth grants and contributions The variance is primarily due to the Commission receiving unbudgeted funds from the following: - $110,000 Department of Environment, Water, Heritage and the Arts for Wirnda Barna Artists Incorporated. - $22,500 Department of Broadband, Communications & the Digital Economy. - $13,000 additional TradeStart Export success payments. Other revenue The variance is primarily due to the Commission receiving unbudgeted funds from liquidated damages relating to the Batavia Coast Marina Stage 1. Royalties for Regions Fund The $5.7 million variance is due to the Commission receiving part appropriation, in accordance with a change in Government Policy. Employee benefits expense The variance is primarily due to the Commission budgeting for additional employment positions. Supplies and services The variance is primarily for the establishment costs associated with the Wirnda Barna Art Gallery in Mt Magnet together with unbudgeted expenditure in relation to the Royalties for Regions Fund. Grants and subsidies The $4.0 million variance is primarily due to: - The assumption in the budget that $7M of Royalties for Regions funding would be received in 2009-10 for the Mid West Regional Grants Scheme (MWRGS) and the funding would be expensed in the year it was received. - MWRGS grants were awarded at the end of 2009-10 financial year resulting in only a minor amount being actually expended in 2009-10. - MWRGS grant recipients are paid in instalments over the period of their project, this often results in related expenditure being reflected over more than on financial year. - The above was partially offset by $1.7M of expenditure on the Geraldton Foreshore Redevelopment, which was delayed from 2008-09. Other expenses The variance is due to the reclassification of expense categories to align with supplies and services.


59


For the year ended 30 June 2010 Note 33. Financial Instruments (a) Financial Risk Management Objectives and Policies Financial instruments held by the Commission are cash and cash equivalents, loans, receivables and payables. The Commission has limited exposure to financial risks. The Commission's overall risk management policy focuses on managing the risks identified below. Credit risk Credit risk arises when there is the possibility of the Commission's receivables defaulting on their contractual obligations resulting in financial loss to the Commission. The maximum exposure to credit risk at balance sheet date in relation to each class of recognised financial assets is the gross carrying amount of those assets inclusive of any provisions for impairment as shown in the table at Note 35(c) 'Financial Instrument Disclosures' and Note 17 'Receivables'. Credit risk associated with the Commission's financial assets is minimal because the main receivable is the amounts receivable for services (holding account). For receivables other than government, the Commission trades only with recognised, creditworthy third parties. Receivable balances are monitored on an ongoing basis with the result that the Commission's exposure to bad debtors is minimal. At balance sheet date there were no significant concentrations of credit risk. Allowance for impairment of financial assets is calculated based on objective evidence such as observable data indicating changes in client credit ratings. For financial assets that are either past due or impaired, refer to Note 35(c) 'Financial Instruments Disclosure'. Liquidity risk Liquidity risk arises when the Commission is unable to meet its financial obligations as they fall due. The Commissions is exposed to liquidity risk through its trading in the normal course of business. The Commission has appropriate procedures to manage cash flows including drawdowns of appropriations by monitoring forecast cash flows to ensure that sufficient funds are available to meet its commitments. Market risk Market risk is the risk that changes in market prices such as foreign exchange rates and interest rates will affect the Commission's income or the value of its holdings of financial instruments. The Commission does not trade in foreign currency and is not materially exposed to other price risks. The Commission is not exposed to interest rate risk because all cash and cash equivalents are non-interest bearing and it has no borrowings other than amounts due to the Treasurer, which are also non-interest bearing. (b) Categories of Financial Instruments In addition to cash, the carrying amounts of each of the following categories of financial assets and financial liabilities at the balance sheet date are as follows: 2010 2009 $'000 $'000 Financial Assets Cash and cash equivalents 597 531 Restricted cash and cash equivalents 6,502 8,174 Loans and receivables (a) 223 220 Financial Liabilities Financial liabilities measured at amortised cost 1,156 1,055 (a) The amount of loans and receivables excludes GST recoverable from the ATO (statutory receivable).

60

For the year ended 30 June 2010 Note 33. Financial instruments (continued) (c) Financial Instrument Disclosures

Credit Risk and Interest Rate Risk Exposures The following table disclose the Commission's maximum exposure to credit risk, interest rate exposures and the ageing analysis of financial assets. The Commission's maximum exposure to credit risk at the balance sheet date is the carrying amount of financial assets as shown below. The table discloses the ageing of financial assets that are past due but not impaired and impaired financial assets. The table is based on information provided to senior management of the Commission. The Commission does not hold any collateral as security or other credit enhancements relating to the financial assets it holds. The Commission does not hold any financial assets that had their terms renegotiated that would have otherwise resulted in them being past due or impaired.

