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Annual Report 2016–2017

Disability Services Commission

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ContentsContents.............................................................................................................2Accessibility statement.....................................................................................7Contact us..........................................................................................................7Statement of compliance..................................................................................8Commission at a glance....................................................................................9About us.............................................................................................................9Our Vision.................................................................................................................................9Our Values................................................................................................................................9

Overview...........................................................................................................11Executive summary................................................................................................................11

The year at a glance........................................................................................13WA NDIS expansion...............................................................................................................13The NDIS in WA Conversation...............................................................................................13Transition to individualised funding.........................................................................................13Building sector capacity..........................................................................................................13Information, Linkages and Capacity Building grants...............................................................14

Operational structure......................................................................................15Responsible Minister..............................................................................................................15Enabling legislation.................................................................................................................15Administered legislation..........................................................................................................15Ministerial Advisory Council on Disability................................................................................15

Agency structure and governance.................................................................16Disability Services Commission Board...................................................................................17Board members......................................................................................................................17Corporate executive................................................................................................................18

Performance management framework...........................................................20Outcomes-based management framework.............................................................................20

Shared responsibilities with other agencies.................................................22Children dependent on technology and cared for by their families at home...........................22Integrated Education Project..................................................................................................22Inclusive communities.............................................................................................................22Community Aids and Equipment Program..............................................................................22

Issues................................................................................................................23Significant issues impacting the agency.......................................................23National Disability Insurance Scheme....................................................................................23

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Sector capacity, development and sustainability....................................................................23Quality and safeguarding........................................................................................................24Employment for people with disability.....................................................................................24Amalgamation into Department of Communities....................................................................25

Performance.....................................................................................................26Report on operations......................................................................................26Expenses................................................................................................................................26Income....................................................................................................................................26Three-year trend.....................................................................................................................26Funding allocation...................................................................................................................26Funding to disability sector organisations...............................................................................27

Summary of results against targets...............................................................28Summary of results against financial targets..........................................................................28Summary of results against performance targets...................................................................28

Service areas....................................................................................................31Service 1 – Planning and coordination...................................................................................31Service 2 – Residential services.............................................................................................31Service 3 – Community living supports...................................................................................31Service 4 – Independent living support...................................................................................31Service 5 – Therapy and specialised care..............................................................................31Service 6 – Community participation......................................................................................31Service 7 – Advocacy, access and inclusion..........................................................................31This year’s highlights..............................................................................................................32Disability Justice Service........................................................................................................34

Quality of services...........................................................................................36National Standards for Disability Services..............................................................................36Quality System........................................................................................................................36Consumer Liaison Service......................................................................................................36

Disclosures and legal compliance.................................................................39Financial statements.......................................................................................39Certification of financial statements for the year ended 30 June 2017...................................39Statement of Comprehensive Income....................................................................................40Statement of Financial Position..............................................................................................41Statement of Changes in Equity.............................................................................................42Statement of Cash Flows........................................................................................................43

Notes to the Financial Statements.................................................................44Note 1. Australian Accounting Standards...............................................................................44Note 2. Summary of significant accounting policies................................................................44Note 3. Judgements made by management in applying accounting policies..........................533

Note 4. Key sources of estimation uncertainty........................................................................53Note 5. Disclosure of changes in accounting policy and estimates........................................53Note 6. Employee benefits expense.......................................................................................59Note 7. Compensation of key management personnel...........................................................59Note 8. Supplies and services................................................................................................61Note 9. Depreciation and amortisation expense.....................................................................61Note 10. Accommodation expenses.......................................................................................61Note 11. Other expenses........................................................................................................61Note 12. Related Party Transactions......................................................................................62Note 13. User charges and fees.............................................................................................63Note 14. Commonwealth grants and contributions.................................................................63Note 15. Other revenue..........................................................................................................63Note 16. Net gain/(loss) on disposal of non-current assets....................................................63Note 17. Income from State Government...............................................................................64Note 18. Restricted cash and cash equivalents......................................................................64Note 19. Receivables..............................................................................................................65Note 20. Amounts receivable for services (Holding Account).................................................65Note 21. Other current assets.................................................................................................65Note 22. Property, plant and equipment.................................................................................66Note 23. Fair Value Measurements........................................................................................68Note 24. Intangible assets......................................................................................................70Note 25. Impairment of assets................................................................................................70Note 26. Payables..................................................................................................................71Note 27. Provisions.................................................................................................................71Note 28. Equity.......................................................................................................................72Note 29. Notes to the Statement of Cash Flows....................................................................72Note 30. Commitments...........................................................................................................73Note 31. Contingent liabilities and contingent assets.............................................................74Note 32. Events occurring after the end of the reporting period.............................................74Note 33. Explanatory Statement.............................................................................................74Note 34. Financial instruments...............................................................................................79Note 35. Remuneration of auditor...........................................................................................84Note 36. Affiliated bodies........................................................................................................84Note 37. Related bodies.........................................................................................................85Note 38. Supplementary financial information........................................................................86Note 39. Schedule of income and expenses by service.........................................................87Note 40. Indian Ocean Territories...........................................................................................89Note 41. Special Purpose Account.........................................................................................89

Disclosures and legal compliance.................................................................90

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Key performance indicators...........................................................................90Certification of performance indicators for the year ended 30 June 2017...............................90

Auditor General................................................................................................91Independent Auditor's Report.................................................................................................91Report on Controls..................................................................................................................92Report on the Key Performance Indicators.............................................................................93Summary of Key Performance Indicators...............................................................................961. Percentage of service users who achieve their individual plan outcomes..........................982. Satisfaction with individualised planning process...............................................................983. Proportion of individual plans commenced within the required timeframe..........................994. Cost per intensity of individual support requirements.........................................................995. Proportion of quality evaluations which meet national standards.....................................1006. Satisfaction with service received.....................................................................................1007. Proportion of the population in need who receive services...............................................1018. Cost per service activity....................................................................................................1019. Proportion of service users who achieve community participation outcomes...................10210. Service users’ satisfaction with community access and inclusion...................................10211. Proportion of access, inclusion and advocacy projects completed within the required time..............................................................................................................................................103

Ministerial directives.....................................................................................104Other financial disclosures...........................................................................104Pricing policies of services....................................................................................................104Employment and industrial relations.....................................................................................105

Governance disclosures...............................................................................108Contracts with Senior Officers..............................................................................................108Unauthorised use of credit cards..........................................................................................108

Government policy requirements................................................................109Government building training policy......................................................................................109Substantive equality..............................................................................................................109Occupational safety and health............................................................................................110

Board and committee remuneration............................................................115Disability Services Commission Board remuneration...........................................................115Ministerial Advisory Council on Disability remuneration.......................................................116Independent Priority Assessment Panel remuneration.........................................................116WA NDIS Appeals Panel......................................................................................................117

Other legal requirements..............................................................................119Expenditure on advertising, market research, polling and direct mail...................................119Disability Access and Inclusion Plan outcomes....................................................................119Compliance with public sector standards and ethical codes.................................................121

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Recordkeeping plans and compliance reporting...................................................................122

Appendix 1. Funding to disability sector organisations............................123Appendix 2. Section 40 Estimates 2017–2018.............................................128

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Accessibility statementThis annual report has been designed and written to make it accessible to as many people as possible. It is available online in two formats – PDF and Word and can be provided in other formats, for example a different language, upon request.

Contact usStreet address: 146–160 Colin Street West Perth 6005

Postal address: PO Box 441 West Perth 6872

Phone: 9426 9200

Free call: 1800 998 214

TTY: 9426 9315

Fax: 9226 2306

Email: [email protected]

Website: http://www.disability.wa.gov.au/

YouTube: DisabilityWA

Twitter: @DisabilityWA

Facebook: Disability Services Commission

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http://www.disability.wa.gov.au/

mailto:[email protected]

Statement of complianceThe Hon Stephen Dawson MLCMinister for Disability Services

For the year ended 30 June 2017.

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 Disability Services Commission for the financial year ended 30 June 2017.

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

Bruce Langoulant Chairperson Disability Services Commission Board

Kathy HoughDeputy Chairperson Disability Services Commission Board

13 September 2017

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Commission at a glanceThese infographics give an overview of the Commission.

The first picture shows a group of people and underneath is 26,090, representing the total number of people accessing disability services.

The second picture is of a graphic circle illustrating in percentage terms the six most common disability types. They are intellectual at 34 per cent, physical at 25 per cent, autism at 21 per cent, neurological at 8 per cent, sensory at 4 per cent and other disability types at 8 per cent.

Underneath this section is a graphic that shows buildings and a number in bold, 161, which represents the number of disability sector organisations that received funding.

Under that is another number in bold representing the total budget for the year, which is $933.42 million. Of this amount, 75 per cent is allocated to disability sector organisations’ operations and services, and 25 per cent is allocated to Commission operations and services.

About usThe Disability Services Commission is the State Government agency responsible for advancing opportunities, community participation and quality of life for people with disability.

Established under the Disability Services Act 1993, we provide a range of direct services and supports and also fund non-government agencies to provide services to people with disability, their families and carers.

We also partner and collaborate with disability sector organisations, business and government, and other stakeholders to improve participation, inclusion and access for people with disability across the community.

Meeting the individual needs of people with disability and supporting them to achieve their goals is at the heart of our business. We understand that each person has unique needs and aspirations. For that reason, we use an individualised and relationship-based approach to provide people with the most appropriate supports and services. Building relationships, knowing how people want to be supported and making sure the person with disability is at the centre of all decision-making are fundamental to this approach.

In 2016–2017 our team of more than 1,400 engaged with people with disability and the sector to deliver funding and support to more than 26,000 people throughout the State.

Our VisionAll people live in welcoming communities that facilitate citizenship, friendship, mutual support and a fair go for everyone.

Our Values Commitment – we are committed to our vision for people with disability, their families

and carers

Respect – we recognise everyone’s contribution and value diversity

Integrity – we are honest and truthful about our decisions and actions

Working together – we work together cooperatively to get things done and pursue our vision

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Openness – our decision-making and communications are clear and transparent

Leadership – our actions reflect our leadership responsibilities

Accountability – we are openly accountable for our decisions and actions

Continued learning – we are committed to a culture of excellence and continued learning.

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Overview

Executive summary

Director General’s report – Dr Ron ChalmersDuring the past 12 months our primary focus has been on preparing the organisation and the wider disability sector for the State-wide roll-out of the National Disability Insurance Scheme (NDIS).

Up until this time, our trial of a locally-delivered NDIS had been operating in the Lower South West and Cockburn-Kwinana areas. On 1 October 2016, the WA NDIS trial expanded to include the Armadale, Murray and Serpentine-Jarrahdale local government areas, enabling an estimated additional 1,400 people to access the NDIS. This required a significant investment in systems development, workforce expansion and infrastructure. The establishment of a Project Management Office assisted with the planning and coordination of these investments.

Local Coordinators and other staff operating in the expansion areas were focused on the key tasks required to enable people with disability to enter the scheme, including determining eligibility, individual planning and linking people to services. In addition, Commission staff were involved in planning and facilitating an extensive NDIS community engagement and communication strategy in the expansion areas.

Evidence to date indicates that the WA NDIS delivery model is operating well in the Lower South West and Cockburn-Kwinana trial areas, with a high level of participant satisfaction. Key findings from an independent survey conducted in March 2017 indicate a high level of participant satisfaction with the WA NDIS operating model. Participants were particularly satisfied with their ability to engage with Local Coordinators (94 per cent of participants indicated that they were highly satisfied, satisfied or neutral in their assessment of their ability to contact their Local Coordinator and receive assistance with planning and plan activation).

During the period October 2016 to January 2017, the Commission engaged in intensive negotiations with Commonwealth officials to develop a bilateral agreement for the State-wide roll-out of the NDIS commencing 1 July 2017. This agreement was finalised and signed by the Prime Minister and the West Australian Premier on 31 January 2017.

The new State Government made a commitment during the election campaign to assess the decision by the previous government for a State-controlled NDIS. A review of the decision commenced following the election in March 2017 and included consultation with people with disability, their families and the disability sector. The outcome of this review is pending.

Readiness for the State-wide roll-out of the NDIS has required significant changes to our systems, policies and activities outside the NDIS trial and expansion areas. These changes included the transition from the Combined Application Process centralised funding system in favour of the ongoing implementation of the decentralised, locally-based decision-making system. Another major initiative was the development of a Support Cluster and Price Framework to guide the allocation of funding within individual support plans.

In June 2017, a two-day NDIS in WA Conversation event took place at the Perth Convention and Exhibition Centre. This inaugural event, presented in partnership with the Disability Coalition, provided an opportunity for people with disability, families and carers from across Western Australia to come together to receive information and be involved in discussions about the delivery of disability services. Approximately 380 people from across the State attended the event.

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The Accommodation Services Transition Program that commenced in 2013 concluded in June 2017. Over this four-year period, 50 per cent of the residents in our accommodation service successfully transitioned to non-government service providers.

In April 2017 the Machinery of Government changes announced by the State Government foreshadowed the creation of a new Department of Communities which will incorporate the roles and functions of the Disability Services Commission.

For almost 25 years, thousands of people with disability have benefitted from the support and services provided or funded by the Commission since the organisation was formed in 1993.

During this time, the Commission, in partnership with a wide range of disability sector organisations and advocates, has laid the foundations to re-shape the disability service system throughout Western Australia.

Since commencing as Director General 10 years ago, I have witnessed enormous growth and development of the sector, partnerships within government and collaboration with the community. People with disability and their families have increased inclusion and participation within the community and are provided with quality supports and services from a strong and diverse workforce. I am hopeful that the future of Western Australia will continue to grow and develop as we look towards a new chapter in the provision of disability services in Western Australia.

Chairperson’s report – Bruce LangoulantThe 2016–2017 year has been an extraordinary year of change and achievement for the Disability Services Commission.

The Commission entered a new phase of the NDIS as it expanded into Armadale, Murray and Serpentine-Jarrahdale. The Commission also intensively prepared for the roll-out into the Kimberley-Pilbara and South Metropolitan regions, as these regional and remote areas will provide unique challenges.

We continued engaging with the community about the NDIS, including hosting a two-day NDIS in WA Conversation event, receiving phone and email enquiries, engaging via the website, social media and holding community information sessions, including specific sessions for the deafblind/Deaf community.

Two reference network meetings were held during the year. These provided an opportunity for Board members to communicate face-to-face with people in the community about their concerns, and are an important way of ensuring community access to Board members.

The first round of tenders for Information, Linkages and Capacity Building (ILC) grants was conducted. ILC is the second funding pillar of the NDIS, building the capacity of people with disability, their families and carers by providing information and the support they need to access community and mainstream services. ILC also aims to build the capacity of community and mainstream services to support and include people with disability. The first funding round was a significant success with 13 organisations receiving approximately $2.6 million to support the roll-out of the NDIS in WA.

More significant changes are coming. Following the election in early 2017, the incoming State Government committed to creating a more efficient, streamlined and connected government. The Commission has a solid reputation for cooperation and working in partnership with people, families and the disability services sector to achieve strategies that create better outcomes for people with disability, their families and carers. This history of collaboration will prove invaluable in the integration into the Department of Communities. I have total confidence in the staff of the Disability Services Commission and in their ability to keep focus during these times of change and look forward to another year of opportunity for growth and evolution.

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The year at a glanceThis was a pivotal year as the WA NDIS was expanded and a bilateral agreement for transition to a locally-administered NDIS was announced by the former State Government and the Commonwealth Government on 1 February 2017. Our activities focused on delivering ongoing service provision while ensuring readiness for the further implementation of the NDIS from 1 July 2017.

WA NDIS expansionThe WA NDIS trial continued and expanded during the year with roll-outs in the Armadale, Murray and Serpentine-Jarrahdale areas from 1 October 2016. The expansion was launched with a community event where individuals, families and carers could learn more about the WA NDIS, and meet potential service providers and Local Coordinators.

We conducted intensive planning and preparation for the 1 July 2017 roll-out to the Kimberley and Pilbara region, consisting of the Local Government Areas (LGAs) of Ashburton, Broome, Derby-West Kimberley, East Pilbara, Halls Creek, Karratha, Port Hedland and Wyndham-East Kimberley, and the South Metropolitan region, consisting of the Rockingham and Mandurah LGAs. In addition, the expansion of existing WA NDIS sites was also achieved during the period. To support the roll-out, we initiated a series of NDIS information sessions and service provider forums, as well as recruiting and training new staff, refining a new regional team structure and undertaking office and infrastructure development.

The NDIS in WA ConversationOn 9 and 10 June 2017 people with disability, their families and carers from around the State came together in Perth to discuss the NDIS. The event was planned and delivered in partnership with the Disability Coalition, a collection of advocacy organisations, consumer representative groups and peak bodies in the disability and mental health sectors. The event was planned using a co-design approach.

Approximately 380 people attended the event over the two days. People were supported to come from as far as Fitzroy Crossing, Albany, Karratha, Denmark, Broome, Collie, Margaret River and Bunbury to attend the event in Perth. Workshops provided information about the NDIS and sought input from people with disability, their families and carers about what they need from a NDIS in WA.

Transition to individualised fundingThroughout the year a new funding process based on individualised planning was implemented to align with the NDIS and replace the centralised Combined Application Process. A Prioritisation of Funding Policy and associated procedures were developed in consultation with people with disability and other key stakeholders to guide the equitable allocation of funded supports outside NDIS areas.

Building sector capacity Ensuring sector capacity and supporting the development of individualised service models that offer more choice and control to individuals, their families and carers is essential to the success of the NDIS in WA. We funded a number of strategic initiatives during the year to build sector capacity and assist with transitional support and planning.

The growth of the disability sector has significant benefits for people with disability receiving services, as it provides greater choice over the types of supports and services people can

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access, how the supports are delivered and who delivers them.

Our commitment to safeguarding the safety and wellbeing of people accessing services is paramount, and our registration process for new providers places the delivery of quality services at the forefront of service providers’ obligations.

Information, Linkages and Capacity Building grants In May 2017 the first round of Information, Linkages and Capacity Building (ILC) funding was awarded to 13 organisations across WA. This round of funding was designed to provide tailored resources and supports to help people to plan and prepare for the NDIS in WA. We continue to consult with stakeholders to identify the priority areas for future rounds of ILC funding.

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Operational structure

Responsible MinisterThe Hon Stephen Dawson MLC, Minister for Disability Services.

Enabling legislationThe Disability Services Commission was established under the Disability Services Act 1993, which identifies its primary functions as being policy development, service provision, funding and accountability, promotion of equal access, community education and consumer advocacy.

The Commission is listed as a government department for the purpose of meeting the requirements of the Public Sector Management Act 1994, State Superannuation Act 2000 and the Government Employees Housing Act 1964.

Administered legislationThe Commission administers the Disability Services Act 1993 and associated Regulations, as well as its responsibilities under the Declared Places (Mentally Impaired Accused) Act 2015.