Interest rate exposures and ageing analysis of financial assets

Weighted

average Interest rate exposure Past due but not impaired

effective Variable Non Impaired Interest Carrying interest interest Up to 3 3 - 12 More than financial rate Amount rate bearing months months 12 months assets Financial Assets % $'000 $'000 $'000 $'000 $'000 $'000 $'000 2010 Cash and cash equivalents - 597 - 597 - - - -Restricted cash and cash equivalents - 6,502 - 6,502 - - - -Receivables (a) - 74 - 74 74 - - -Amounts receivable for services - 149 - 149 - - - -

7,322 - 7,322 74 - - - 2009 Cash and cash equivalents - 531 - 531 - - - -Restricted cash and cash equivalents - 8,174 - 8,174 - - - -Receivables (a) - 79 - 79 68 1 - -Amounts receivable for services - 141 - 141 - - - -

8,925 - 8,925 68 1 - - (a) The amount of receivables excludes the GST recoverable from the ATO (statutory receivable).


61

For the year ended 30 June 2010 Note 33. Financial instruments (continued) (c) Financial Instrument Disclosures (continued)

Liquidity Risk The following table details the contractual maturity analysis for financial liabilities. The contractual maturity amounts are representative of the undiscounted amounts at the balance sheet date. The table includes interest and principal cash flows. An adjustment has been made where material.

Interest rate exposure and maturity analysis of financial liabilities

Weighted average

Interest rate exposure Maturity dates

effective Variable Non interest Carrying interest interest Up to 3 3 - 12 More than rate Amount rate bearing months months 12 months % $'000 $'000 $'000 $'000 $'000 $'000 Financial Liabilities 2010 Payables - 196 - 196 - - -Amounts due to the Treasurer - 960 - 960 - - - 1,156 - 1,156 - - -2009 Payables - 95 - 95 - - -Amounts due to the Treasurer - 960 - 960 - - -

Total financial liabilities 1,055 - 1,055 - - - Interest rate sensitivity analysis Interest rate sensitivity analysis has not been performed as the Commission has no exposure to this risk. Fair Values All financial assets and liabilities recognised in the balance sheet, whether they are carried at cost or fair value, are recognised at amounts that represent a reasonable approximation of fair value unless otherwise stated in the applicable notes.

Note 34. Remuneration of members of the accountable authority and senior officers Remuneration of Members of the Accountable Authority The number of members of the accountable authority, whose total of fees, salaries, superannuation and other benefits for the financial year, fall within the following bands are: 2010 2009

$ $$0 - $10,000 10 8

$20,001 - $30,000 1 -$150,001 - $160,000 - -$160,001 - $170,000 1 1

The total remuneration of members of the accountable authority 224,820 211,946


62

For the year ended 30 June 2010 Note 34. Remuneration of members of the accountable authority and senior officers (continued) Remuneration of Members of the Accountable Authority (continued) The total remuneration includes the superannuation expense incurred by the Commission in respect of members of the accountable authority. No members of the accountable authority are members of the Pension Scheme. The Regional Development Commissions Act states that the Chief Executive Officer is a member of the Board by virtue of his office and as such is included in the figures for the accountable authority.

A separate table for remuneration of Senior Officers has not been provided as the Chief Executive Officer is the only Senior Officer of the Commission and the remuneration for this position has already been disclosed in the table for the accountable authority.

Note 35. Remuneration of auditor

Remuneration payable to the Auditor General in respect to the audit for the current financial year is as follows:

2010 2009 $ $

Auditing the accounts, financial statements and performance indicators 16,500 16,500


63

64

Key Performance Indicators

Certifi cation of Key Performance Indicators

MID WEST DEVELOPMENT COMMISSION

CERTIFICATION OF KEY PERFORMANCE INDICATORSFor the year ended 30 June 2010.

We hereby certify that the key performance indicators are based on proper records, are relevant and appropriate to for assisting users to assess the Mid West Development Commission’s performance, and fairly represent the performance of the Mid West Development Commission for the fi nancial year ended 30 June 2010.



65

Additional Key Performance Indicator Information

Treasurer’s Instruction 904 requires the disclosure of performance information in the Commission’s annual report. This information assists interested parties such as Government, Parliament, the community and client groups to assess agency performance in achieving government desired outcomes and obtaining value for public funds from services delivered.

Broad, high level Government Goals are supported at agency level by more specifi c desired outcomes. The Commission delivers services to achieve its desired outcome, which ultimately contribute to meeting higher level Government Goals. The following table illustrates the relationship between the Commission’s services and desired outcome with the most appropriate Government Goal.

The targets for the services listed in the above table are based on information published in the WA Government 2009-10 Budget Statements presented to the Legislative Assembly on 12 May 2009.

Government Goal Desired Outcome Services

Stronger Focus on the Regions:

Greater focus on service delivery, infrastructure investment and economic development to improve the overall quality of life in remote and regional areas.

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

1. Information and Advice

2. Investment Facilitation

3. Infrastructure and Services Development in the Mid West.

66

Detailed Information in Support of Key Performance Indicators

Effectiveness Indicators

The Commission’s effectiveness indicators are measured through an annual client perceptions survey, conducted by independent market research company, Asset Research. This information is used to assess the effectiveness of the Commission’s contact with businesses and the benefi ts derived by clients.

Among the highlights from the customer perceptions survey were that:

• 92% of clients agreed that the Commission makes a positive contribution towards economic development in the Mid West (0.9% since 2008-09);

• 88% of clients rated handling of initial contacts as ‘at least good’ (0.9%); and • 85.6% of clients rated the level of overall service as ‘at least good’ (1%).

The Commission’s contact with clients is intended to reduce obstacles to growth; develop new business opportunities; increase trade activity; and retain staff / expand employment opportunities. Success in these areas will assist the Commission achieve its stated outcome – to encourage an environment conducive to the balanced economic and social development of the Mid West Region.

Surveys were sent to 215 clients that had contact with the Commission in the previous 12 months. One hundred (100) completed surveys were received, achieving a response rate of 46.5%. Based on population homogeneity calculations, the survey results demonstrate an overall sampling error within +/- 5% at the 95% confi dence level for the overall results for clients of the Commission.

Clients were asked a number of questions relating to business development facilitated by their contact with the Commission. Findings are summarised in the table below:

Comments

Although some actual results for 2009-10 vary signifi cantly from target they are generally consistent with results from 2008-09. The results for both years coincide with a signifi cant focus on working with businesses to develop export / trade opportunities. This work was undertaken as part of the TradeStart export advisory service the Commission performed for Austrade.

Survey Question Actual 2006-07

Actual 2007-08

Actual 2008-09

Target2009-10

Actual 2009-10

Reduced obstacles to growth 39% 37% 40% 42% 38%

Developed new business opportunities

59% 64% 68% 57% 69%

More trade activity 28% 29% 33% 27% 34%

Retention of staff / expansion of employment opportunities

32% 34% 25% 28% 28%

67

Effi ciency Indicators

The following effi ciency indicators are based on the total cost for each of the Service areas after excluding Grants and Subsidies expense. The costs for each Service area comprise both direct expenditure and an allocation of general costs and overheads. The total cost of all Services is reported in the Commission’s Statement of Comprehensive Income as the Total Cost of Services.

Service 1 – Information and Advice

To contribute to economic growth and employment by developing strategic partnerships between government, business, and the community. The Commission will provide a central point of coordination and contact and raise awareness of the Mid West region.

Note: 1. Target and actual total costs and unit costs have been adjusted to exclude Grants and Subsidies Expense.Note: 2. 50% of the Total cost of Service is allocated to each of Client Visits and Client Contacts when calculating the respective unit costs.

Comments

Total costs have increased by 22% from 2008-09 mainly due to a net increase of direct project costs during 2009-10. The actual total cost of service in 2009-10 differs to target, due to the continuation of the Aboriginal Economic Development Offi cer’s position and preparation of an Indigenous Gateway Feasibility Study, both of which were unbudgeted.

During 2009-10 the Commission received 5,925 client contacts, an increase of 53% from the previous year and 69% above target. Despite challenging economic conditions, there has still been solid demand for MWDC services/information e.g. planning and coordination to support major resource projects and infrastructure development, skilled migration services, broadband telecommunications etc.