Ministerial Advisory Council on DisabilityPeople with disability, their families and carers have the opportunity to put forward concerns about disability issues to the Ministerial Advisory Council on Disability (Council), an independent body appointed by the Minister for Disability Services.

The Council consults the community and key stakeholders, including our Board Chairperson and Director General, and then provides advice to the government about major issues affecting people with disability, their families and carers. The Council directly advises the State Minister for Disability Services and indirectly advises the Commonwealth Minister for Social Services via the National Advisory Council on Disability and Carer Issues.

The Council comprises 14 members with skills, experience or knowledge associated with disability. The members include people with disability, their families and carers, service providers and advocates. The Council Chairperson sits on the Commission’s Board. We provide the Council with administrative staff and resourcing.

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Agency structure and governanceMinister for Disability Services: Hon Stephen Dawson MLC.

Ministerial Advisory Council on Disability Chairperson: Dr Rachel Skoss.

Disability Services Commission Board Chairperson: Bruce Langoulant.

Disability Services Commission Director General: Dr Ron Chalmers.

Directorates:

Office of the Director General:Corporate governance

Communications

Ministerial and Parliamentary support

Consumer Liaison

Disability Justice Service.

Policy and Planning:NDIS related policy and planning

State Government policy and planning

Disability access and inclusion

Legislation and Codes of Practice

Mainstream interface

Intergovernmental relations.

Sector Engagement and Development:Human services procurement and contract management of disability sector organisations

Quality and safeguarding evaluations

Sector capacity building and development

Service provider registration system

Commission service delivery.

Business and Funding:Strategic financial management

Reporting and business intelligence

Human resources

Payments to individuals and disability sector organisations

Information technology

Asset management.

Local Operations:NDIS implementation

Information provision and referrals

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Linking people with supports and services

Eligibility determination

Individual planning and review

Allocation and approval of individualised funding.

Disability Services Commission BoardOur Board is responsible for overseeing the Commission’s governance. The Board has nine members and meets 11 times a year. Extraordinary meetings occur as required.

At least five members of the Board have a disability, a relative with disability, recent experience as a carer or are an advocate for people with disability, as specified in the Disability Services Act 1993.

Bruce Langoulant is the Board’s Chairperson and has held this position for nine years as at 30 June 2017.

The Board has formal responsibilities for significant financial and procurement decisions and aspects of our Quality System. The Board has a holistic understanding of our operations.

The Board takes an active role in our ongoing connection with the WA community and in public engagement and inclusion initiatives. The Board also holds regular reference network meetings in regional and metropolitan WA to provide direct community access to our senior representatives. People with disability, their families and carers, and service providers are welcome to share their perspectives and raise any concerns at these events.

Board membersBruce LangoulantBruce is our Chairperson and has more than 40 years’ experience in small business as a proprietor in the advertising and financial services sectors in WA. He has an adult daughter with disability. In addition, Bruce is the Chairperson of the Meningitis Centre Australia and the Asia Pacific Region Leader of the International Confederation of Meningitis Organisations. Bruce’s current term is scheduled for review in mid-2018.

Kathy HoughKathy was the Board’s Deputy Chairperson and has more than 30 years’ experience supporting people with disability, including direct care, host family and Chief Executive Officer roles for regionally-based disability sector organisations in the Lower Great Southern, Pilbara and Kimberley. Kathy has a Bachelor of Social Science (Human Services), Master of Regional Development and Graduate Certificate in Australian Rural Leadership. Kathy’s term expired in June 2017.

Russell AubreyRussell is the City of Melville Mayor and was first elected to the Council in 1991. Russell is passionate about disability employment, which, in addition to his commitment to accessibility, is a key focus for the City of Melville.

Julie Carr Julie is an experienced executive and company director working predominantly in the health and human services sector. Originally trained as an occupational therapist, she also has extensive clinical experience working with people with disability.

Sandra JensenSandra has a strong background in working with disability service providers and children’s services. Sandra has a daughter with disability. Having recently sold her tourism business, she 17

has returned to working in the disability sector. Sandra has since ceased to be a member of the Board.

Melissa NorthcottMelissa is a Count Me In Ambassador and is active with many organisations and committees. This includes over 10 years on the City of Armadale’s Disability Access and Inclusion Reference Group and a 2017 appointment on the City of Perth Access and Inclusion Advisory Group. Melissa has personal experience with disability.

Crispin RobertsCrispin was a member of the Ministerial Advisory Council on Disability and is a current member of the Perth Stadium Access and Inclusion User Group. Crispin is a C5/6 quadriplegic and his life experience has led him to become a passionate advocate in the areas of access and inclusion. Crispin resigned from the Board during the financial year.

Gavin RobinsGavin is the Director of the Gascoyne Development Commission and works extensively with Aboriginal communities. Gavin also has extensive experience in disability services, governance, health system planning and financial management.

Dr Rachel SkossRachel is the Chairperson of the Ministerial Advisory Council on Disability and works in applied research and evaluation at the Telethon Kids Institute. Rachel is a parent of a child with disability and is a passionate advocate for children with additional needs, and their families.

Corporate executiveDr Ron Chalmers Director General

Ron commenced his career in disability services in 1991 as a Local Coordinator supporting people with disability, their families and carers throughout the Upper Great Southern region. His career spans teaching and educational administration and he has held a variety of leadership posts in disability services. Ron has been our Director General since 2008. During his tenure, the State’s disability services sector has grown, developed and diversified at an unprecedented rate. Ron has promoted a strong partnership between us and disability sector organisations as a means of ensuring a collaborative and cohesive approach in the provision of disability services. For the past five years he has focused on the development, trial and roll-out of the NDIS in Western Australia.

Sam Ciminata Executive Director, Business and Funding

Sam’s background includes extensive experience in business and financial management across the private and public sectors. His span of responsibility includes finance, human resources, strategic information, technology, business intelligence, risk management, asset management and performance reporting. Sam’ knowledge of the strategic and operational requirements of the NDIS, and his experience in business, program and system reforms, ably support us to transition to an insurance based service model. Sam also brings a background in consultancy as a senior economist within the private sector, and senior management roles in the public sector.

Marion Hailes-MacDonald Executive Director, Sector Engagement and Development

Marion has extensive experience in the disability sector and has worked closely with

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community sector organisations to develop services and support for people with disability, their families and carers. Marion has managed services and held senior management and leadership roles in the areas of procurement and policy. She has led significant funding and policy direction and reform across both State and national agendas.

Lorraine Gregoriadis Executive Director, Local Operations

Lorraine has vast experience in leadership and management in the not-for-profit and public sectors. She has worked in the fields of education, health, community service and leadership development in South Africa, Canada and Australia. She also has a clinical background as a speech pathologist and audiologist. Lorraine is responsible for leading and managing the implementation of the NDIS across the State. Her primary focus is on ensuring Local Operations staff are well-supported and equipped to provide a consistent and high quality Local Coordination service to people with disability, their families and carers.

Simone Spencer Executive Director, Policy and Planning Simone’s background in shaping and managing complex State Government reform projects provides us with significant strategic expertise. She is responsible for ensuring we have the right policy settings and strong State, Commonwealth, sector and community partnerships, to implement high quality and responsive disability services into the future.

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Performance management framework

Outcomes-based management frameworkOur activities are shaped and underpinned by an outcomes-based approach. This year we transitioned to a new outcomes-based management (OBM) framework that increases the number of outcomes and service areas we deliver, and provides greater transparency and comparability of our services over time.

The new OBM reflects our increasing focus on individualised, results-based service delivery that supports people with disability through planning and coordination, access to quality services and participation in the community.

In 2016–2017 we were funded to achieve three outcomes:

1. People with disability have choice and control in determining services that meet individual needs.

2. The quality of life for people with disability is enhanced.

3. People with disability have the opportunity to participate in community life.

Performance in achieving our outcomes is measured in two ways:

Key effectiveness indicators measure the extent to which our services have contributed to the achievement of our outcomes.

Key efficiency indicators quantify the resources used to achieve outcomes across our seven service areas.

Our service areas are explained in detail on page 28 of this report.

State Government GoalResults-based service delivery

Greater focus on achieving results in key service delivery areas for the benefit of all West Australians.

Commission Outcome 1People with disability have choice and control in determining services that meet individual needs.

Key Effectiveness Indicators Percentage of service users who achieve their individual plan outcomes

Satisfaction with individualised planning process.

Key Efficiency IndicatorsService 1: Planning and coordination

Proportion of individual plans commenced within the required timeframe

Cost per intensity of individual support requirements.

Commission Outcome 2The quality of life for people with disability is enhanced.

Key Effectiveness Indicators Proportion of quality evaluations which meet national standards

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Satisfaction with service received

Proportion of the population in need who receive services.

Key Efficiency IndicatorsService 2: Residential services

Cost per intensity of individual support requirements

Cost per service activity.

Service 3: Community living support Cost per intensity of individual support requirements


Service 4: Independent living support Cost per intensity of individual support requirements


Service 5: Therapy and specialised care Cost per intensity of individual support requirements


Commission Outcome 3People with disability have the opportunity to participate in community life.

Key Effectiveness Indicators Proportion of service users who achieve community participation outcomes

Service users’ satisfaction with community access and inclusion.

Key Efficiency IndicatorsService 6: Community participation



Service 7: Advocacy, access and inclusion Proportion of access, inclusion and advocacy projects completed within the required

time


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Shared responsibilities with other agenciesWe collaborate with a range of other agencies to provide leadership, and support cross-agency initiatives that facilitate the achievement of outcomes for people with disability, their families and carers. Health, education, sport and recreation, and mental health are a number of areas in which we hold memoranda of understanding (MoU), service level agreements and/or shared protocols with other agencies.

Children dependent on technology and cared for by their families at homeThe Children Dependent on Technology and cared for by their Families at Home (CATCH) program was jointly funded under a MoU with the Department for Child Protection and Family Support and the Child and Adolescent Health Service (CAHS). It enabled families with children who have high medical support needs, and are dependent on frequent respiratory intervention, to have their child cared for at home, rather than in hospital. The program and MoU ceased in February 2017 as children who were receiving support from the program were transitioned to individualised funding for disability supports. A new MoU with CAHS has been developed to ensure children, once medically stable, transition from hospital to their home in a timely manner, with the necessary supports and services in place.

Integrated Education Project The Integrated Education Project was developed with the Department of Education (DoE) to align elements of individualised planning in the NDIS with the existing education and support planning conducted in schools. One hundred and forty one students aged four to 12 years and their families across 36 public schools participated in the project from January 2015 to December 2016.

A range of opportunities was identified for further development to promote better outcomes and consistency as the NDIS rolls out across WA. We are working with DoE to ensure that curriculum-based supports and NDIS supports are planned and delivered in collaboration.

Inclusive communities As part of the Scarborough and Waterbank infrastructure projects, we are working with the Metropolitan Redevelopment Authority to build accessible equipment and facilities for people with disability near play spaces.

Community Aids and Equipment ProgramThe Community Aids and Equipment Program provides an equitable, accessible and consistent State-wide scheme for the provision of equipment and home modifications to benefit people with a long-term disability living at home in the community. We have Service Level Agreements with: Western Australia Country Health Service, North Metropolitan Area Health Service, South Metropolitan Area Health Service, East Metropolitan Health Service and Child and Adolescent Health Service.

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Issues

Significant issues impacting the agency

National Disability Insurance SchemeOn 31 January 2017, the Commonwealth and previous State Government finalised a bilateral agreement for transition to a nationally-consistent, locally-administered National Disability Insurance Scheme (NDIS) in Western Australia (WA). The bilateral agreement ensures ongoing national consistency for eligibility, the provision of reasonable and necessary supports, choice and control, and portability of support packages across jurisdictions. An Operational Plan to support the implementation of the bilateral agreement was agreed by the Commonwealth Government and new State Government on 30 June 2017.

We commenced planning to ensure readiness for the roll-out of the WA NDIS in the Local Government Areas (LGAs) of Ashburton, Broome, Derby-West Kimberley, East Pilbara, Halls Creek, Karratha, Port Hedland, Wyndham-East Kimberley, Rockingham and Mandurah, and for people not already connected to the NDIS in the National Disability Insurance Agency Perth Hills trial site and surrounding areas as of 1 July 2017. This will mean that by 30 September 2017, the NDIS will be available to an estimated 11,000 eligible people across 31 regional and metropolitan local government areas.

The new State Government made a commitment during the election campaign to assess the decision by the previous Government to pursue a State-administered NDIS. The Hon Stephen Dawson MLC, Minister for Disability Services has been consulting extensively with people with disability, their families and carers, peak bodies, service providers and interest groups to make a fully informed decision on the way forward that is in the best interests of West Australians.

Sector capacity, development and sustainability We have made significant investments in the capacity and quality of the disability services sector for the past 25 years and remain committed to ensuring that people with disability can exercise choice, and continue to receive high quality supports and services. A key aim for 2016–2017 was to continue our strong emphasis on partnership with the non-government sector while focusing on the need to further develop and diversify the sector’s capacity to keep pace with the NDIS.

The number of disability service providers in WA has continued to increase, representing growth of approximately 40 per cent over the past two years. The majority of this growth has occurred in the metropolitan area, substantially increasing the level of choice available to people with disability, their families and carers.

Along with promoting the growth and diversification of the sector, we play a key role in supporting the sector to deliver quality services that meet the National Standards for Disability Services.

The vast distances and widespread distribution of the population across the State presents significant challenges in the provision of services to people in remote communities. Due to the thin markets across some parts of the State, drawing service providers into areas where there are only a small number of service users is highly challenging. Attracting and retaining experienced staff, coupled with the additional cost of funding infrastructure such as vehicles and offices, present real challenges to organisations.

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Developing sector capacity in isolated areas requires a strategic and multifaceted approach. We are working closely with service providers to grow and diversify the sector while establishing strong partnerships with mainstream services and other government agencies to develop sustainable, contemporary and quality services in regional and remote locations.

To ensure readiness for the roll-out of the NDIS in the Kimberley-Pilbara as of 1 July 2017, we undertook the following initiatives:

Introduction of distinct regional Support Cluster and Price Frameworks (SCPFs) effective 1 July 2017. The SCPFs reflect the additional cost of commencing and delivering services in regional and remote Western Australia.

Facilitation of workshops with Local Coordinators and regionally-based service providers.

Promotion of partnerships at the local level in preparation for the roll-out.

A targeted service provider registration process to identify additional, locally-based service providers.

We will continue to monitor the roll-out of the NDIS across the metropolitan area and regional and remote locations, identifying opportunities for growth, local partnerships and collaboration to ensure choice of quality and sustainable services for people with disability and their families and carers. This will include developing a detailed market sector and workforce strategy that reflects the West Australian community and context.

Quality and safeguardingWe have continued to work alongside other jurisdictions and the Commonwealth on the development of the NDIS Quality and Safeguarding Framework (Framework). The Framework was released by the Disability Reform Council in February 2017, and outlines a nationally consistent approach to quality and safeguarding for people with disability accessing the NDIS. It also introduces a range of new mechanisms including nationally consistent worker screening and the establishment of the NDIS Quality and Safeguards Commission.

As the NDIS Quality and Safeguards Commission is established, our existing safeguarding mechanisms will continue to support the delivery of high quality services. These include our dedicated Quality System, Serious Incident Reporting and the ongoing operation of the Health and Disability Services Complaints Office (HaDSCO), an independent statutory authority specifically focused on managing complaints.

Employment for people with disabilityWe continue to develop and improve mechanisms to attract, recruit and retain employees with disability. This includes initiatives to examine barriers to recruitment and retention of people with disability, and to support pathways for trainees with disability. This year we increased our employment of people with disability from 3.6 per cent to 3.9 per cent.

A key outcome area and goal of our National Disability Strategy WA Plan 2017–2018 includes economic security. This means that people with disability, their families and carers are able to plan for their future and exercise choice and control over their lives. In addition to improving employment of people with disability, a key theme of the plan is improving employer awareness about the benefits of employing people with disability.

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Amalgamation into Department of CommunitiesOn 28 April 2017, the State Government announced the establishment of the Department of Communities as part of its Machinery of Government (MOG) changes. The MOG reforms merged the Commission with several other existing State Government agencies into the Department of Communities. Since this announcement, intensive work has been done to plan and prepare for the formation of this new agency by 1 July 2017.

We developed a MOG project team in line with the Public Sector Commission’s MOG implementation strategy. Transition teams with cross-agency representatives met regularly to progress key activities around areas of focus such as human resources, finance, legislation, industrial relations, communications, information and communication technology, and procurement.

There will be many benefits in the amalgamation of the Disability Services Commission into the Department of Communities. The integration includes the departments of Housing and Child Protection and Family Support, as well as the Regional Services Reform Unit, the Youth Justice Services team of the Department of Justice, and the community portfolio of the Department of Local Government and Communities. This will allow collaboration across the types of services and supports needed for people with disability, families, carers and the West Australian community and bring systemic benefits as the NDIS rolls out across the State.

Future work will include bringing together a range of functions and assessing potential synergies between the Communities divisions. We will continue to focus on providing valuable supports and systems to people with disability as we move into a new era where these supports will be strengthened through the partnerships forged within Communities.

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Performance

Report on operations

ExpensesOur expenditure during 2016–2017 was $933.42 million, representing a two per cent increase from the previous year. This increase is mainly attributable to increased expenditure for the WA NDIS trial plus growth and indexation, offset by various corrective measures introduced by the State Government.

IncomeIncome from the Commonwealth Government reported during 2016–2017 was $190.55 million, representing a 21 per cent increase from the previous year. This is mainly attributable to additional funding for the WA NDIS trial.

Income from the State Government reported during the period was $714.59 million, a decrease of two per cent.

During 2016–2017 income from other sources was $31.45 million, representing an 85 per cent increase from the previous year. This revenue increase is mainly attributable to the recoup of funds from the National Disability Insurance Agency for accommodation services provided by the Commission in the Perth Hills trial site.

Three-year trendMeasure 2014–2015

($ million)2015–2016($ million)

2016–2017($ million)

Change from2015–2016

Total expenditure $872.98 $910.75 $933.42 2%Income from the Commonwealth Government $165.10 $157.71 $190.55 21%Income from the State Government $701.77 $725.97 $714.59 -2%Income from other sources $18.69 $17.01 $31.45 85%

Funding allocationConsistent with the trend of recent years, 75 per cent of the Commission’s funding was allocated to disability sector organisations for the provision of services to people with disability.

Measure2014–2015

($ million)

2015–2016

($ million)

2016–2017

($ million)

Change from 2015–2016

Disability sector organisations’ operations and services $641.83 $674.42 $697.55 3%Commission operations and services $231.15 $236.33 $235.87 0%

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Funding to disability sector organisationsA total of 161 disability sector organisations received Commission funding this year, compared with 149 last year.