Assisting this demand is the State Government’s support for the development of the Oakajee deepwater port project. This combined with the Commission’s growing involvement with Royalties for Regions Mid West Regional Grants Scheme (MWRGS) has contributed to the number of client contacts being well above target.

Performance Measures Actual

2006-07Actual

2007-08Actual

2008-09Target

2009-10 Actual

2009-10

Total cost of Service (2) $685,316 $653,417 $670,862 $704,993 $819,631

Client contacts (inquiries) 5,374 4,263 3,870 3,500 5,925

Cost per client inquiry $64 $77 $87 $101 $69

Client visits 265 427 438 285 788

Cost per client visit $1,293 $765 $766 $1,237 $520

68

The extraordinary level of 2009/10 client visits refl ects:

• a major focus on the development of export opportunities, which required close liaison with new and potential exporters; and

• working closely with clients on opportunities arising from a number of planned and proposed major resources, infrastructure and technology project opportunities in the region.

These contributed to client visits increasing 80% over the previous year and being 176% above target.

Service 2 – Investment Facilitation


Note: 1. Target and actual total costs and unit costs have been adjusted to exclude Grants and Subsidies Expense.

Comments

Total costs for 2009-10 includes $121,000 of largely Commonwealth funded expenditure for the development of an Indigenous art centre in Mount Magnet. This was a major factor for total costs being above target and signifi cantly above 2008-09 actuals.

Average cost per project fl uctuates with the number and size of projects being undertaken as well as the timing of their expenditures. Variations in average cost per project in other years generally refl ect normal fl uctuations in expenditure. The average cost per project for 2009-10 is above target mainly as a consequence of signifi cant expenditure on the Wirnda Barna Indigenous Art Centre project.

(a) all amounts in comments have been rounded to the nearest $1,000.


2006-07Actual

2007-08Actual

2008-09Target

2009-10 Actual

2009-10


Projects relating to investment facilitation undertaken

15 16 15 15 16

Average cost per project $32,032 $31,170 $32,864 $41,424 $42,898

69

Service 3 – Infrastructure and Services Development in the Mid West

To assist the development of infrastructure and services and long term economic development strategies for the Mid West region.

Note: 1. Target and actual total costs and unit costs have been adjusted to exclude Grants and Subsidies Expense.

Comments

Total costs for 2009-10 were below target mainly due to the completion of a Broadband development project in 2008-09 that was budgeted to continue into 2009-10.

Average cost per project fl uctuates with the number and size of projects being undertaken as well as the timing of their expenditure. The average cost per project is below target mainly due to:

• an increase in the number of projects undertaken during 2009-10; and• lower costs resulting from the earlier than expected completion of a Broadband

development project.

Ministerial Directives

No Ministerial Directives were received during the fi nancial year.


2006-07Actual

2007-08Actual

2008-09Target

2009-10 Actual

2009-10


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

15 15 16 15 18

Average cost per project $35,863 $37,551 $37,300 $46,298 $33,853

Auditor General’s Opinion

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Auditor General

INDEPENDENT AUDIT OPINION

To the Parliament of Western Australia

MID WEST DEVELOPMENT COMMISSION FINANCIAL STATEMENTS AND KEY PERFORMANCE INDICATORS FOR THE YEAR ENDED 30 JUNE 2010

I have audited the accounts, financial statements, controls and key performance indicators of the Mid West Development Commission.

The financial statements comprise the Statement of Financial Position as at 30 June 2010, and the Statement of Comprehensive Income, Statement of Changes in Equity and Statement of Cash Flows for the year then ended, a summary of significant accounting policies and other explanatory Notes.

The key performance indicators consist of key indicators of effectiveness and efficiency.

Commission’s Responsibility for the Financial Statements and Key Performance IndicatorsThe Commission is responsible for keeping proper accounts, and the preparation and fair presentation of the financial statements in accordance with Australian Accounting Standards and the Treasurer’s Instructions, and the key performance indicators. This responsibility includes establishing and maintaining internal controls relevant to the preparation and fair presentation of the financial statements and key performance indicators that are free from material misstatement, whether due to fraud or error; selecting and applying appropriate accounting policies; making accounting estimates that are reasonable in the circumstances; and complying with the Financial Management Act 2006 and other relevant written law.