The increased number of organisations contracted for under $1 million is mainly due to an increased number of new therapy providers registered with the Commission during the year.

A full list of organisations that received Commission funding is provided in Appendix 1.

Funding amount 2015–2016 2016–2017

< $1 million 82 91

$1,000,001 - $5 million 35 39

$5,000,001 - $20 million 24 23

> $20 million 8 8

Total 149 161

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Summary of results against targets

Summary of results against financial targetsMeasure 2016–2017

target

$000

2016–2017

actual

$000

Variation

$000

(see note b)

Total cost of services (expense limit) 944,899 933,424 (11,475)

Net cost of services 713,218 711,427 (1,791)

Total equity 93,440 76,035 (17,405)

Net increase / (decrease) in cash held 780 (45,540) (46,320)

Notes:

a) As specified in the 2016–2017 Budget Statements.

b) Further explanations are contained in Note 33 ‘explanatory statements’ to the financial statements.

Summary of results against performance targets

State Government GoalResults based service delivery

Greater focus on achieving results in key service delivery areas for the benefit of all West Australians.

Outcome 1. People with disability have choice and control in determining services that meet individual needs

2016–2017

Actual (see note b)

2016–2017

Target (see note a)

Variation from target

(see note b)Effectiveness indicators

Percentage of service users who achieve their individual plan outcomes 78% 79% -1%Satisfaction with individualised planning process 79% 80% -1%

Efficiency indicators

Service 1 – Planning and coordination

Proportion of individual plans commenced within the required timeframe 80% 75% 5%Cost per intensity of individual support requirements $1,775 $1,946 -$171

Notes:

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b) A detailed description of the Key Performance Indicators (KPIs) and explanations for the variations between target and actual results are presented in this report’s KPI section.

Outcome 2. The quality of life for people with disability is enhanced

2016–2017

Actual (see note b)

2016–2017

Target (see note a)

Variation from target (see

note b)

Effectiveness indicators

Proportion of quality evaluations which meet national standards 95% 75% 20%Satisfaction with service received 83% 86% -3%

Proportion of population in need who receive services 44% 47% -3%Efficiency indicators

Service 2 – Residential services

Cost per intensity of individual support requirements $81,415 $97,168 -$15,753

Cost per service activity $212,476 $273,120 -$60,644

Service 3 – Community living support

Cost per intensity of individual support requirements $74,838 $62,195 $12,643

Cost per service activity $172,172 $146,381 $25,791

Service 4 – Independent living support

Cost per intensity of individual support requirements $19,937 $20,704 -$767

Cost per service activity $33,030 $33,879 -$849

Service 5 – Therapy and specialised care



Notes:



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Outcome 3. People with disability have the opportunity to participate in community life

2016–2017

Actual (see note b)

2016–2017

Target (see note a)


(see note b)Effectiveness indicators

Proportion of service users who achieve community participation outcomes 76% 70% 6%Service users’ satisfaction with community access and inclusion 74% 75% -1%Efficiency indicators

Service 6 – Community participation



Service 7 – Advocacy, access and inclusion

Proportion of access, inclusion and advocacy projects completed within the required time

89% 90% -1%Cost per service activity $30,130 $37,358 -$7,228

Notes:



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Service areasOur service areas encompass the social, independent living and specialist supports that people with disability, their families and carers need to lead a good life. Each service area comprises a range of services designed to deliver outcomes in daily life and across the individual’s life. While some people require services within one particular area such as therapeutic supports, many access a variety of supports across multiple service areas.

Service 1 – Planning and coordinationPlanning and coordination supports people with disability to develop individualised plans based on their personal needs, goals and aspirations and includes the coordination of identified supports and services.

Service 2 – Residential servicesResidential services provide support for people with disability living in an accommodation setting where assistance is required with all aspects of daily living, including emergency accommodation.

Service 3 – Community living supportsCommunity living supports assist people with disability to live in accommodation settings, usually with fewer residents than in residential services. This can include group homes.

Service 4 – Independent living supportIndependent living support comprises a range of services that enable people with disability to live independently, including in-home support and respite.

Service 5 – Therapy and specialised careTherapy and specialised care services support people with disability to independently undertake practical activities and include early childhood intervention, personal care and therapeutic supports.

Service 6 – Community participationCommunity participation services support people with disability to actively participate in their community and include life skills development, personal mobility equipment and assistive technologies.

Service 7 – Advocacy, access and inclusionAdvocacy, access and inclusion initiatives and projects are designed to support people with disability to actively engage with the community. This service area also develops the broader community that supports the inclusion of people with disability, for example through Disability Access and Inclusion Plans.

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This year’s highlights

Information, Linkages and Capacity Building grants Information, Linkages and Capacity Building (ILC) is the part of the NDIS which supports people with disability, their families and carers to connect with disability, community and mainstream supports.

An ILC commissioning framework has been developed to reflect the WA context while remaining aligned with the national framework developed by the National Disability Insurance Agency.

Based on experiences from the WA NDIS trial sites and a range of consultations with local stakeholders, three priority areas were identified during the year:

information and advice on the WA NDIS

preparation for the formal WA NDIS planning process

self-management.

A highly competitive expression of interest process closed in February 2017 and attracted 88 proposals across the priority areas. Thirteen organisations were successful in receiving ILC funding, resulting in 20 ILC initiatives being implemented.

Self-management of funded supports frameworkFor many years, we have assisted eligible people to manage their funds to purchase disability supports themselves or through a representative acting on their behalf. This is known as self-management.

Self-management empowers people with disability by maximising choice, control, independence and flexibility in their supports. It involves capability assessment, legal obligations and liability, safeguarding, quality monitoring, employment and taxation. A comprehensive policy was developed to support the implementation of self-management into the future.

This policy was developed through significant stakeholder engagement and community consultation with the release of the policy and announcement of a new pricing approach from 1 July 2017.

Upper South West early intervention trial An early intervention trial for children with autism living in the Upper South West that commenced in November 2015 continued this year. The trial is open to children under eight years of age who are diagnosed with Autism Spectrum Disorder. Families can engage in a planning process to access individualised funding packages for early intervention supports, similar to the process used in the WA NDIS trial sites.

Due to the trial, over 145 children have individualised early intervention strategies included in their current plan. Furthermore, positive partnerships have been developed between a range of stakeholders including families, service providers and schools. Local therapists have created consortiums so they can respond to the needs identified by families including adapting services to be responsive to individuals in regional areas such as Collie and Harvey.

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Respite facilities in the Kimberley-PilbaraRespite facilities provide carers with a break from caring, and offer people with disability the opportunity to participate in the community. This year, significant progress was made toward improving respite options in the Pilbara in response to a well-established need.

We partnered with the Housing Authority to develop a purpose-built respite house close to the beach at Port Hedland. We also provided funds to spot purchase a house in Karratha for out of home respite and day options, and made progress toward establishing a respite facility in Derby.

Grants to support carersGrants were provided to support carers and prepare them for the roll-out of the NDIS. These include grants for the development of information resources for people with disability, their families and carers, a grant to support increased understanding of WA NDIS individualised planning, and self-management advice and support. The grants were designed to develop the understanding of people with disability, their families and carers and how they can engage in the individualised planning process.

Lighthouse Project The Lighthouse Project is a partnership project with Local Government Professionals WA, which aims to increase the employment of people with disability in local government agencies and develop a culture of accessibility and inclusiveness of people with disability. The project commenced in 2014 and upon completion in December 2016 all local governments reported a significant increase in the likelihood of more people with disability being employed in the future.

Disability Awareness Week Employment, access and inclusion were the focus of Disability Awareness Week in 2016, which aligned with the annual International Day of People with Disability on 3 December. Events were held around the State to promote the participation of people of all abilities in employment, recreation and community activities. Small seed grants were provided to support community organisations to deliver their events. A coordinated social media campaign ran during the week, with profiles of the employment experience of people with disability working in the public sector.

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Disability Justice Service The Disability Justice Service (Service) was established in 2012 and provides targeted services for West Australians with disability. The overall purpose of the Service is to support people with disability who come into contact with the criminal justice system and to minimise the recurrence of this exposure.

It comprises a range of integrated services including prevention and diversion, clinical interventions, prison in-reach/out-reach and the operation of the State’s first Declared Place, the Bennett Brook Disability Justice Centre. The Service has supported people with disability who are:

sentenced and in custody (or held on remand)

in a youth custodial setting or otherwise involved in the youth justice system

in the broader community having had engagement with the justice system

at risk of entering the justice system

exiting a custodial setting.

The Service has three high-level principles that underpin work across all service areas:

build people’s social, adaptive and living skills

reintegrate people into their communities

reduce the risk of people re-engaging in offending behaviours.

In-reach, prevention and diversion servicesPrevention, diversion and in-reach/out-reach services have been provided to people with disability who have been sentenced, are on remand, are ‘mentally impaired accused’, or who reside in the community. The in-reach/out-reach service has provided information, advocacy, planning and support either directly, through government networks or via non-government agencies.

The Service is supported by a multi-disciplinary team of allied health clinicians. The team works with government and non-government organisations to build capacity to support people with disability around issues relating to offending behaviour. Over the past 12 months the Service has provided support to over 100 individuals in the community and in various custodial settings.

In addition, the Service has delivered disability awareness training to staff working in the justice system, including key staff within custodial facilities. This has included police officers, prison officers, youth justice officers, community corrections officers and medical or allied health staff. Disability Justice Service staff delivered 16 training sessions during the year.

Disability Justice CentreThe Bennett Brook Disability Justice Centre (Centre) has been operational for two years. It provides an alternative to prison for people with intellectual disability or cognitive impairment who are found unfit to stand trial due to their disability.

Since the opening of the Centre, it has been reviewed on several occasions. A review of the Centre’s security conducted by the Department of Corrective Services in early 2016 identified options for enhancing security. Based on the advice, a range of security enhancements were implemented between May and August 2016.

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A community engagement group was established in 2016 to build and maintain strong links with the local community. The group meets regularly to facilitate opportunities for community engagement and has resulted in the commencement of several projects which residents are now undertaking to contribute to the local community.

During the year, a project was undertaken in collaboration with a service provider that used digital arts technology to provide the residents an opportunity to self-express and communicate with others. This initiative is part of readying the residents for eventual return to the community.

Reporting and complianceDuring the year, two people have lived at the Centre. Both residents have been supported to access leave of absence granted by the Mentally Impaired Accused Review Board. This has enabled residents to leave the Centre and participate in activities in the community. Over the past year residents have participated in 533 leave of absences, all of which were completed according to conditions contained in their leave of absence orders.

The Centre has worked with the Mental Health Advocacy Service to ensure mandatory reporting occurs as required by the Declared Places (Mentally Impaired Accused) Act 2015, and that advocacy services are provided for all residents. In 2016–2017, the Mental Health Advocacy Service conducted visits to Centre residents in accordance with legislative requirements and received all required reporting from the Commission.

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Quality of servicesWe are committed to ensuring the highest quality of supports and services for people with disability, their families and carers. Our Quality System measures compliance with the National Standards for Disability Services (Standards) and enforces any required actions by service providers.

National Standards for Disability Services1. Rights – the service promotes individual rights to freedom of expression, self-

determination and decision-making and actively prevents abuse, harm, neglect and violence.

2. Participation and inclusion – the service works with individuals and families, friends and carers to promote opportunities for meaningful participation and active inclusion in society.

3. Individual outcomes – services and supports are assessed, planned, delivered and reviewed to build on individual strengths and enable individuals to reach their goals.

4. Feedback and complaints – regular feedback is sought and used to inform individual and organisation-wide service reviews and improvement.

5. Service access – the service manages access, commencement and leaving a service in a transparent, fair, equal and responsive way.

6. Service management – the service has effective and accountable service management and leadership to maximise outcomes for individuals.

Quality System Our Quality System is underpinned by the Standards and includes a range of coordinated activities aimed at enhancing and safeguarding the quality of service users’ interactions with disability services.

Supports delivered by service providers are evaluated to ensure they make a positive difference to the lives of users, support their goals, and comply with the Standards. The system focuses on quality individual planning processes, contemporary person-centred approaches, safeguarding and support for people’s decision-making and choice, as well as human rights and individual outcomes.

Services are evaluated in two ways. The first component is self-assessment, which enables organisations to review their policies and procedures and report on their progress towards implementing the Standards. The second component is independent evaluation, which involves review of an organisation’s compliance with the Standards as well as individual outcomes and service improvement initiatives.

Consumer Liaison ServiceThe Consumer Liaison Service is an impartial and confidential means of raising and addressing concerns and complaints about disability services. People with disability, their families and carers can access this service which is guided by the principles of impartiality, timeliness, confidentiality and transparency. The service operates in accordance with the Disability Services Act 1993 and the National Standards for Disability Services.

We accept complaints through a wide range of formats including telephone, letter, email, website and in person. We encourage concerns to be raised at the local level first. Unresolved

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concerns can be escalated and handled under the complaints management process. Following an audit this year, the process was reviewed and templates were streamlined to further assist complaints management at the local level.

People have the opportunity to respond and provide feedback on the way their complaint was managed and its outcome. People not satisfied with the management or outcome of their complaint are able to have their concerns reviewed through the Health and Disability Services Complaints Office (HaDSCO). This independent statutory authority provides a free and impartial complaints resolution service and is available to all users and providers of health and disability services.

Working with disability sector organisations to implement best practice complaints management processes has been a focus of recent years. We have funded a series of workshops delivered by National Disability Services WA across metropolitan and regional locations.

Complaints receivedThere were 67 complaints received in 2016–2017 compared with 42 in the previous year. Fifteen of these complaints were in relation to a single matter, a further four complaints also related to a single matter.

Of the 67 complaints received, 50 were made by family members/guardians on behalf of a person with disability, of which 27 were made for adults and 23 for children.

Consumer and carer surveyExternal consultants Patterson Research Group were contracted to conduct our 2017 Consumer and Carer Satisfaction Survey.

The survey collected data from a random sample of 735 people with disability and their carers using an approach that ensured different service types and age groups were adequately represented. Consumers and carers were asked about their service experience and satisfaction, as well as their awareness of the complaints process. The two tables that follow present details of the findings.

Consumer satisfaction of complaints process and awareness about their right to complain

Measure 2014–2015

2015–2016

2016–2017

Consumer reported awareness of the right to complain 86% 84% 85%

Consumer didn’t wish to complain 79% 83% 78%

Consumer reported making at least one complaint 14% 10% 13%

Consumer reported a cause to complain but felt unable to do so 8% 7% 9%

Carer satisfaction of complaints process and awareness about their right to complain

Measure 2014–2015

2015–2016

2016–2017

Carer reported receiving information about complaints 64% 62% 62%

Awareness of their right to complain 81% 78% 79%

Carer reported making at least one complaint 8% 6% 7%

Carer reported a cause to complain but felt unable to do so 15% 4% 10%

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Carer satisfaction that every effort was made to find a solution 42% 62% 44%

Carer satisfaction with complaint outcome 28% 48% 44%

Implementing the Carers CharterCarers are highly valued community members and sector stakeholders who play a vital role in the lives of people with disability and in the sector. We work together with carers and ensure ongoing compliance with the Carers Charter (Charter) as mandated under Section 6 of the Carers Recognition Act 2004. This includes taking practical measures to ensure our staff comply with the Charter.

The Charter specifically requires that carers are treated with respect and dignity and are included in the assessment, planning, delivery and review of services that impact on them and their role. These values align with our own visions and values. Carers’ views, needs and interests are taken into account in decision-making that affects their role. Carers can make complaints about services that affect them.

The table below presents findings from the Consumer and Carer Survey, which reflect a continuing trend of high satisfaction levels with respect to the Carers Charter.

Responses from carers on questions relating to the Carers Charter

Measure 2014–2015

2015–2016

2016–2017

Treated with respect by staff 95% 96% 93%

Included in service delivery 91% 92% 89%

Included in assessments 92% 92% 91%

Included in planning on review sessions 93% 93% 91%

Sensitive to carers’ views 89% 91% 88%

Sensitive to carers’ needs 87% 89% 82%

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Disclosures and legal compliance

Financial statements

Certification of financial statements for the year ended 30 June 2017The accompanying financial statements of the Disability Services Commission have been prepared in compliance with the provisions of the Financial Management Act 2006 from proper accounts and records to present fairly the financial transactions for the financial year ended 30 June 2017 and the financial position as at 30 June 2017.

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

Bruce LangoulantChairpersonDisability Services Commission Board

Russell AubreyBoard MemberDisability Services Commission Board

Liam CarrenChief Finance Officer

5 September 2017

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Statement of Comprehensive IncomeFor the year ended 30 June 2017

Note

2017$000

2016$000

Cost of servicesExpenses

Employee benefits expense 6 163,328 160,297Supplies and services 8 22,762 28,206Depreciation and amortisation expense 9 5,850 5,498Accommodation expenses 10 11,621 10,690Expenditure on services provided by funded agencies 697,546 674,420Individual funding and other grants 29,663 27,966Loss on disposal of non-current assets 16 408 385Other expenses 11 2,246 3,286

Total Cost of Services 933,424 910,748

IncomeRevenueUser charges and fees 13 4,699 6,518Commonwealth grants and contributions 14 190,548 157,709Gain on disposal of non-current assets 16 5 -Other revenue 15 26,745 10,493Total Revenue 221,997 174,720

Total income other than income from State Government 221,997 174,720

Net cost of services 711,427 736,028

Income from State Government 17Service appropriation 709,158 720,819Services received free of charge 5,364 5,069Royalties for Regions Fund 65 80

Total income from State Government 714,587 725,968

Surplus/(Deficit) for the period 3,160 (10,060)

Other comprehensive incomeItems not reclassified subsequently to profit or lossChanges in asset revaluation surplus/(deficit) 28 (860) (8,192)Total other comprehensive income (860) (8,192)Total comprehensive income for the period 2,300 (18,252)

The Statement of Comprehensive Income should be read in conjunction with the accompanying notes.

Refer to note 39 for ‘Schedule of Income and Expenses by Service’.

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Statement of Financial PositionFor the year ended 30 June 2017

Note

2017$000

2016$000

Assets Current Assets

Cash and cash equivalents 29 4,443 4,436Restricted cash and cash equivalents 18,29 23,276 69,623Receivables 19 4,812 7,006Amounts receivable for services 20 404 509Other current assets 21 1,838 2,079

Total Current Assets 34,773 83,653

Non-Current Assets Restricted cash and cash equivalents 18, 29 800 -Amounts receivable for services 20 56,042 50,164Property, plant and equipment 22 40,136 44,625Intangible assets 24 4,137 5,302

Total Non-Current Assets 101,115 100,091

Total assets 135,888 183,744

Liabilities Current Liabilities

Payables 26 23,471 68,918Provisions 27 31,165 33,595

Total Current Liabilities 54,636 102,513

Non-Current LiabilitiesProvisions 27 5,217 5,603

Total Non-Current Liabilities 5,217 5,603

Total liabilities 59,853 108,116

Net assets 76,035 75,628

Equity 28Contributed equity 33,428 35,321Reserves 41,365 42,225Accumulated surplus /(deficit) 1,242 (1,918)

Total equity 76,035 75,628

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

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Statement of Changes in EquityFor the year ended 30 June 2017

Note Contributedequity

$000

Reserves

$000

Accumulatedsurplus/ (deficit)

$000

Totalequity

$000Balance at 1 July 2015 28 33,322 50,417 8,142 91,881

Changes in accounting policy or correction of prior period errors - - - -Restated balance at 1 July 2015 33,322 50,417 8,142 91,881

Surplus/(deficit) - - (10,060) (10,060)

Other comprehensive income - (8,192) - (8,192)

Total comprehensive income for the period - (8,192) (10,060) (18,252)Transactions with owners in their capacity as owners:

Capital Contributions 1,999 - - 1,999

Distributions to owners - - - -

Total 1,999 - - 1,999

Balance at 30 June 2016 35,321 42,225 (1,918) 75,628

Balance at 1 July 2016 35,321 42,225 (1,918) 75,628Surplus/(deficit) - - 3,160 3,160

Other comprehensive income - (860) - (860)

Total comprehensive income for the period - (860) 3,160 2,300Transactions with owners in their capacity as owners:

Capital appropriations 807 - - 807

Distributions to owners (2,700) - - (2,700)

Total (1,893) - - (1,893)

Balance at 30 June 2017 33,428 41,365 1,242 76,035

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

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Statement of Cash FlowsFor the year ended 30 June 2017

Note

2017$000

Inflows (Outflows)

2016$000

Inflows (Outflows)

Cash flows from State GovernmentService appropriation 702,876 731,486Capital appropriation 807 1,999Holding account drawdown 509 904Royalties for Regions Fund 65 80

Net cash provided by State Government 704,257 734,469

Utilised as follows:Cash flows from operating activitiesPayments

Employee benefits (165,455) (164,449)Supplies and services (30,108) (38,408)Payments for services provided by funded agencies (697,546) (674,420)Individual funding and other grants (29,663) (27,966)Receipts paid into Consolidated Account (67,800) -GST payments on purchases (72,817) (70,214)GST payments to taxation authority (1,416) (960)

ReceiptsUser charges and fees 4,733 6,551Commonwealth grants and contributions 211,932 208,560GST receipts on sales 1,675 1,038GST receipts from taxation authority 74,189 69,479Other receipts 27,138 10,725

Net cash provided by/(used in) operating activities 29 (745,138) (680,064)

Cash flows from investing activitiesPayments

Purchase of non-current physical assets (4,659) (7,004)Receipts

Proceeds from sale of non-current physical assets - -Net cash provided by/(used in) investing activities (4,659) (7,004)

Net increase/(decrease) in cash and cash equivalents (45,540) 47,401Cash and cash equivalents at the beginning of period 74,059 26,658Cash and cash equivalents at the end of period 29 28,519 74,059

The Statement of Cash Flows should be read in conjunction with the accompanying notes.

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Notes to the Financial StatementsFor the year ended 30 June 2017

Note 1. Australian Accounting Standards

GeneralThe Commission’s financial statements for the year ended 30 June 2017 have been prepared in accordance with Australian Accounting Standards. The term ‘Australian Accounting Standards’ includes Standards and Interpretations issued by the Australian Accounting Standards Board (AASB).

The Commission has adopted any applicable new and revised Australian Accounting Standards from their operative dates.

Early adoption of standardsThe Commission cannot early adopt an Australian Accounting Standard unless specifically permitted by TI 1101 ‘Application of Australian Accounting Standards and Other Pronouncements’. There has been no early adoption of any other Australian Accounting Standards that have been issued or amended (but not operative) by the Commission for the annual reporting period ended 30 June 2017.

Note 2. Summary of significant accounting policies

(a) General statementThe Commission is a not-for-profit reporting entity that prepares general purpose financial statements in accordance with Australian Accounting Standards, the Framework, Statements of Accounting Concepts and other authoritative pronouncements of the AASB 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 2006 and the Treasurer’s instructions impose legislative provisions that govern the preparation of financial statements and take precedence over Australian Accounting Standards, the Framework, Statements of Accounting Concepts and other authoritative pronouncements of the AASB.

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 preparationThe financial statements have been prepared on the accrual basis of accounting using the historical cost convention, except for land and buildings which have 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 thousand dollars ($000).

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Note 3 ‘Judgements made by management in applying accounting policies’ discloses judgements that have been made in the process of applying the Commission’s accounting policies resulting in the most significant effect on amounts recognised in the financial statements.

Note 4 ‘Key sources of estimation uncertainty’ discloses 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 amounts of assets and liabilities within the next financial year.

(c) Reporting entityThe reporting entity comprises the Commission.

(d) Contributed equityAASB 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 transfers 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 recognitionRevenue is recognised and measured at the fair value of consideration received or receivable. Revenue is recognised for the major business activities as follows:

Sale of goodsRevenue 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.

Service appropriationsService Appropriations are recognised as revenues at fair 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 and other non-reciprocal contributionsRevenue 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 46

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.

GainsRealised and unrealised gains 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.

(f) Property, plant and equipment and infrastructure

Capitalisation/expensing of assetsItems of property, plant and equipment and infrastructure 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 and infrastructure 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 measurementProperty, plant and equipment and infrastructure 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 of an asset, the revaluation model is used for the measurement of land and buildings and historical cost for all other property, plant and equipment. Land and buildings are carried at fair value less accumulated depreciation (buildings only) 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 and buildings is determined on the basis of current market values determined by reference to recent market transactions. When buildings are revalued by reference to recent market transactions, the accumulated depreciation is eliminated against the gross carrying amount of the asset and the net amount restated to the revalued amount.

In the absence of market-based evidence, fair value of land and buildings is determined on the basis of existing use. This normally applies where buildings are specialised or where land use is restricted. Fair value for existing use buildings is determined by reference to the cost of replacing the remaining future economic benefits embodied in the asset, i.e. the depreciated replacement cost. Where the fair value of buildings is determined on the depreciated replacement cost basis, the gross carrying amount and the accumulated depreciation are restated proportionately with the change in the gross carrying amount of the asset. Fair value for restricted use land is determined by comparison with market evidence for land with similar approximate utility (high restricted use land) or market value of comparable unrestricted land (low restricted use land).

Land and buildings are independently valued 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 judgements in estimating fair value are made in assessing whether to apply the existing use basis to assets and in determining estimated economic life. Professional judgement by the valuer is required where the evidence does not provide a clear 47

distinction between market type assets and existing use assets.

DerecognitionUpon disposal or derecognition of an item of property, plant and equipment and infrastructure, any revaluation surplus relating to that asset is retained in the asset revaluation surplus.

Asset revaluation surplusThe asset revaluation surplus is used to record increments and decrements on the revaluation of non-current assets on a class of assets basis.

DepreciationAll non-current assets having a limited useful life are systematically depreciated over their estimated useful lives in a manner that reflects the consumption of their future economic benefits.

Depreciation is calculated using the straight line method, using rates which are reviewed annually. Estimated useful lives for each class of depreciable asset are:Buildings 40 years

Computing, office and other equipment 5 years

Medical equipment 10 years

Plant and equipment 10 years

Leasehold improvements 3 to 10 years

Land is not depreciated.

(g) Intangible assets

Capitalisation/expensing of assetsAcquisitions of intangible assets costing $5,000 or more and internally generated intangible assets costing $5,000 or more are capitalised. The cost of utilising the assets is expensed (amortised) over their useful lives. Costs incurred below these thresholds are immediately expensed directly to the Statement of Comprehensive Income.

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 which is reviewed annually) on the straight line basis. 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) 5 years

Website costs 5 years

(a) Software that is not integral to the operations of any related hardware.

Computer software

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Software that is an integral part of the related hardware is recognised as property, plant and equipment. Software that is not an integral part of the related hardware is recognised as an intangible asset. Software costing less than $5,000 is expensed in the year of acquisition.

Website costsWebsite 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 that can be reliably measured, are capitalised to the extent they represent probable future economic benefits.

(h) Impairment of assetsProperty, plant and equipment, infrastructure 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 is written down to the recoverable amount and an impairment loss is recognised. Where an asset measured at cost is written down to recoverable amount, an impairment loss is recognised in profit or loss. Where a previously revalued asset is written down to recoverable amount, the loss is recognised as a revaluation decrement in other comprehensive income. As the Commission is a not-for-profit entity, unless a specialised 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 the 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 the end of each reporting period.

(i) Leases The Commission has entered into a number of operating lease arrangements for its motor vehicle fleet and building leases where the lessor effectively retains all of the risks and benefits incident to ownership of the items held under the operating leases.

Operating leases are expensed on a straight line basis over the lease term as this represents the pattern of benefits derived from the leased properties.

The Commission has no finance lease commitments.

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(j) Financial instrumentsIn addition to cash, the Commission has two categories of financial instrument:

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

o Payables.

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.

(k) Cash and cash equivalentsFor the purpose of the Statement of Cash Flows, cash and cash equivalent (and restricted cash and cash equivalent) assets comprise cash on hand.

(l) Accrued salariesAccrued salaries (see note 26 ‘Payables’) represent the amount due to staff but unpaid at the end of the reporting period. Accrued salaries are settled within a fortnight of the reporting period end. The Commission considers the carrying amount of accrued salaries to be equivalent to its fair value.

(m) Amounts receivable for services (holding account)The Commission receives funding on an accrual basis. The appropriations are paid partly in cash and partly as an asset (holding account receivable). The accrued amount receivable is accessible on the emergence of the cash funding requirement to cover leave entitlements and asset replacement.

(n) ReceivablesReceivables are recognised 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.

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(o) PayablesPayables 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 settlement is generally within 30 days.

(p) ProvisionsProvisions 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.

(i) Provisions – employee benefits All annual leave and long service leave provisions are in respect of employees’ services up to the end of the reporting period.

Annual leaveAnnual leave that is not expected to be settled wholly within 12 months after the end of the reporting period and is therefore considered to be `other long-term employee benefits’. The annual leave liability is recognised and measured at the present value of amounts expected to be paid when the liabilities are settled using the remuneration rate expected to apply at the time of settlement.

When assessing expected future payments consideration is given to expected future wage and salary levels including non-salary components such as employer superannuation contributions, as well as the experience of employee departures and periods of service. The expected future payments are discounted using market yields at the end of the reporting period on national government bonds with terms to maturity that match, as closely as possible, the estimated future cash outflows.

The provision for annual leave is classified as a current liability as the Commission does not have an unconditional right to defer settlement of the liability for at least 12 months after the end of the reporting period.

Long service leaveLong service leave is not expected to be settled wholly within 12 months after the end of the reporting period and is therefore recognised and measured at the present value of amounts expected to be paid when the liabilities are settled using the remuneration rate expected to apply at the time of settlement.

When assessing expected future payments consideration is given to expected future wage and salary levels including non-salary components such as employer superannuation contributions, as well as the experience of employee departures and periods of service. The expected future payments are discounted using market yields at the end of the reporting period on national government bonds with terms to maturity that match, as closely as possible, the estimated future cash outflows.

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 end of the reporting period. Pre- conditional and conditional long service leave provisions are classified as non-current liabilities because the Commission has an unconditional right to defer the settlement of the liability until the employee has completed the

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requisite years of service.

SuperannuationThe Government Employees Superannuation Board (GESB) and other fund providers administer public sector superannuation arrangements in Western Australia in accordance with legislative requirements. Eligibility criteria for membership in particular schemes for public sector employees vary according to commencement and implementation dates.

Eligible employees contribute to the Pension Scheme, a defined benefit pension scheme closed to new members since 1987, or the Gold State Superannuation Scheme (GSS), a defined benefit lump sum scheme also closed to new members since 1995.

Employees commencing employment prior to 16 April 2007 who were not members of either the Pension scheme or the GSS 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). From 30 March 2012, existing members of the WSS or GESBS and new employees have been able to choose their preferred superannuation fund provider. The Commission makes contributions to GESB or other fund providers on behalf of employees in compliance with the Commonwealth Government’s Superannuation Guarantee (Administration) Act 1992. Contributions to these accumulation schemes extinguish the Commission’s liability for superannuation charges in respect of employees who are not members of the Pension Scheme or GSS.

The GSS 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 Commission to GESB extinguishes the agency’s obligations to the related superannuation liability.

The Commission has no liabilities under the Pension Scheme or the GSS. The liabilities for the unfunded Pension Scheme and the unfunded GSS transfer benefits attributable to members who transferred from the Pension Scheme, are assumed by the Treasurer. All other GSS obligations are funded by concurrent contributions made by the Commission to the GESB.

The GESB makes all benefit payments in respect of the Pension Scheme and GSS, and is recouped from the Treasurer for the employer’s share.

(ii) Provisions – other

Employment on-costsEmployment 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’.

(q) Superannuation expenseThe superannuation expense is recognised in the profit or loss of the Statement of Comprehensive Income and comprises employer contributions paid to the GSS (concurrent contributions), the WSS, the GESBS, or other superannuation funds. The employer contribution paid to the GESB in respect of the GSS is paid back into the Consolidated Account by the GESB.

(r) Assets and services received free of charge or for nominal cost

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Assets or services received free of charge or for nominal cost that the Commission would otherwise purchase if not donated, are recognised as income at the fair value of the assets or services where they can be reliably measured. A corresponding expense is recognised for services received. Receipts of assets are recognised in the Statement of Financial Position.

Assets or services received from other State Government agencies are separately disclosed under Income from State Government in the Statement of Comprehensive Income.

(s) Comparative figuresComparative figures are, where appropriate, reclassified to be comparable with the figures presented in the current reporting period.

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Note 3. Judgements made by management in applying accounting policiesThe preparation of financial statements requires management to make judgements about the application of accounting policies that have a significant effect on the amounts recognised in the financial statements. The Commission evaluates these judgements regularly.

Operating lease commitmentsThe Commission has entered into a number of leases for buildings for branch office accommodation. Some of these leases relate to buildings of a temporary nature and it has been determined that the lessor retains substantially all the risks and rewards incidental to ownership. Accordingly, these leases have been classified as operating leases.

Note 4. Key sources of estimation uncertaintyKey estimates and assumptions concerning the future are based on historical experience and various other factors that have a significant risk of causing a material adjustment to the carrying amount of assets and liabilities within the next financial year.

Long service leaveSeveral estimations and assumptions used in calculating the Commission’s long service leave provision include expected future salary rates, discount rates, employee retention rates and expected future payments. Changes in these estimations and assumptions may impact on the carrying amount of the long service leave provision.

Note 5. Disclosure of changes in accounting policy and estimates

Initial application of an Australian Accounting StandardThe Commission has applied the following Australian Accounting Standards effective, or adopted, for annual reporting periods beginning on or after 1 July 2016 that impacted on the Commission.

AASB 1057 Application of Australian Accounting Standards

This Standard lists the application paragraphs for each other Standard (and Interpretation), grouped where they are the same. There is no financial impact.

AASB 2014-3 Amendments to Australian Accounting Standards – Accounting for Acquisitions of Interests in Joint Operations [AASB 1 and 11]

The Commission establishes Joint Operations in pursuit of its objectives and does not routinely acquire interests in Joint Operations. Therefore, there is no financial impact on application of the Standard.

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AASB 2014-4 Amendments to Australian Accounting Standards – Clarification of Acceptable Methods of Depreciation and Amortisation [AASB 116 and 138]

The adoption of this Standard has no financial impact for the Commission as depreciation and amortisation is not determined by reference to revenue generation, but by reference to consumption of future economic benefits.

AASB 2015-1 Amendments to Australian Accounting Standards – Annual Improvements to Australian Accounting Standards 2012-2014 Cycle [AASB 1, 2, 3, 5, 7,

11, 110, 119, 121, 133, 134, 137 and 140]

These amendments arise from the issuance of International Financial Reporting Standard Annual Improvements to IFRSs 2012-2014 Cycle in September 2014, and editorial corrections. The Commission has

AASB 2015-2 Amendments to Australian Accounting Standards – Disclosure Initiative: Amendments to AASB 101 [AASB 7, 101, 134 and 1049]

This Standard amends AASB 101 to provide clarification regarding the disclosure requirements in AASB 101. Specifically, the Standard proposes narrow-focus amendments to address some of the concerns expressed about existing presentation and disclosure requirements and to ensure entities are able to use judgement when applying a Standard in determining what information to disclose in their financial statements. There is no financial impact.

AASB 2015-6 Amendments to Australian Accounting Standards – Extending Related Party Disclosures to Not-for-Profit Public Sector Entities [AASB 10, 124 and 1049]

The amendments extend the scope of AASB 124 to include application by not-for-profit public sector entities. Implementation guidance is included to assist application of the Standard by not-for-profit public sector entities. There is no financial impact.

Future impact of Australian Accounting Standards not yet operativeThe Commission cannot early adopt an Australian Accounting Standard unless specifically permitted by TI 1101 Application of Australian Accounting Standards and Other Pronouncements or by an exemption from TI 1101. By virtue of a limited exemption, the Commission has early adopted AASB 2015-7 Amendments to Australian Accounting Standards – Fair Value Disclosures of Not-for-Profit Public Sector Entities. Where applicable, the Commission plans to apply the following Australian Accounting Standards from their application date.

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Title

Operative for reporting

periods beginning on/after

AASB 9 Financial Instruments

This Standard supersedes AASB 139 Financial Instruments: Recognition and Measurement, introducing a number of changes to accounting treatments.

The mandatory application date of this Standard is currently 1 January 2018 after being amended by AASB 2012-6, AASB 2013-9 and AASB 2014-1 Amendments to Australian Accounting Standards. The Commission has not yet determined the application or the potential impact of the Standard.

1 January 2018

AASB 15 Revenue from Contracts with Customers

This Standard establishes the principles that the Commission shall apply to report useful information to users of the financial statements about the nature, amount, timing and uncertainty of revenue and cash flows arising from a contract with a customer.

The Commission’s income is principally derived from appropriations which will be measured under AASB 1058 Income of Not-for-Profit Entities and will be unaffected by this change. However, the Commission has not yet determined the potential impact of the Standard on ‘User charges and fees’ and ‘Sales’ revenues. In broad terms, it is anticipated that the terms and conditions attached to these revenues will defer revenue recognition until the Commission has discharged its

1 January 2019

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Title



AASB 16 Leases

This Standard introduces a single lessee accounting model and requires a lessee to recognise assets and liabilities for all leases with a term of more than 12 months, unless the underlying asset is of low value.

Whilst the impact of AASB 16 has not yet been quantified, the entity currently has operating lease commitments for $16,269,000. The Commission anticipates most of this amount will be brought onto the statement of financial position, excepting amounts pertinent to short-term or low-value leases. Interest and amortisation expense will increase and rental expense will decrease.