Summary of my Role As required by the Auditor General Act 2006, my responsibility is to express an opinion on the financial statements, controls and key performance indicators based on my audit. This was done by testing selected samples of the audit evidence. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion. Further information on my audit approach is provided in my audit practice statement. This document is available on the OAG website under “How We Audit”.

An audit does not guarantee that every amount and disclosure in the financial statements and key performance indicators is error free. The term “reasonable assurance” recognises that an audit does not examine all evidence and every transaction. However, my audit procedures should identify errors or omissions significant enough to adversely affect the decisions of users of the financial statements and key performance indicators.

Auditor General’s Opinion

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Mid West Development Commission Financial Statements and Key Performance Indicators for the year ended 30 June 2010

Audit Opinion In my opinion,

(i) the financial statements are based on proper accounts and present fairly the financial position of the Mid West Development Commission at 30 June 2010 and its financial performance and cash flows for the year ended on that date. They are in accordance with Australian Accounting Standards and the Treasurer’s Instructions;

(ii) the controls exercised by the Commission provide reasonable assurance that the receipt, expenditure and investment of money, the acquisition and disposal of property, and the incurring of liabilities have been in accordance with legislative provisions; and

(iii) the key performance indicators of the Commission are relevant and appropriate to help users assess the Commission’s performance and fairly represent the indicated performance for the year ended 30 June 2010.

GLEN CLARKE ACTING AUDITOR GENERAL 14 September 2010

Other Financial Disclosures

Pricing policies of services provided

The Commission does not issue any fees or charges and this reporting requirement, therefore, does not apply.

Capital Works

Capital projects incomplete

The Commission did not have any incomplete capital works projects during 2009-10.

Capital projects complete

The Commission did not complete any capital works projects during 2009-10.

Employment and Industrial Relations

In 2009-10, the Mid West Development Commission operated with up to 16 staff all of whom were located at the Commission’s Geraldton offi ce.

Staff Profi le

* Restated numbers for 2008-2009 on an FTE basis.

Staff Development

The Mid West Development Commission has a commitment to the development of its employees. Our strategy is to build a highly skilled, professional and fair workforce.

During the fi nancial year, all employees and Board members received ethical decision making training, primarily to assist with the recent focus of Royalties for Regions funding. Other industry specifi c training and development in project management was undertaken, both in-house and externally. As a result of our commitment to staff training and development, we are building a strong and capable team with the ability to adapt to the growth and diversity currently being experienced in the Mid West.

Workers Compensation

No claims for workers compensation have been made within the Commission during 2009-10.

Organisation 2009-10 2008-09*

Full-time permanent 7.2 7 Full-time contract 5.7 6 Part-time measured on an FTE basis 2.1 3 On secondment 0 0 15 16

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Governance Disclosures

At the date of reporting, other than normal contracts of employment of service, no senior offi cers, or fi rms of which senior offi cers are members, or entities in which senior offi cers have substantial interests, had any interests in existing or proposed contracts with the Mid West Development Commission and senior offi cers.

Other Legal Requirements

Advertising

In compliance with section 175ZE of the Electoral Act 1907, the Commission incurred the following expenditure in advertising, market research, polling, direct mail and media advertising.

1. Total expenditure for 2009-10 was $21,263. 2. Expenditure was incurred in the following areas:

* Includes $1,650 for Web Hosting and other internet services; $1,376 for Mid West Chamber of Commerce and Industry 2010 Directory; $1,716 for Publication Artwork. ** Recruitment advertising, including $5,556 for an Arts Centre Manager for Wirnda Barna Artists in Mount Magnet, auspiced by the Commission.

Class of expenditure Organisation Total expenditure

2009-10 (inc GST)

Advertising agencies $19,464 Market Creations $6,407*

Adcorp Australia Limited $13,057**

Market Research agencies Nil

Polling organisations Nil

Direct mailing organisations Nil

Media Advertising organisations $1,799 Geraldton Newspapers $1,353

Yamaji News $222

Bush Telegraph $22

Meeka Dust $47

Northampton Community News

$60

Cue Dryblower $22

Mt Magnet Leader $55

Mingenew Matters $18 $ $

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Disability Access and Inclusion Plan Outcomes

In 2007 the Commission, in consultation with the Disability Services Commission and the public, developed and submitted a Disability Action and Inclusion Plan (DAIP) in compliance with the 2004 amendment to the Disability Services Act 1993.