1 January 2019

AASB 1058 Income of Not-for-Profit Entities

This Standard clarifies and simplifies the income recognition requirements that apply to not-for-profit (NFP) entities, more closely reflecting the economic reality of NFP entity transactions that are not contracts with customers. Timing of income recognition is dependent on whether such a transaction gives rise to a liability, a performance obligation (a promise to transfer a good or service), or, an obligation to acquire an asset. The Commission has not yet determined the application or the potential impact of the Standard.

1 January 2019

AASB 2010-7 Amendments to Australian Accounting Standards arising from AASB 9 (December 2010) [AASB 1, 3, 4,

5, 7, 101, 102, 108, 112, 118, 120, 121, 127, 128,131, 132, 136, 137, 139, 1023 and 1038 and Int 2, 5,

10, 12, 19 and 127]

This Standard makes consequential amendments to other Australian Accounting Standards and Interpretations as a result of issuing AASB 9 in December 2010.

The mandatory application date of this Standard has been amended by AASB 2012-6 and AASB 2014-1 to 1 January 2018. The Commission has not yet determined the application or the potential impact of the Standard.

1 January 2018

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Title



AASB 2014-1 Amendments to Australian Accounting Standards

Part E of this Standard makes amendments to AASB 9 and consequential amendments to other Standards. It has not yet been assessed by the Commission to determine the application or potential impact of the Standard.

1 January 2018

AASB 2014-5 Amendments to Australian Accounting Standards arising from AASB 15

This Standard gives effect to the consequential amendments to Australian Accounting Standards (including Interpretations) arising from the issuance of AASB 15. The mandatory application date of this Standard has been amended by AASB 2015- 8 to 1 January 2018. The Commission has not yet determined the application or the potential impact of the Standard.

1 January 2018

AASB 2014-7 Amendments to Australian Accounting Standards arising from AASB 9 (December 2014)

This Standard gives effect to the consequential amendments to Australian Accounting Standards (including Interpretations) arising from the issuance of AASB 9 (December 2014). The Commission has not yet determined the application or the potential impact of the Standard.

1 January 2018

AASB 2015-8 Amendments to Australian Accounting Standards – Effective Date of AASB 15

This Standard amends the mandatory effective date (application date) of AASB 15 Revenue from Contracts with Customers so that AASB 15 is required to be applied for annual reporting periods beginning on or after 1 January 2018 instead of 1 January 2017. For not-for-profit entities, the mandatory effective date has subsequently been amended to 1 January 2019 by AASB 2016-7. The Commission has not yet determined the application or the potential impact of AASB 15.

1 January 2019

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Title



AASB 2016-2 Amendments to Australian Accounting Standards – Disclosure Initiative: Amendments to AASB 107

This Standard amends AASB 107 Statement of Cash Flows (August 2015) to require disclosures that enable users of financial statements to evaluate changes in liabilities arising from financing activities, including both changes arising from cash flows and non-cash changes. There is no financial impact.

1 January 2017

AASB 2016-3 Amendments to Australian Accounting Standards – Clarifications to AASB 15

This Standard clarifies identifying performance obligations, principal versus agent considerations, timing of recognising revenue from granting a licence, and, provides further transitional provisions to AASB 15. The Commission has not yet determined the application or the potential impact.

1 January 2018

AASB 2016-7 Amendments to Australian Accounting Standards – Deferral of AASB 15 for Not-for-Profit Entities

This Standard amends the mandatory effective date (application date) of AASB 15 and defers the consequential amendments that were originally set out in AASB 2014-5 Amendments to Australian

Accounting Standards arising from AASB 15 for not- for-profit entities to annual reporting periods beginning on or after 1 January 2019, instead of 1

1 January 2017

AASB 2016-8 Amendments to Australian Accounting Standards – Australian Implementation Guidance for Not-for-Profit Entities

This Standard inserts Australian requirements and authoritative implementation guidance for not-for-profit entities into AASB 9 and AASB 15. This guidance assists not-for-profit entities in applying those Standards to particular transactions and other events. There is no financial impact.

1 January 2019

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Note 6. Employee benefits expense2017$000

2016$000

Wages and salaries (a) 150,237 146,783Superannuation – defined contribution plans (b) 13,091 13,514

163,328 160,297

(a) Includes the value of the fringe benefit to the employee plus the fringe benefits tax component, leave entitlements including superannuation contribution component.

(b) Defined contribution plans include West State, Gold State, GESBS and other eligible funds.

Employment on-costs expenses such as workers’ compensation insurance are included at note 11 ‘Other expenses’.

Employment on-costs liability is included at note 27 ‘Provisions’.

Note 7. Compensation of key management personnelThe Commission has determined that key management personnel include Ministers and Senior Officers of the Commission. However, the Commission is not obligated to compensate the responsible Ministers and therefore disclosures in relation to Ministers’ compensation may be found in the Annual Report on State Finances.

Total compensation for key management personnel comprising members of the accountable authority and other Senior Officers of the Commission for the reporting period are presented within the following bands:

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Compensation of members of the accountable authorityCompensation Band ($) 2017 2016

0 – 10,000 6 5

10,001 – 20,000 1 2

20,001 – 30,000 1 1

40,001 – 50,000 1 1

9 9

Compensation of Senior OfficersCompensation Band ($)

30,001 – 40,000 - 1

40,001 – 50,000 - 1

130,001 – 140,000 1 -

140,001 – 150,000 1 1

160,001 – 170,000 1 1

170,001 – 180,000 1 -

190,001 – 200,000 - 3

200,001 – 210,000 2 1

210,001 – 220,000 1 -

220,001 – 230,000 - 1

320,001 – 330,000 - 1

420,001 – 430,000 - 1

440,001 – 450,000 1 -

8 11

$000 $000

Short-term employee benefits 1,506 2,278

Post-employment benefits 149 230

Other long-term benefits 167 (209)

Termination benefits - -

Total compensation of senior officers 1,822 2,299

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Note 8. Supplies and services2017$000

2016$000

Communications 1,448 1,344Consultants and contractors 11,052 15,881Consumables 6,381 6,508Repairs and maintenance 485 507Lease rentals (Motor Vehicles) 2,213 2,471Travel 531 673Other 652 822

22,762 28,206

Note 9. Depreciation and amortisation expenseDepreciationBuildings 378 632Plant and equipment 33 34Computer equipment 2,073 1,477Medical equipment 16 20Motor vehicles 2 2Office equipment 113 115Leasehold improvements 1,725 1,563Total depreciation 4,340 3,843

AmortisationIntangible assets 1,510 1,655Total amortisation 1,510 1,655Total depreciation and amortisation 5,850 5,498

Note 10. Accommodation expensesLease rentals 8,148 7,701

Repairs and maintenance 2,811 2,244

Cleaning 326 370

Other 336 375

11,621 10,690

Note 11. Other expensesInsurance 508 693

Doubtful debts expense 24 4

Employment on-costs (a) 1,704 2,583

Other 10 6

2,246

3,286

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Note 12. Related Party TransactionsThe Commission is a wholly-owned and controlled entity of the State of Western Australia. In conducting its activities, the Commission is required to pay various taxes and levies based on the standard terms and conditions that apply to all tax and levy payers to the State and entities related to State.

Related parties of the Commission include:

all Ministers and their close family members, and their controlled or jointly controlled entities

all key management personnel and their close family members, and their controlled or jointly controlled entities

other departments and public sector entities, including related bodies included in the whole of government consolidated financial statements

associates and joint ventures, that are included in the whole of government consolidated financial statements

the Government Employees Superannuation Board (GESB).

Significant transactions with government related entities

Significant transactions include: service appropriations (Note 17)

capital appropriations (Note 28)

services received free of charge from the Department of Health, Department of Finance and State Solicitor’s office (Note 17)

Royalties for Regions Fund (Note 17)

superannuation payments to GESB (Note 6)

lease rentals payments ($7.267 million) to the Department of Finance (Note 10)

insurance payments ($2.205 million) to the Insurance Commission of WA and Riskcover fund (Note 11)

Remuneration for services provided by the Auditor General (Note 35).

Material transactions with related partiesDuring the year, the Commission has made payments for individual services through disability service provider panel contracts. Material related party transactions have been identified as follows:

$2.158 milliion and $2.916 million to Upper Great Southern Board Family Support Association Inc, and Far North Community Services Ltd., respectively. Both entities are a related party of Board Member Kathy Hough.

$12.359 million to Mosaic Community Care Inc., a related party of Board Member Rachel Skoss.

The Upper Great Southern Board Family Support Association Inc. and Mosaic Community Care Inc. are disclosed as Affiliated Bodies of the Commission (refer to Note 36).

The awarded contracts were subject to a tender selection process and procedures which the

63

Board Members had no involvement in.

All other transactions (including general citizen type transactions) between the Commission and Ministers/Senior Officers or their close family members or their controlled (or jointly controlled) entities are not material for disclosure.

Note 13. User charges and fees2017$000

2016$000

Board and lodging 4,699 6,518 4,699 6,518

Note 14. Commonwealth grants and contributions2017$000

2016$000

National Disability Agreement 148,330 138,498National Partnership Payments 26,457 3,637National Partnership Payments – HACC 3,016 2,176National Partnership Agreement on pay equity 12,513 13,296Other 232 102

190,548 157,709

Note 15. Other revenueRecoup from NDIA for DSC Accommodation Services provided inPerth Hills 15,285 -Department of Health – HACC and CAEP Program 1,794 2,189Executive vehicle scheme contribution 83 76Government employee housing authority – Employee contribution 143 137Recoups and return of surplus grants from service providers 6,931 4,268Other 2,509 3,823

26,745 10,493

Note 16. Net gain/(loss) on disposal of non-current assetsNet proceeds from disposal of non-current assets

Land, plant and equipment 5 -

Carrying amount of non-current assets disposedLand, plant and equipment (408) (385)

Net gain/(loss) (403) (385)

64

Note 17. Income from State Government2017

$000

2016

$000

Appropriation received during the period:

Service appropriation (a) 709,158 720,819

709,158 720,819

Services received free of charge from other State government agencies during the period:

Health Department:

Child and Adolescent Health Services 2,903 2,878

Dental Health Services 1,925 1,548

State Solicitors Office 104 87

Department of Finance 432 556

5,364 5,069

Royalties for Regions Fund 65 80

714,587 725,968

(a) Service appropriations fund the net cost of services delivered. Appropriation revenue comprises a cash component and a receivable (asset). The receivable (holding account) comprises the budgeted depreciation expense for the year and any agreed increase in leave liabilities during the year.

Note 18. Restricted cash and cash equivalentsCurrent

Special Purpose Fund (a) - 67,800

WA NDIS My Way (a) 21,384 -

Other 1,892 1,823

23,276 69,623

Non-current 800 -

27th Pay Provision (b) 800 -

(a) Unspent funds – My Way Trial Site support packages (excludes administration cost).

(b) Funds set aside for the 27th pay in 2027–2028.

65

Note 19. ReceivablesCurrent

Receivables 1,889 2,514

Allowance for impairment of receivables (56) (90)

Accrued revenue 247 219

GST receivable 2,732 4,363

4,812 7,006

Reconciliation of changes in the allowance for impairment of receivables:

Balance at start of period 90 87

Doubtful debts expense 24 4

Amounts written off during the period (58) -

Amount recovered/written back during the period - (1)

Balance at end of period 56 90

The Commission does not hold any collateral or other credit enhancements as security for receivables.

Note 20. Amounts receivable for services (Holding Account)2017

$000

2016

$000

Current 404 509

Non-current 56,042 50,164

56,446 50,673

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.

Note 21. Other current assetsPrepayments 1,838 2,079

1,838 2,079

66

Note 22. Property, plant and equipment2017$000

2016$000

Land At fair value (a) 17,600 18,659

17,600 18,659

Buildings At fair value (a) 9,353 11,839

9,353 11,839

Computing equipment At cost 13,926 12,372

Accumulated depreciation (7,827) (5,759)

6,099 6,613

Medical equipment At cost 204 270

Accumulated depreciation (137) (162)

67 108

Motor Vehicle At cost 14 7

Accumulated depreciation - (3)

14 4

Plant and equipment At cost 525 604


121 138

Office equipment At cost 594 588


191 298

Leasehold improvements At cost 19,022 18,009

Accumulated depreciation (13,612) (13,011)

5,410 4,998

Work in Progress 1,281 1,968

40,136 44,625

(a) Land and buildings were revalued as at 1 July 2016 by the Western Australian Land Information Authority (Valuation Services). The valuations were performed during the year 67

ended 30 June 2017 and recognised at 30 June 2017. In undertaking the revaluation, fair value was determined by reference to market values for land: $12.160 million (2016: $12.877 million) and buildings: $0.857 million (2016:$3.084 million). For the remaining balance, fair value of land was determined on the basis of current use land value.

Reconciliation of the carrying amounts of property, plant and equipment at the beginning and end of the reporting period are set out in the table on the next page.

Information on fair value measurements is provided in Note 23.

68

2017Land$000

Buildings$000

Computing equipment

$000

Medical equipment

$000

Motor Vehicle

$000

Plant and equipment

$000

Office equipment

$000

Leasehold improvements

$000

Work in progress

$000Total$000

Carrying amount at start of year 18,659 11,839 6,613 108 4 138 298 4,998 1,968 44,625

Additions - - - - - 21 6 47 3,745 3,819Disposals - (193) - (31) (2) (5) - (179) - (410)Depreciation - (378) (2,073) (16) (2) (33) (113) (1,725) - (4,340)Transfers (a) (1,080) (1,620) - - - - - - - (2,700)Transfer between asset classes - 585 1,558 6 14 - - 2,269 (4,432) -Revaluation increments/ (decrements) 21 (881) - - - - - - - (860)Carrying amount at end of year 17,600 9,353 6,099 67 14 121 191 5,410 1,281 40,136

2016Land$000

Buildings$000

Computing equipment

$000

Medical equipment

$000

Motor Vehicle

$000

Plant and equipment

$000

Office equipment

$000

Leasehold improvements

$000

Work in progress

$000Total$000

Carrying amount at start of year 19,155 13,060 3,890 89 6 176 331 3,673 9,645 50,025

Additions - - - - - - - - 7,021 7,021Disposals - - - - - (5) (4) (376) - (385)Depreciation - (632) (1,477) (20) (2) (34) (115) (1,563) - (3,843)Transfer between classes - 7,108 4,200 39 - 1 86 3,264 (14,698) -Revaluation increments/ (decrements) (496) (7,697) - - - - - - - (8,193)Carrying amount at end of year 18,659 11,839 6,613 108 4 138 298 4,998 1,968 44,625

(a) Transfer of land and buildings to Department of Housing. Refer to note 28 Equity.

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Note 23. Fair Value Measurements

Assets measured at fair value

2017 Level 1$000

Level 2$000

Level 3$000

Fair Value At end of period

$000Land (Note 22) - 12,160 5,440 17,600Buildings (Note 22) - 857 8,496 9,353

- 13,017 13,939 26,953

2016 Level 1$000

Level 2$000

Level 3$000

Fair Value At end of period

$000Land (Note 22) - 12,877 5,782 18,659Buildings (Note 22) - 3,084 8,755 11,839

- 15,961 14,537 30,498

Valuation techniques to derive Level 2 fair valuesLevel 2 fair values of Land and Buildings are derived using the market approach. Market evidence of sales prices of comparable land and buildings in close proximity is used to determine price per square metre.

Fair value measurements using significant unobservable inputs (Level 3)Land$000

Buildings$000

2017Fair Value at start of period 5,782 8,755Additions - 577Revaluation increments/(decrements) recognised in Other Comprehensive Income

(300) (559)

Transfers (from/(to) Level 2) - -Disposals (42) -Depreciation Expense (277)Fair Value at end of period 5,440 8,496Total gains or losses for the period included in profit or loss, under ‘Other Gains’ - -

70

Land$000

Buildings$000

2016Fair Value at start of period 4,942 13,060Additions - 7,108Revaluation increments/(decrements) recognised in Other Comprehensive Income (60) (2,841)

Transfers (from/(to) Level 2) 900 (8,270)Disposals - -Depreciation Expense (302)Fair Value at end of period 5,782 8,755Total gains or losses for the period included in profit or loss, under ‘Other Gains’ - -

Valuation processesThere were no changes in valuation techniques during the period.

Transfers in and out of a fair value level are recognised on the date of the event or change in circumstances that caused the transfer. Transfers are generally limited to assets newly classified as non-current assets held for sale as Treasurer’s instructions require valuations of land, buildings and infrastructure to be categorised within Level 3 where the valuations will utilise significant Level 3 inputs on a recurring basis.

Land (Level 3 fair values)Fair value for restricted use land is based on comparison with market evidence for land with low level utility (high restricted use land). The relevant comparators of land with low level utility are selected by the Western Australian Land Information Authority (Valuation Services) and represents the application of a significant Level 3 input in this valuation methodology.

The fair value measurement is sensitive to values of comparator land, with higher values of comparator land correlating with higher estimated fair values of land.

Buildings (Level 3 fair values)Fair value for existing use specialised buildings is determined by reference to the cost of replacing the remaining future economic benefits embodied in the asset, i.e. the depreciated replacement cost. Depreciated replacement cost is the current replacement cost of an asset less accumulated depreciation calculated on the basis of such cost to reflect the already consumed or expired economic benefit, or obsolescence, and optimisation (where applicable) of the asset. Current replacement cost is generally determined by reference to the market observable replacement cost of a substitute asset of comparable utility and the gross project size specifications.

Valuation using depreciated replacement cost utilises the significant Level 3 input, consumed economic benefit/obsolescence of asset which is estimated by the Western Australian Land Information Authority (Valuation Services). The fair value measurement is sensitive to the estimate of consumption/obsolescence, with higher values of the estimate correlating with lower estimated fair values of buildings.

Basis of ValuationIn the absence of market-based evidence, due to the specialised nature of some non- financial 71

assets, these assets are valued at Level 3 of the fair value hierarchy on an existing use basis. The existing use basis recognises that restrictions or limitations have been placed on their use and disposal when they are not determined to be surplus to requirements. These restrictions are imposed by virtue of the assets being held to deliver a specific community service.

Information about significant unobservable inputs (Level 3) in fair value measurements

Description and fairvalue as at 30 June

$000

Fair Value2017$000

Fair Value2016$000

Valuation technique(s) Unobservable inputs

Land 5,440 5,782 Market approach

Selection of land with similar approximate utility

Buildings 8,496 8,755 Depreciated Replacement Cost

Consumed economic benefit/ obsolescence of asset

Historical cost per square metre floor area (m2)

Reconciliations of the opening and closing balances are provided in Notes 20 and 21.