The DAIP was successfully implemented during 2007-08, and the following initiatives have been achieved during 2009-10 to continue to address the six desired DAIP outcomes:

1. People with disabilities have the same opportunities as other people to access the services of, and any events organised by the Commission.

(i) Assessment of all Commission events as to their accessibility by all people.

2. People with disabilities will have the same opportunities as other people to access the buildings and other facilities of the Commission.

(i) Increased staff awareness of issues of accessibility (see outcome 4).

3. People with disabilities receive information from the Commission in a format that will enable them to access the information as readily as other people are able to access it.

(i) Provision of all communications in clear and concise language, avoiding jargon. 4. People with disabilities receive the same level and quality of service from the staff of the

Commission as other people receive from the Commission.

(i) Commenced an annual disability awareness training program for all Commission staff, including updating the new staff induction process to address the Commission’s DAIP.

5. People with disabilities have the same opportunities to make complaints to the Commission.

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

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

public consultation by the Commission.

(i) All venues assessed for accessibility when arranging public consultation events.(ii) Consideration to be made whether any target groups would benefi t from public consultation

to encourage participation.(iii) Ongoing assessment of accessibility of venues when arranging public consultation

events.

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Compliance with Public Sector Standards and Ethical Codes

Public Sector Management Act Section 31(1):

1. In the administration of the Mid West Development Commission, I have complied with the Public Sector Standards in Human Resource Management, the Western Australian Public Sector Code of Ethics and our Code of Conduct.

2. I have put in place procedures designed to ensure such compliance and also conducted appropriate internal assessments to satisfy myself that the statement made in 1 is correct.

3. The applications made for breach of standards review and the corresponding outcomes for the reporting period are:

Number lodged: Nil Number of breaches found, including details of multiple breaches per application: Nil Number still under review: Nil

STEVE DOUGLAS CHIEF EXECUTIVE OFFICER 18 August 2010

Recordkeeping Plans

As required by the State Records Act (2000), the Mid West Development Commission has an approved Records Keeping Plan (RKP).

Periodical record keeping training programs through the Commission’s formal fortnightly staff meetings, as well as an induction program for new employees address the roles of staff and their responsibilities in regard to their compliance with the Commission’s RKP.

The Records Team within the Commission review the effi ciency and effectiveness of its record keeping training program regularly, to ensure that key record systems objectives and record keeping practices are being met. A Commission Record Keeping Manual is in place to assist the Records Team to formalise and structure the training program for staff.

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Government Policy Requirements

Corruption Prevention

Public Sector Commissioner’s Circular 2009-25: Corruption Prevention rescinded this reporting requirement. The Western Australian Public Sector Annual Reporting Framework 2009-2010 Reporting Year confi rms that agencies are no longer required to report on measures undertaken to reduce the risk of corruption and misconduct by including a statement in their annual report.

Substantive Equality

As outlined in the Public Sector Commissioner’s Circular 2009-23: Implementation of the Policy Framework for Substantive Equality, this reporting requirement only applies to participating agencies. The Commission is not a participant and this requirement, therefore, does not apply.

Occupational Safety, Health and Injury Management

The Commission strives to ensure a safe working environment. Occupational Safety and Health (OSH) issues (risks and hazards) can be reported at any time to the Corporate Services Manager and are addressed as they are identifi ed. OSH policies continue to be reviewed and monitored as required by the changing needs of the Commission and its working environment.

Staff are made aware of OSH policies and procedures at induction and there are continuing awareness sessions during fortnightly team meetings as necessary.

The Mid West Development Commission is compliant with the injury management requirements of the Workers’ Compensation and Injury Management Act 1981.

The Commission’s annual performance report for 2009-10 against the following indicators:

Indicator Target 2009-10 Actual 2009-10

Number of fatalities Zero (0) 0 Lost time injury/diseases (LTI/D) incidence rate Zero (0) 0 Lost time injury severity rate Zero (0) 0 Percentage of injured workers returned to work within 28 weeks*

0% 0%

Percentage of managers trained in occupational safety, health and injury management responsibilities

50% 0%

* Denotes a new reporting requirment or measure in 2009-2010

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Mid West Development CommissionGround Floor, 45 Cathedral Avenue

PO Box 238 │Geraldton WA 6531P: 08 9921 0702 │F: 08 9921 0707

W: www.mwdc.wa.gov.au

MWDC Annual Report 2009-10...proud to report on our achievements during the 2009-10 ﬁ nancial...

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