Note 24. Intangible assets

2017$000

2016$000

Computer softwareAt cost 13,511 13,166Accumulated amortisation (9,374) (7,864)

4,137 5,302Work in Progress - -

4,137

5,302

Reconciliation

Computer softwareCarrying amount at start of period 5,302 6,973Additions 345 -Disposals - -Work in Progress - -Transfers* - (16)Amortisation expense (1,510) (1,655)Carrying amount at end of period 4,137 5,302

* expensed during the year

Note 25. Impairment of assetsThere were no indications of impairment to property, plant and equipment and intangible assets at 30 June 2017.

The Commission held no goodwill or intangible assets with an indefinite useful life during the reporting period. At the end of the reporting period there were no intangible assets not yet available for use.

72

Note 26. Payables2017$000

2016$000

CurrentTrade Payables 1,021 806

State and Commonwealth grant contribution 21,384 67,800

Accrued expenses 614 312

Accrued salaries 452 -

23,471 68,918

Note 27. ProvisionsCurrentEmployee benefits provision

Annual leave (a) 10,304 10,877

Long service leave (b) 14,102 14,734

Accrued days off (a) 2,673 3,157

Public holidays (a) 3,041 3,772

Deferred Salary 206 145

Time off in lieu (a) 14 18

30,340 32,703

Other provisions

Employment on-costs (c) 825 892

825 892

31,165 33,595

Non-currentEmployee benefits provision

Long service leave (b) 5,079 5,454

5,079 5,454

Other provisions

Employment on-costs (c) 138 149

138 149

5,217 5,603

(a) Leave liabilities including annual, accrued days off and public holidays have been classified as current as there is no unconditional right to defer settlement for at least 12 months after the end of the reporting period. Assessments indicate that actual settlement of the liabilities is expected to occur as follows:

Within 12 months of the end of the reporting period 13,463 15,112More than 12 months after the end of the reporting period 2,570 2,712

16,033 17,82473

(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 end of the reporting period. Assessments indicate that actual settlement of the liabilities is expected to occur as follows:

2017$000

2016$000

Within 12 months of the end of the reporting period 4,852 4,826

More than 12 months after the end of the reporting period 14,328 15,362

19,180 20,188

(c) The settlement of annual, accrued days off, public holidays and long service leave liabilities gives rise to the payment of employment on-costs including workers’ compensation insurance. The provision is the present value of expected future payments.

The associated expense, apart from the unwinding of the discount (finance cost), is disclosed in note 10 ‘Other expenses’.

Movement employment on-cost provisionCarrying amount at start of the period 4,368 4,122Additional/(reversals of) provision recognised (3,405) 246Carrying amount at the end of the period 963 4,368

Note 28. EquityThe Government holds the equity interest in the Commission on behalf of the community. Equity represents the residual interest in the net assets of the Commission. The asset revaluation surplus represents that portion of equity resulting from the revaluation of non-current assets.

Contributed equity

Balance at start of period 35,321 33,322

Contributions by ownersCapital appropriation 807 1,999

Total contributions by owners 807 1,999

Distributions to owners

Transfer of land and building to Department of Housing (2,700) -

Total Distributions to owners (2,700) -

Balance at end of period 33,428 35,321

Reserves

Asset revaluation surplus

74

Balance at start of period 42,225 50,417

Net revaluation increments/(decrements)

Land 21 (496)

Buildings (881) (7,696)

Balance at end of period 41,365 42,225

Accumulated surplus/(deficit)

Balance at start of period (1,918) 8,142

Result for the period 3,160 (10,060)

Balance at end of period 1,242 (1,918)

76,035 75,628

Note 29. Notes to the Statement of Cash Flows

(a) Reconciliation of cashCash 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:

Cash and cash equivalents 4,443 4,436Restricted cash and cash equivalents (refer to note 18) 24,076 69,623

28,519 74,059

(b) Reconciliation of net cost of services to net cash flows provided by/(used in) operating activities

Net cost of services (711,427) (736,028)

Non-cash itemsDepreciation and amortisation expense (note 9 ‘Depreciation and amortisation expense’) 5,850 5,498Services received free of charge (note 17 ‘Income from State Government’) 5,364 5,069Net (gain)/loss on sale of property, plant and equipment (note 16 ‘net gain/(loss) on disposal of non-current assets’)

403 385Adjustment for other non-cash items 500 -

(Increase)/decrease in assetsCurrent receivables (a) 563 168Other current assets 241 (736)

Increase/(decrease) in liabilitiesCurrent payables (a) (45,447) 44,222Current provisions (2,430) 2,098Non-current provisions (386) (84)Change in GST in receivables/payables (b) 1,631 (656)Net cash provided by/(used in) operating activities (745,138) (680,064)

75

(a) Note that the Australian Taxation Office (ATO) receivable/payable in respect of GST and receivable/payable in respect of the sale/purchase of non-current assets are not included in these items as they do not form part of the reconciling items.

(b) This reverses out the GST in receivables and payables.

Note 30. CommitmentsNon-cancellable operating lease commitments (Motor vehicles)

2017$000

2016$000

Commitments for minimum lease payments are payable as follows:Within 1 year 780 918Later than 1 year and not later than 5 years 1,179 825Later than 5 years 1 3

1,960 1,746

Non-cancellable operating lease commitments (Buildings)Within 1 year 8,245 7,117Later than 1 year and not later than 5 years 6,064 10,333Later than 5 years - 7

14,309 17,457

The Commission has entered into a property lease which is a non-cancellable lease with a minimum five year term, with rent payable monthly in advance. Contingent rent provisions within the lease agreement require that the minimum lease payments shall be increased by the lower of CPI or 4 per cent per annum. An option exists to renew the lease at the end of the initial term.

Note 31. Contingent liabilities and contingent assetsThe Disability Services Commission has neither contingent liabilities nor assets.

Contaminated sitesUnder the Contaminated Sites Act 2003, the Commission is required to report known and suspected contaminated sites to the Department of Environment and Conservation (DEC). In accordance with the Act, DEC classifies these sites on the basis of the risk to human health, the environment and environmental values. The Commission has no sites that are classified as contaminated sites.

Note 32. Events occurring after the end of the reporting periodThe Commission is not aware of any events occurring after the reporting date that have significant financial effect on the financial statements.

Note 33. Explanatory StatementAll variances between estimates (original budget) and actual results for 2017, and between the actual results for 2017 and 2016 are shown below.

Narratives are provided for selected major variances, which are generally greater than:

5 per cent and $18.7 million for the Statements of Comprehensive Income and Cash flows; and

76

5 per cent and $2.7 million for the Statement of Financial Position.

77

Variance Note

Estimate2017$000

Actual 2017$000

Actual 2016$000

Variance between actual and estimate

$000

Variance between actual results for 2016 and 2017

$000Statement of Comprehensive Income (Controlled Operations)ExpensesEmployee benefits expense 170,338 163,328 160,297 (7,010) 3,031Supplies and services 38,340 22,762 28,206 (15,578) (5,444)Depreciation and amortisation expense 6,282 5,850 5,498 (432) 352Accommodation expenses 10,182 11,621 10,690 1,439 931Expenditure on Services provided by funded agencies A 696,673 697,546 674,420 873 23,126Individual funding and other grants 19,571 29,663 27,966 10,092 1,697Loss on disposal of non-current assets - 408 385 408 23Other expenses 3,513 2,246 3,286 (1,267) (1,040)Total cost of services 944,899 933,424 910,748 (11,475) 22,676

IncomeUser charges and fees 6,600 4,699 6,518 (1,901) (1,819)Commonwealth grants and contributions 1, B 219,581 190,548 157,709 (29,033) 32,839Gain on disposal of non-current assets - 5 - 5 5Other revenue 2, C 5,500 26,745 10,493 21,245 16,252Total Revenue 231,681 221,997 174,720 (9,684) 47,277

Total income other than income from State Government 231,681 221,997 174,720 (9,684) 47,277Net cost of services 713,218 711,427 736,028 (1,791) (24,601)

Income from State GovernmentService appropriation 712,214 709,158 720,819 (3,056) (11,661)Services received free of charge 1,130 5,364 5,069 4,234 295Royalties for Regions Fund 88 65 80 (23) (15)Total income from State Government 713,432 714,587 725,968 1,155 (11,381)Surplus/(Deficit) for the period 214 3,160 (10,060) 2,946 13,220

Other comprehensive incomeChanges in asset revaluation surplus - (860) (8,192) (860) 7,332Total other comprehensive income - (860) (8,192) (860) 7,332Total comprehensive income for the period 214 2,300 (18,252) 2,086 20,552

78

Variance Note

Estimate2017$000

Actual 2017$000

Actual 2016$000

Variance between actual and

estimate$000


$000Statement of Financial Position(Controlled Operations)AssetsCurrent AssetsCash and cash equivalents 3 7,263 4,443 4,436 (2,820) 7Restricted cash and cash equivalents 4, D 14,556 23,276 69,623 8,720 (46,347)Receivables 6,518 4,812 7,006 (1,706) (2,194)Amounts receivable for services 404 404 509 - (105)Other current assets 1,474 1,838 2,079 364 (241)Total Current Assets 30,215 34,773 83,653 4,558 (48,880)

Non-Current AssetsRestricted cash and cash equivalents 780 800 - 20 800Amounts receivable for services E 56,042 56,042 50,164 - 5,878Property, plant and equipment 42,641 40,136 44,625 (2,505) (4,489)Intangible assets 4,337 4,137 5,302 (200) (1,165)Total Non-Current Assets 103,800 101,115 100,091 (2,685) 1,024Total assets 134,015 135,888 183,744 1,873 (47,856)

LiabilitiesCurrent LiabilitiesPayables 5, F 3,945 23,471 68,918 19,526 (45,447)Provision 30,943 31,165 33,595 222 (2,430)Total Current Liabilities 34,888 54,636 102,513 19,748 (47,877)

Non-Current LiabilitiesProvisions 5,687 5,217 5,603 (470) (386)Total Non-Current Liabilities 5,687 5,217 5,603 (470) (386)Total liabilities 40,575 59,853 108,116 19,278 (48,263)

Net assets 93,440 76,035 75,628 (17,405) 407EquityContributed equity 34,453 33,428 35,321 (1,025) (1,893)Reserves 6 50,416 41,365 42,225 (9,051) (860)Accumulated surplus/(deficit) 7, G 8,571 1,242 (1,918) (7,329) 3,160Total equity 93,440 76,035 75,628 (17,405) 407

79

Variance Note

Estimate2017$000

Actual 2017$000

Actual 2016$000

Variance between actual and estimate

$000


$000Statement of Cash Flows (Controlled Operations)Cash flows from State GovernmentService appropriation H 705,932 702,876 731,486 (3,056) (28,610)Capital appropriations 807 807 1,999 - (1,192)Holding account drawdown 509 509 904 - (395)Royalties for Regions Fund 88 65 80 (23) (15)Net cash provided by State Government 707,336 704,257 734,469 (3,079) (30,212)

Cash flows from operating activitiesPaymentsEmployee benefits (169,673) (165,455) (164,449) 4,218 (1,006)Supplies and services 9 (51,004) (30,108) (38,408) 20,896 8,301Payments for services provided by funded agencies J (696,673) (697,546) (674,420) (873) (23,126)Individual funding and other grants (19,571) (29,663) (27,966) (10,092) (1,697)Receipts paid into Consolidated Account 8, I - (67,800) - (67,800) (67,800)GST payments on purchases (78,386) (72,817) (70,214) 5,569 (2,603)GST payments to taxation authority (503) (1,416) (960) (913) (456)

ReceiptsUser charges and fees 6,600 4,733 6,551 (1,867) (1,818)Commonwealth grants and contributions 219,581 211,932 208,560 (7,649) 3,372GST receipts on sales 466 1,675 1,038 1,209 637GST receipts from taxation authority 78,423 74,189 69,479 (4,234) 4,710Other receipts 10, K 5,500 27,138 10,725 21,638 16,413Net cash provided by/(used in) operating activities (705,240) (745,138) (680,064) (39,898) (65,073)

Cash flows from investing activitiesPaymentsPurchase of non-current assets (1,316) (4,659) (7,004) (3,343) 2,345ReceiptsProceeds from sale of non-current assets - - - - -Net cash provided by/(used in) investing activities (1,316) (4,659) (7,004) (3,343) 2,345

Net increase/(decrease) in cash and cash equivalents 780 (45,540) 47,401 (46,320) (92,941)Cash and cash equivalents at the beginning of the period

21,819 74,059 26,658 52,240 47,401

Cash and cash equivalents at the end of the period 22,599 28,519 74,059 5,920 (45,540)

80

Major Estimate and Actual (2017) Variance Narratives1) Commonwealth grants and contributions were under estimated by $29 million (13.2%)

due to the deferral of the final quarter receipt of funding for the WA NDIS and decreased funding as a result of lower population and indexation estimates for Western Australia.

2) Other revenue increased by $21.2 million (386.3%) mainly due to recoups received from the National Disability Insurance Agency (NDIA) for accommodation services provided in the Perth Hills.

3) Cash and cash equivalents decreased by $2.8 million (38.8%) mainly as a result of higher trade payables than anticipated.

4) Restricted cash and cash equivalents increased by $8.7 million (59.9%) mainly due to unspent funds for the WA NDIS trial sites to be transferred to the Department of Treasury.

5) Payables exceeded estimates by $19.5 million (495%) mainly due to recognition of unspent funds in the WA NDIS trial sites. The unspent funds will be returned to Department of Treasury in 2017–2018.

6) Reserves was less than estimate by $9.1 million (18%) mainly due to the decrement in the value of land and buildings as a result of valuations performed during the year ended 30 June 2017.

7) Accumulated surplus decreased by $7.4 million (85.5%) mainly as a result of a post budget adjustment to income arising from underspend in grants expenditure in the WA NDIS trial sites.

8) Receipts paid into consolidated account of $67.8 million is due to unspent funds in the WA NDIS trial sites in 2015–2016 returned to Department of Treasury in September 2016.

9) Supplies and services decreased by $20.9 million (41%) mainly as a result of various corrective measures/efficiency dividends imposed by the State Government and a reprioritisation of one-off initiatives towards service delivery.

10)Other receipts increased by $21.6 million (393.4%) mainly due to recoups received from the National Disability Insurance Agency (NDIA) for accommodation services provided in the Perth Hills.

Major Actual (2017) and Comparative (2016) Variance Narratives(A) Expenditure on Services provided by funded agencies increased by $23.1 million (3.4%)

mainly attributable to the WA NDIS trial sites, including the expansion into the Ranges in 2016–2017, and additional growth funding.

(B) Commonwealth grants and contributions increased by $32.8 million (20.8%) mainly due to additional funding for the WA NDIS trial sites.

(C)Other revenue increased by $16.3 million (154.9%) mainly due to recoups received from the National Disability Insurance Agency (NDIA) for accommodation services provided in the Perth Hills.

(D)Restricted cash and cash equivalents increased by $46.3 million (66.6%) mainly due to unspent funds for the WA NDIS trial sites to be transferred to the Department of Treasury.

(E) Amounts receivable for services increased by $5.9 million (11.7%) as accrual appropriation used to fund the depreciation charges for 2016–2017.

82

(F) Payables decreased by $45.4 million (65.9%) mainly due to recognition of unspent funds in the WA NDIS trial sites. The unspent funds will be returned to Department of Treasury in 2017–2018.

(G)Accumulated deficit decreased by $3.2 million (164.8%) as a result of general underspend in expenditure in 2016–2017.

(H)Service appropriation decreased by $28.6 million (3.9%) mainly due to supplementary funding received in 2015–2016 for the deficit in the Perth Hills administered by NDIA ($43.5 million), offset by additional funding for growth and Non-Government Human Services Sector indexation.

(I) Receipts paid into consolidated account of $67.8 million is due to unspent funds in the WA NDIS trial sites in 2015–2016 returned to Department of Treasury in September 2016.

(J) Payments for services provided by funded agencies increased by $23.1 million (3.4%) mainly attributable to the WA NDIS trial sites, including the expansion into the Ranges in 2016–2017, and additional growth funding.

(K) Other receipts increased by $16.4 million (153%) mainly due to recoups received from the National Disability Insurance Agency (NDIA) for accommodation services provided in the Perth Hills.

Note 34. Financial instruments

(a) Financial risk management objectives and policiesFinancial instruments held by the Commission are cash and cash equivalents, restricted cash and cash equivalents, receivables and payables. The Commission has limited exposure to financial risks. The Commission’s overall risk management program focuses on managing the risks identified below.

Credit riskCredit 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 the end of the reporting period in relation to each class of recognised financial assets is the gross carrying amount of those assets inclusive of any allowance for impairment as shown in the table at Note 34(c) ‘Financial Instruments Disclosures’ and Note 19 ‘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. The Commission has policies in place to ensure the sales of products and services are made to customers with an appropriate credit history. In addition, receivable balances are monitored on an ongoing basis with the result that the Commission’s exposure to bad debts is minimal. At the end of the reporting period there were no significant concentrations of credit risk.

Liquidity riskLiquidity risk arises when the Commission is unable to meet its financial obligations as they fall due.

The Commission is exposed to liquidity risk through its trading in the normal course of business.

83

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 riskMarket 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.

(b) Categories of financial instrumentsThe carrying amounts of each of the following categories of financial assets and financial liabilities at the end of the reporting period are:

2017$000

2016$000

Financial AssetsCash and cash equivalents 4,443 4,436Restricted cash and cash equivalents 24,076 69,623Receivables (a) 58,279 53,097

Financial LiabilitiesFinancial liabilities measured at amortised cost 23,471 68,918

(a) The amount of receivables excludes GST recoverable from the ATO (statutory receivable) and accrued revenue.

(c) Financial instrument disclosures

Credit riskThe following table discloses the Commission’s maximum exposure to credit risk and the ageing analysis of financial assets. The Commission’s maximum exposure to credit risk at the end of the reporting period is the carrying amount of the 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.

84

Ageing analysis of financial assets

Past due but not impaired

CarryingNot past

due and not Up to 3 months More thanImpaired financial

Amount impaired 1 month 1–3 months to 1 year 1–5 years 5 years assets$000 $000 $000 $000 $000 $000 $000 $000

2017

Cash and cash equivalents 4,443 4,443

Restricted cash and cash equivalents 24,076 24,076

Receivables (a) 1,833 150 169 47 139 1,328 - -

Amounts receivable for services 56,446 56,446

2016

86,798 85,115 169 47 139 1,328 - -

Cash and cash equivalents 4,436 4,436

Restricted cash and cash equivalents 69,623 69,623

Receivables (a) 2,424 429 102 29 1,358 506 - -

Amounts receivable for services 50,673 50,673

127,156 125,161 102 29 1,358 506 - -

(a) The amount of receivables excludes the GST recoverable from the ATO (statutory receivable) and accrued revenue.

85

Liquidity risk and interest rate exposureThe following table details the Commission’s interest rate exposure and the contractual maturity analysis for financial assets and financial liabilities. The maturity analysis section includes interest and principal cash flows. The interest rate exposure section analyses only the carrying amount of each item.

Interest rate exposure and maturity analysis of financial assets and financial liabilities


Interest rate exposure

Nominal Amount

$000

Maturity dates

Weighted Average Effective Interest

Rate%

Carrying amount

$000

Fixed interest

rate$000

Variable interest

rate$000

Non- Interest Bearing

$000

Up to 1 month$000

1–3months

$000

3 monthsto 1 year

$000

1–5Years$000

More than 5 Years$000

2017Financial AssetsCash and cash equivalents - 4,443 4,443 4,443 4,443Restricted cash and cash equivalents - 24,076 24,076 24,076 24,076Receivables (a) 1,833 1,833 1,833 1,833Amounts receivable for services 56,446 56,446 56,446 56,446


86,798 86,798 86,798 86,798

Payables 23,471 23,471 23,471 23,471

23,471 23,471 23,471 23,471

Interest rate exposure and maturity analysis of financial assets and financial liabilities

Interest rate exposure

Nominal Amount

$000

Maturity dates

Weighted Average Effective Interest

Rate%

Carrying amount

$000

Fixed interest

rate$000

Variable interest

rate$000

Non- Interest Bearing

$000

Up to 1 month

$000

1–3months

$000

3 monthsto 1 year

$000

1–5Years$000

More than 5 Years$000

2016Financial AssetsCash and cash equivalents - 4,436 4,436 4,436 4,436Restricted cash and cash equivalents - 69,623 69,623 69,623 69,623Receivables (a) 2,424 2,424 2,424 2,424Amounts receivable for services 50,673 50,673 50,673 50,673


127,156 127,156 127,156 127,156

Payables 68,918 68,918 68,918 68,918

68,918 68,918 68,918 68,918


Fair ValuesAll financial assets and liabilities recognised in the Statement of Financial Position, 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.

Disclosures and Legal C

ompliance

Note 35. Remuneration of auditorRemuneration paid or payable to the Auditor General in respect of the audit for the current financial year is as follows:

2017$000

2016$000

Auditing the accounts, financial statementsand key performance indicators 127 125

Note 36. Affiliated bodiesFollowing organisations received more than half its funding and resources from the Commission but is not subject to operational control by the Commission.

Name of Organisation2017$000

2016$000

Activ Foundation Inc 48,057 53,565Autism Association of WA Inc 39,680 37,168BGSR Pty Ltd Supported Accommodation Services 7,638 6,992Cam Can and Associates Pty Ltd ATF the Lema Family Trust 19,091 19,134Community Living Association Inc 11,024 11,110Crosslinks Inc 6,539 6,953Directions Disability Support Services Inc 4,517 3,415Diversity South Inc 6,806 6,167Elba Inc 5,049 5,194Empowering People In Communities (EPIC) Inc 3,478 3,142Enable Southwest Inc 13,751 12,115Ethnic Disability Advocacy Centre 597 503Explorability Inc 508 275Family Support WA Inc 3,976 4,041Goldfields Individual and Family Support Association Inc. 6,449 5,896Headwest Brain Injury Association of WA Inc. - 220Identitywa 25,898 24,543Inclusion WA Inc 3,784 3,134Interchange Inc 8,364 7,848Intework Inc 10,726 11,323ISADD WA Pty Ltd 1,268 1,107Kimberley Individual and Family Support Association Inc 1,227 4,347Kira Inc 2,841 3,007Learning About Mental Problems Inc - LAMP Inc 574 474Lifeplan Recreation and Leisure Association Inc 1,420 1,411Mandurah Disabled Support and Recreational Respite Inc - 52Midway Community Care 10,181 9,187Midwest Community Living Association Inc 2,355 2,452Mosaic Community Care Inc 12,359 10,915My Place Foundation Inc 34,818 33,560

Name of Organisation2017$000

2016$000

Nascha Inc 2,316 2,145Nulsen Haven Association Inc 42,459 40,017One 2 One Indiviualised Services Inc 4,359 4,512Orion Services WA Pty Ltd ATF the Andison Family Trust 5,054 4,760Peel Home and Community Support Incorporated 359 299People Actively Committed Together PACT Inc 706 664People With Disabilities (WA) Inc 754 948Perth Home Care Services Inc 32,981 33,247Phylos Inc 859 915Pledg Inc - 237Rocky Bay Inc 48,838 33,817Sexuality Education Counselling and Consultancy Agency Inc 359 478South Metropolitan Personnel Inc 3,429 3,057Senses Australia 15,212 13,084Strive Warren Blackwood Inc - 197Teem Treasure Pty Ltd 5,923 5,868TeenSpirit Inc 73 110The Cerebral Palsy Association of Western Australia Ltd 51,259 54,220Therapy Focus Inc 19,661 16,683Upper Great Southern Family Support Association Inc 2,158 2,016Valued Independent People (Inc) 2,364 6,117Vemvane Inc 818 703WA Blue Sky Inc 3,681 3,579Western Australia Motor Industry Foundation Inc. - 654We Can Community Services Pty Ltd - 2,086Wheatbelt Individual and Family Support Association Incorporated - 1,769Wize Therapy Pty Ltd 1,507 974

Note 37. Related bodiesThere were no organisations that received more than half of its funding and resources from the Commission and is subject to operational control by the Commission.

Note 38. Supplementary financial information2017$000

2016$000

Write-offsDebts due to the state written off during the financial year 58 Nil

Losses through theft, defaults and other causesLosses of public moneys and public andOther property through theft or default Nil NilAmounts recovered Nil Nil

Gifts of public propertyGifts of public property provided by the Commission Nil Nil

Note 39. Schedule of income and expenses by servicePlanning and coordination

$000

Residential services

$000

Community living support

$0002017 2016 2017 2016 2017 2016

Cost of servicesExpensesEmployee benefits expense 46,436 32,969 33,241 32,800 63,180 62,632Supplies and services 4,087 5,326 2,350 7,358 7,764 10,553Depreciation and amortisation expense - - 961 243 1,647 1,613Accommodation expense 7,526 6,346 1,055 1,677 2,932 2,658Expenditure on services provided by funded agencies 491 83 28,674 29,731 191,117 197,829Individual funding and other grants 129 85 68 237 455 804Loss on disposal of non-current assets - - 48 17 141 113Other expenses 330 2,875 320 - 319 -Total cost of services 58,999 47,685 66,717 72,062 267,555 276,202IncomeUser charges and fees - - 4,699 6,518 - -Commonwealth grants and contribution 12,044 8,257 13,620 12,479 54,618 47,828Other revenue 1,690 549 1,912 830 7,666 3,182Gain on disposal of non-current asset 5 - - - - -Total income other than income from State Government 13,739 8,806 20,231 19,827 62,284 51,010

Net cost of services 45,260 38,879 46,486 52,235 205,271 225,192

Income from State GovernmentService appropriation 44,824 37,741 50,688 57,034 203,272 218,602Resources received free of charge 339 265 383 401 1,537 1,537Royalties for Regions 4 4 5 6 19 24Total income from State Government 45,167 38,010 51,076 57,441 204,828 220,163

Surplus/(deficit) for the period (93) (869) 4,590 5,206 (443) (5,029)

The Schedule of income and expenses by service should be read in conjunction with the accompanying notes.

Independent livingsupport

$000

Therapy and specialised care

$000

Community participation

$000

Advocacy, access and inclusion

$000Total$000

2017 2016 2017 2016 2017 2016 2017 2016 2017 2016

4,256 3,287 10,315 22,640 4,293 4,347 1,608 1,621 163,328 160,2972,320 576 3,006 3,094 2,748 1,008 486 290 22,762 28,206

851 1,895 848 520 1,359 1,191 186 35 5,850 5,498- - 108 10 - - - - 11,621 10,690

217,659 232,514 83,119 63,839 173,329 146,149 3,156 4,275 697,546 674,420

9,528 8,631 5,323 4,831 13,884 12,912 277 466 29,663 27,96643 133 31 36 85 83 58 2 408 385

319 - 319 411 550 - 89 - 2,246 3,286234,976 247,037 103,069 95,381 196,248 165,691 5,860 6,690 933,424 910,748

- - - - - - - - 4,699 6,518

47,968 42,778 21,040 16,517 40,062 28,692 1,196 1,158 190,548 157,709

6,733 2,846 2,953 1,099 5,623 1,909 168 78 26,745 10,493- - - - - - - - 5 -

54,701 45,624 23,993 17,616 45,685 30,601 1,364 1,236 221,997 174,720

180,275 201,413 79,076 77,765 150,563 135,090 4,496 5,454 711,427 736,028

178,520 195,519 78,306 75,490 149,097 131,137 4,451 5,296 709,158 720,8191,350 1,374 593 531 1,128 923 34 38 5,364 5,069

16 22 7 8 14 15 - 1 65 80179,886 196,915 78,906 76,029 150,239 132,075 4,485 5,335 714,587 725,968

(389) (4,498) (170) (1,736) (324) (3,015) (11) (119) 3,160 (10,060)

Note 40. Indian Ocean TerritoriesThe Commission provides a full range of services to people with disability living on Christmas Island and the Cocos (Keeling) Islands. The service is provided pursuant to the service delivery agreement with the Commonwealth Government.

2017$000

2016$000

Balance at start of the financial year (108) 6Receipt from Commonwealth 170 102Expenditure (147) (216)Balance at the end of the financial year* (85) (108)

* Deficit in 2016–2017 is due to the increase in number of residents with disabilities needing support than estimated.

Note 41. Special Purpose Account

My Way Trial Sites Fund (a)The My Way Trial Sites fund special Purpose Account provides a mechanism to receive Commonwealth and State funding in agreed proportion to provided disability support packages (excludes administration cost) as required by the National Partnership Agreement on trial of My Way sites. This account has been closed in July 2016.

2017$000

2016$000

Balance at start of the financial year 67,800 13,472Receipts - 103,279Payments (67,800) (48,951)Balance at the end of the financial year - 67,800

Established under section 16(1)(b) of FMA.

Disclosures and legal compliance

Key performance indicators

Certification of performance indicators for the year ended 30 June 2017We hereby certify that the performance indicators are based on proper records, are relevant and appropriate for assisting users to assess the Disability Services Commission’s performance, and fairly represent the performance of the Disability Services Commission for the financial year ended 30 June 2017.

Bruce LangoulantChairperson

Disability Services Commission Board

Russell AubreyBoard Member

Disability Services Commission Board

4 September 2017

Auditor General

Independent Auditor's ReportTo the Parliament of Western Australia

Disability Services CommissionReport on the Financial Statements

OpinionI have audited the financial statements of the Disability Services Commission which comprise the Statement of Financial Position as at 30 June 2017, the Statement of Comprehensive Income, Statement of Changes in Equity, Statement of Cash Flows for the year then ended, and Notes comprising a summary of significant accounting policies and other explanatory information.

In my opinion, the financial statements are based on proper accounts and present fairly, in all material respects, the operating results and cash flows of the Disability Services Commission for the year ended 30 June 2017 and the financial position at the end of that period. They are in accordance with Australian Accounting Standards, the Financial Management Act 2006 and the Treasurer's Instructions.

Basis for OpinionI conducted my audit in accordance with the Australian Auditing Standards. My responsibilities under those standards are further described in the Auditor's Responsibilities for the Audit of the Financial Statements section of my report. I am independent of the Commission in accordance with the Auditor General Act 2006 and the relevant ethical requirements of the Accounting Professional and Ethical Standards Board's APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to my audit of the financial statements. I have also fulfilled my other ethical responsibilities in accordance with the Code. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

Responsibility of the Board for the Financial StatementsThe Board is responsible for keeping proper accounts, and the preparation and fair presentation of the financial statements in accordance with Australian Accounting Standards, the Financial Management Act 2006 and the Treasurer's Instructions, and for such internal control as the Board determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Board is responsible for assessing the agency's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Western Australian Government has made policy or funding decisions affecting the continued existence of the Commission.

Auditor's Responsibility for the Audit of the Financial StatementsAs required by the Auditor General Act 2006, my responsibility is to express an opinion on the financial statements. The objectives of my audit are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial statements.

As part of an audit in accordance with Australian Auditing Standards, I exercise professional judgment and maintain professional scepticism throughout the audit. I also:

- Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control

- Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the agency's internal control.

- Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the Board.

- Conclude on the appropriateness of the Board's use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the agency's ability to continue as a going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor's report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify my opinion. My conclusions are based on the audit evidence obtained up to the date of my auditor's report.

- Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

I communicate with the Board regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.

Report on Controls

OpinionI have undertaken a reasonable assurance engagement on the design and implementation of controls exercised by the Disability Services Commission. The controls exercised by the Commission are those policies and procedures established by the Board to ensure 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 (the overall control objectives).

My opinion has been formed on the basis of the matters outlined in this report.

In my opinion, in all material respects, the controls exercised by the Disability Services

Commission are sufficiently adequate to 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 during the year ended 30 June 2017.

The Board's ResponsibilitiesThe Board is responsible for designing, implementing and maintaining controls to ensure that the receipt, expenditure and investment of money, the acquisition and disposal of property, and the incurring of liabilities are in accordance with the Financial Management Act 2006, the Treasurer's Instructions and other relevant written law.

Auditor General's ResponsibilitiesAs required by the Auditor General Act 2006, my responsibility as an assurance practitioner is to express an opinion on the suitability of the design of the controls to achieve the overall control objectives and the implementation of the controls as designed. I conducted my engagement in accordance with Standard on Assurance Engagements ASAE 3150 Assurance Engagements on Controls issued by the Australian Auditing and Assurance Standards Board. That standard requires that I comply with relevant ethical requirements and plan and perform my procedures to obtain reasonable assurance about whether, in all material respects, the controls are suitably designed to achieve the overall control objectives and the controls, necessary to achieve the overall control objectives, were implemented as designed.

An assurance engagement to report on the design and implementation of controls involves performing procedures to obtain evidence about the suitability of the design of controls to achieve the overall control objectives and the implementation of those controls. The procedures selected depend on my judgement, including the assessment of the risks that controls are not suitably designed or implemented as designed. My procedures included testing the implementation of those controls that I consider necessary to achieve the overall control objectives.

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

Limitations of ControlsBecause of the inherent limitations of any internal control structure it is possible that, even if the controls are suitably designed and implemented as designed, once the controls are in operation, the overall control objectives may not be achieved so that fraud, error, or noncompliance with laws and regulations may occur and not be detected. Any projection of the outcome of the evaluation of the suitability of the design of controls to future periods is subject to the risk that the controls may become unsuitable because of changes in conditions.

Report on the Key Performance Indicators

OpinionI have undertaken a reasonable assurance engagement on the key performance indicators of the Disability Services Commission for the year ended 30 June 2017. The key performance indicators are the key effectiveness indicators and the key efficiency indicators that provide performance information about achieving outcomes and delivering services.

In my opinion, in all material respects, the key performance indicators of the Disability Services Commission are relevant and appropriate to assist users to assess the Commission's performance and fairly represent indicated performance for the year ended 30 June 2017.

The Board's Responsibility for the Key Performance IndicatorsThe Board is responsible for the preparation and fair presentation of the key performance indicators in accordance with the Financial Management Act 2006 and the Treasurer's Instructions and for such internal control as the Board determines necessary to enable the preparation of key performance indicators that are free from material misstatement, whether due to fraud or error.

In preparing the key performance indicators, the Board is responsible for identifying key performance indicators that are relevant and appropriate having regard to their purpose in accordance with Treasurer's Instruction 904 Key Performance Indicators.

Auditor General's ResponsibilityAs required by the Auditor General Act 2006, my responsibility as an assurance practitioner is to express an opinion on the key performance indicators. The objectives of my engagement are to obtain reasonable assurance about whether the key performance indicators are relevant and appropriate to assist users to assess the agency's performance and whether the key performance indicators are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes my opinion.

I conducted my engagement in accordance with Standard on Assurance Engagements ASAE 3000 Assurance Engagements Other than Audits or Reviews of Historical Financial Information issued by the Australian Auditing and Assurance Standards Board. That standard requires that I comply with relevant ethical requirements relating to assurance engagements.

An assurance engagement involves performing procedures to obtain evidence about the amounts and disclosures in the key performance indicators. It also involves evaluating the relevance and appropriateness of the key performance indicators against the criteria and guidance in Treasurer's Instruction 904 for measuring the extent of outcome achievement and the efficiency of service delivery. The procedures selected depend on my judgement, including the assessment of the risks of material misstatement of the key performance indicators. In making these risk assessments I obtain an understanding of internal control relevant to the engagement in order to design procedures that are appropriate in the circumstances.

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

My Independence and Quality Control Relating to the Reports on Controls and Key Performance IndicatorsI have complied with the independence requirements of the Auditor General Act 2006 and the relevant ethical requirements relating to assurance engagements. In accordance with ASQC 1 Quality Control for Firms that Perform Audits and Reviews of Financial Reports and Other Financial Information, and Other Assurance Engagements, the Office of the Auditor General maintains a comprehensive system of quality control including documented policies and procedures regarding compliance with ethical requirements, professional standards and applicable legal and regulatory requirements.

Matters Relating to the Electronic Publication of the Audited Financial Statements and Key Performance IndicatorsThis auditor's report relates to the financial statements and key performance indicators of the Disability Services Commission for the year ended 30 June 2017 included on the Commission's website. The Commission's management is responsible for the integrity of the Commission's website. This audit does not provide assurance on the integrity of the Commission's website. The auditor's report refers only to the financial statements and key

performance indicators described above. It does not provide an opinion on any other information which may have been hyperlinked to/from these financial statements or key performance indicators. If users of the financial statements and key performance indicators are concerned with the inherent risks arising from publication on a website, they are advised to refer to the hard copy of the audited financial statements and key performance indicators to confirm the information contained in this website version of the financial statements and key performance indicators.

Summary of Key Performance Indicators

Due to the new OBM implemented in 2016–2017, the majority of the KPIs listed below will not have a comparative figure for prior year KPIs as either the KPI is new or the calculation methodology has changed.

Outcome 1. People with disability have choice and control in determining services that meet individual needs

Effectiveness indicatorsKPI 1 Percentage of service users who achieve their individual plan outcomesKPI 2 Satisfaction with individualised planning processEfficiency indicators Service 1 – Planning and coordination KPI 3 Proportion of individual plans commenced within the required timeframeKPI 4 Cost per intensity of individual support requirements

Outcome 2. The quality of life of people with disability is enhanced

Effectiveness indicatorsKPI 5 Proportion of quality evaluations which meet national standardsKPI 6 Satisfaction with service receivedKPI 7 Proportion of population in need who receive servicesEfficiency indicators Service 2 – Residential services KPI 4 Cost per intensity of individual support requirementsKPI 8 Cost per service activity Service 3 – Community living support KPI 4 Cost per intensity of individual support requirementsKPI 8 Cost per service activity Service 4 – Independent living support KPI 4 Cost per intensity of individual support requirementsKPI 8 Cost per service activity Service 5 – Therapy and specialised care KPI 4 Cost per intensity of individual support requirementsKPI 8 Cost per service activity

State Government GoalResults-based service delivery

Greater focus on achieving results in key service delivery areas for the benefit of all West Australians

Outcome 3. People with disability have the opportunity to participate in community life

Effectiveness indicators KPI 9

Proportion of service users who achieve community participation outcomes

KPI 10 Service users’ satisfaction with community access and inclusionEfficiency indicators Service 6 – Community participation KPI 4


KPI 8

Cost per service activity

Service 7 – Advocacy, access and inclusion KPI 8

Cost per service activity

KPI 11

Proportion of access, inclusion and advocacy projects completed within the required time

1. Percentage of service users who achieve their individual plan outcomesPeople with disability receive individual supports to meet their goals and support needs in their individual plan. Plans are regularly reviewed to evaluate the extent to which they enable people to meet their goals and desired outcomes. This indicator assesses the extent to which goals in individual plans have been achieved.

The percentage outcome is derived from the documented achievement of plan outcomes at the plan review, by rating each plan goal as fully achieved, mostly achieved, partially achieved or not achieved. The total number of fully achieved or mostly achieved goals is divided by the total number of reviewed plans to obtain the percentage measure.

The 2016-2017 result is consistent with the prior year target.

2015–2016actual

2016–2017actual

2016–2017target


Percentage of service users who achieve their individual plan outcomes

78% 78% 79% -1%

2. Satisfaction with individualised planning processPlanning is a central feature of support provision that underpins individual choice and control. An individual’s assessment of their satisfaction with the planning process is therefore an essential element of the effectiveness of service delivery.

Satisfaction with the individualised planning process was measured using the annual WA NDIS Consumer Satisfaction Survey conducted by independent consultants. This measure reflects the proportion of respondents who indicate they are satisfied or very satisfied in response to the question, “Overall, how would you rate your experience with the WA NDIS planning process?”

The 2016–2017 satisfaction level with the individualised planning process is close to target and reflects that high levels of participant satisfaction have been achieved.

2016–2017actual

2016–2017target


Satisfaction with individualised planning process 79% 80% -1%

Note: Overall the survey result of n=629 randomly selected respondents provides data that is accurate to within ± 3.4 per cent of the population figures at the 95 per cent level of confidence on N=2,678 (stratified for age <17years; 18+ years and WA NDIS location) being the total number of WA NDIS participants that had completed a WA NDIS plan in the Lower South West and Cockburn Kwinana WA NDIS sites. The response rate for the WA NDIS survey was 51 per cent.

3. Proportion of individual plans commenced within the required timeframeIndividual planning is essential in supporting individuals to receive the services required to meet their needs. This measure assesses the timeliness of plans, as they are a central component of the efficiency of receiving services.

The timeliness of an individual plan is measured from the date the planning starts to the date it is completed. For people with an existing plan, there is a benchmark timeframe of 30 days within which planning should be completed and for people developing their first plan there is a 90 day benchmark.

The 2016–2017 proportion of individual plans that commenced within the required timeframe have exceeded target by 5 per cent.

2016–2017actual

2016–2017target


Proportion of individual plans commenced within the required timeframe 80% 75% 5%

4. Cost per intensity of individual support requirementsThis measure explores the extent to which the cost of services aligns with the level of support required. The support needs of individuals are allocated a ranking, from one for those with low support needs to three for those with high support needs. These rankings are applied to the total cost in each service area to arrive at a cost per intensity of individual support requirements.

The cost per intensity of individual support requirements is close to target in the majority of service areas. Variances in actual versus target, in residential services and community living support are due to the classification of accommodation services transitioned to non- government service providers. Some accommodation services previously classified as residential services were determined to provide a model of support, which is more aligned with community living support. This resulted in a shift in the cost of residential services to community living support, which contributed to a shift in cost per intensity across these two service areas.

Cost per intensity of individualsupport requirements

2016–2017actual

2016–2017target

Variationfrom target

Planning and coordination $1,775 $1,946 -$171Residential services $81,415 $97,168 -$15,753Community living support $74,838 $62,195 $12,643Independent living support $19,937 $20,704 -$767Therapy and specialised care $4,018 $4,413 -$395Community participation $7,174 $7,681 -$507

5. Proportion of quality evaluations which meet national standardsThis new measure assesses the performance of service providers on independent quality evaluations against the National Standards for Disability Services (Standards). Service providers are evaluated on a three-year, or more frequent basis. Where an evaluation finds that a service provider has not met the Standards, a required action is issued. If the service provider is able to meet all required actions within a set timeframe, it is deemed compliant with the Standards.

The proportion of quality evaluations that meet national standards is calculated by dividing the total number of quality evaluations which met national standards within the relevant period by the total number of eligible quality evaluations completed during the year.

This year, we exceeded the target by 20 per cent. This is due to our stringent and effective contract management protocols which involve working closely with organisations to meet all required actions, and to the market maturity of many of the organisations currently delivering services.

2016–2017actual

2016–2017target


Proportion of quality evaluations which meet national standards 95% 75% 20%

6. Satisfaction with service receivedThis measure focuses on levels of satisfaction with services received by people with disability and is measured by our annual Consumer and Carer Satisfaction Survey.

The survey collected data from a random sample of 735 people with disability and their carers. The sample is stratified to ensure it contains individuals representing users across all services.

The researchers conducted structured telephone interviews with people with disability and their carers. Satisfaction with services is measured based on responses to the question, “How happy or unhappy are you with the help you get?” The proportion of consumers reporting they are ‘happy’ or ‘very happy’ are combined to determine overall levels of satisfaction.

The 2016–2017 results reveal a high level of satisfaction with services received, which is slightly above last year’s result and is close to achieving this year’s target.

2015–2016

actual2016–2017

actual2016–2017

targetVariation

from target

Satisfaction with service received 82% 83% 86% -3%

Note (a): Overall the survey result of n=735 randomly selected respondents provides data that is accurate to within ± 3.5 per cent of the population figures at the 95 per cent level of confidence on N=13,645 (stratified for age <17years; 18+ years and service category – 1; 2 and 3; 4; 5; 6). This number excludes people with disability who receive services within eCAEP, WA NDIS and NDIA sites. The response rate for the non-WA NDIS survey was 56 per cent.

Note (b): This indicator continues to be reported from our previous OBM.

7. Proportion of the population in need who receive servicesThe proportion of the population in need who receive services is a measure of the estimated proportion of the potential population with disability in WA which has accessed our services.

The measure is calculated by dividing the number of our services users younger than 65 years of age, by an estimated target population. The target population is derived from the 2015 Survey of Disability, Ageing and Carers, for people younger than 65 years of age with a severe or profound disability living in WA, and adjusted for the estimated number of people with disability in the NDIS Perth Hills trial site. The population estimate adjustment for the Perth Hills trial site is sourced from the NDIS June 2017 COAG Disability Reform Council Quarterly Report.

This year’s results are close to target.2016–2017

actual2016–2017

targetVariation

from target

Proportion of population in need who receive services 44% 47% -3%

8. Cost per service activityThis measure identifies high level trends in patterns of service activity including the range of services accessed by users, as well as the efficiency of services. The total cost of each service area is divided by the total count of service activity (in that service area).

Variances in average cost per service activity, actual versus target, in residential services and community living support are due to the classification of accommodation services. Some accommodation services previously classified as residential services were determined to provide a model of support, which is more aligned with community living support. This resulted in significantly less cost in residential services than was budgeted, which contributed to significantly reduced cost per activity in this area.

The increase in community living support is primarily due the service activity target set higher in the budget process. We have improved the service activity calculation verification for this measure under the new outcomes based management framework.

Reduced cost per service activity in therapy and specialised care and community participation, is a direct result of participants accessing a wider range of services.

Reduced cost per service activity in advocacy, access and inclusion activities is attributable to a larger number of projects completed than was budgeted with a similar total cost in this service area

Cost per service activity 2016–2017actual

2016–2017target


Residential services $212,476 $273,120 -$60,644Community living support $172,172 $146,381 $25,791Independent living support $33,030 $33,879 -$849Therapy and specialised care $6,150 $7,486 -$1,336Community participation $9,705 $11,090 -$1,385Advocacy, access and inclusion $31,130 $37,358 -$7,228

9. Proportion of service users who achieve community participation outcomesThis indicator measures the rate of achievement of plan goals which include strategies linked to community participation outcomes. This provides us with insights into the extent to which community participation takes place. Goal achievement is determined when an individual plan is reviewed.

Results are derived at the point of plan review, when the achievement of community participation outcomes is documented. Here, each plan goal is rated based on whether it was fully achieved, mostly achieved, partially achieved or not achieved. The number of fully or mostly achieved goals is divided by the total number of reviewed plans.

In 2016–2017, the proportion of service users achieving community participation outcomes exceeded the target by a considerable proportion. This outcome aligns with our focus on supporting people with disability to participate in community life.

2016–2017actual

2016–2017target


Proportion of service users who achieve community participation outcomes 76% 70% 6%

10. Service users’ satisfaction with community access and inclusionWe measure service users’ satisfaction with community access and inclusion through our annual Consumer and Carer Satisfaction Survey.

Satisfaction with community access and inclusion services is derived from the combination of results from three survey questions. These questions provide valuable insights into service users’ satisfaction with local services and amenities and opportunities to be involved in their community. The proportion of consumers reporting they are ‘happy’ or ‘very happy’ is combined to determine overall levels of satisfaction. The 2016–2017 result is close to target.

2015–2016actual

2016–2017actual

2016–2017target


Service users’ satisfaction with community access and inclusion 75% 74% 75% -1%

Note (a): Overall the survey result of n=735 randomly selected respondents provides data that is accurate to within ± 3.5 per cent of the population figures at the 95 per cent level of confidence on N=13,645 (stratified for age <17years; 18+ years and service category – 1; 2 and 3; 4; 5; 6). This number excludes people with disability who receive services within eCAEP, WA NDIS and NDIA sites. The response rate for the non-WA NDIS survey was 56 per cent.

Note (b): This indicator continues to be reported from our previous OBM.

11. Proportion of access, inclusion and advocacy projects completed within the required timeAccess, inclusion and advocacy projects support the achievement of positive outcomes for people with disability in their community. Projects include community infrastructure grants, advocacy and community education projects as well as service improvement projects which raise community awareness about disability.

This indicator measures the proportion of projects completed within the required timeframe during the reporting period.

A high proportion of projects were completed within the required timeframe and in line with our target. This demonstrates a high level of effectiveness in our contract management of projects.

2016–2017actual

2016–2017target


Proportion of access, inclusion and advocacy projects completed within the required time 89% 90% -1%

Ministerial directivesNo ministerial directives were received during the reporting period.

Other financial disclosures

Pricing policies of servicesPeople with disability who live in the Commission’s supported community living shared homes contribute part of their pension towards board and lodging. The rate is generally equivalent to 75 per cent of their pension.

Major capital works

Major capital projects completedCapital projects were completed during the year to support the NDIS trial at a total cost of approximately $2 million.

New offices in Armadale and Pinjarra were fitted out to support the extension and expansion of the WA NDIS trial in the Armadale, Murray and Serpentine-Jarrahdale site at a cost of $749,999. The Local Coordination office in Rockingham was refurbished to accommodate growth in the number of staff at a cost of $151,783.

New and existing information technology systems were developed and enhanced to a cost of $1.2 million.

Further capital works completed include:

In response to a review, security was upgraded at the Disability Justice Centre which included increasing the height and enhancing the security features to the perimeter fence along with installation of other security measures, costing $640,000.

We conducted essential refurbishment and redevelopment works within our supported accommodation portfolio including group homes, costing $468,692.

Major capital projects incompleteTo accommodate increased staff numbers providing Local Coordination in the region, fit-out of a new Local Coordination office in Albany commenced with scheduled completion in July 2017 at a cost of $880,000.

Employment and industrial relations

Staff profile FTE staff by occupational category and area

Occupationalcategory

2012–2013

2013–2014

2014–2015

2015–2016

2016–2017

Change from2015–2016

Social trainers (see note a) 873 796 764 678 504 -25.7%

Registered nurses (see note a) 17 18 18 18 15 -16.7%

Support workers (see note a) 74 66 49 41 30 -26.8%

Direct care(PSA see note b) 332 298 295 317 392 23.7%

Total direct care 1,296 1,178 1,126 1,054 941 -10.7%Public servants 381 384 408 450 470 4.4%Total 1,677 1,562 1,534 1,504 1,411 -6.2%

Notes:

a) Attributable to significant decline in the delivery of supported accommodation services.

b) Public Sector Award direct care staff include allied health staff and Local Coordinators, which are planned to increase to support the roll-out of the NDIS in WA.

Equal employment opportunity and diversityDemographic characteristics of staff at 30 June 2017

Employment type Male Female

Culturally and linguistically diverse

backgrounds

Aboriginal and Torres Strait

Islander people

Peoplewith

disabilityPermanent F/T 418 679 396 7 26Permanent P/T 30 293 117 - 14Fixed term F/T 21 66 24 - -Fixed term P/T - 32 9 - -Casual 22 69 41 - -Other - 14 - - -Total 499 1,153 589 9 45

Note: Equity and diversity data has been derived from information provided by staff on a voluntary basis, hence may not be fully reflective. Data relating to gender represents 100 per cent of the workforce. Categories with 0-4 individuals are masked to retain anonymity.

Workforce demographics compared with the broader public sector workforce and WA community composition

Diversity groupWA Public Sector workforce 2016

(%)

WA Public Sector workforce 2017

(%)

Commission workforce

30 June 2016 (%)

Commission workforce

30 June 2017 (%)

People with disability 2.1 2.0 3.6 3.9

Youth 4.4 4.4 1.1 3.0

Aboriginal and Torres Strait Islander people 2.8 2.7 0.9 0.6

People from culturally diverse backgrounds 12.4 12.7 19.5 19.4

Note: Equity and diversity data have been derived from information provided by staff on a voluntary basis.

Workforce trendsFive-year trend

Demographic 2012–2013

2013–2014

2014–2015

2015–2016

2016–2017

Staff as at 30 June (head count) 2,047 1,890 1,894 1,755 1,652

New permanent staff 138 83 158 74 165

Staff turnover (see note a) 11.5% 10.2% 10% 9.4% 24.8%

Annual average staffing level (FTE) 1,677 1,562 1,533 1,504 1,427

Industrial disputes – days lost 0 0 0 0 0

Average accrued annual leave in days 19.4 16.7 17.9 15.5 17.7

Average accrued long service leave in days 10.6 8.2 9 9.9 12.2

Average sick leave taken in days (see note b) 12.5 14.7 16.3 16.4 14.8

Overtime in hours/FTE 71.1 58.7 67.2 59.4 34.2

Notes:

a) Staff turnover includes 264 separations.

b) Includes sick leave, carers leave and unplanned personal leave.

Commitment to trainingOur training and development functions were centralised in 2017 to strengthen a coordinated approach. The training and development team analyses training needs and delivers role-specific training that supports staff to perform their roles. A key initiative was the introduction of targeted training for new and existing Local Operations staff to deliver outcomes for the NDIS.

NDIS recruitment campaignAs part of our planning and readiness for the implementation of the NDIS in WA we commenced recruitment of approximately 250 additional staff through a dedicated recruitment campaign. Key strategies to support this initiative included partnerships to enhance candidate search, realistic job previews for candidates to self-assess suitability, and partnerships to enable job opportunities to be promoted in regional areas.

Governance disclosures

Contracts with Senior OfficersThere were no declarations of any interest in any existing or proposed contracts with Senior Officers.

Unauthorised use of credit cardsIn accordance with Treasurer’s Instruction 321, officers are prohibited from using Government issued credit cards for personal purposes. Treasurer’s Instruction 903 (13)(iv) requires us to disclose information relating to personal use.

Personal expenditure using Government issued credit cards

Measure 2016 –2017 Number of instances a West Australian Government purchasing card has been used for a personal purpose 1

Total value of personal use expenditure $455

Total value of personal use expenditure settled by due date (five working days) Nil

Total value of personal use expenditure settled after due date $455

Total value of personal use expenditure outstanding as at 30 June 2017 Nil

Referrals for disciplinary action during the reporting period 1

Government policy requirements

Government building training policyThere were no contracts that met the requirement for reporting against the Government building training policy.

Substantive equalityDuring 2016–2017 a range of initiatives and events were held to strengthen cultural understanding and awareness.

A key initiative developed this year was our Equal Employment Opportunity (EEO) Management Plan 2016–2019 which outlines our strategy to build a diverse workforce and deliver equal employment opportunities to ensure staff represent the diverse community we serve. New staff are provided with a diversity survey which enables us to track the diversity in our workforce and identify focus areas for future recruitment. Further, our jobs advertisements conform to accessibility standards and a review process ensures role requirements do not discriminate against potential applicants. All recruitment and selection reports are reviewed to ensure EEO standards are met.

In addition to building diversity in our workforce, our commitment to training and development supports our focus on diversity. Upon commencing employment, new staff undertake disability awareness training. Additionally, Local Coordinators complete core training in culturally and linguistically diverse and Aboriginal cultural awareness to strengthen their participation in the community.

In readiness for the roll-out of the NDIS we have taken measures to ensure information and supports are designed to engage with individuals from a diverse range of backgrounds, and are culturally appropriate:

The individualised planning process is designed to incorporate supports that are culturally appropriate and information about the NDIS is prepared to ensure that it is culturally appropriate and easily understood by a range of audiences.

The Remote Area Strategy (RAS) is designed to ensure people living in rural and remote parts of the State have access to appropriate disability supports and services and are connected to the Local Coordination program in preparation for the roll-out of the NDIS. RAS workers are employed to work in local communities and engage with individuals and their families to assist them in the planning process.

We work with the disability sector to enhance the delivery of culturally appropriate services in readiness for the NDIS across regional and remote areas. Potential service providers are required to demonstrate that the services they deliver meet the National Standards for Disability Services as part of the registration process.

During the year, we provided grants to build and strengthen the development of culturally-appropriate disability services in Western Australia.

In November our Reconciliation Action Plan 2016–2018 (RAP) was endorsed, reflecting our commitment to recognising and improving the inclusion and participation of Aboriginal people in community life. Our new RAP includes a broad range of initiatives that strengthen awareness and cultural understanding.

In May 2017 we celebrated National Reconciliation Week to mark the 50th anniversary of the 1967 referendum and 25 years since the landmark Mabo decision. In recognition of these important historic events staff attended a range of cultural events during the week including a Welcome to Country by Matthew McGuire and morning tea of Indigenous foods. A Walk and Talk on Country was held at Kaara Katta (Kings Park) which included an engaging talk by

Whadjuk Nyoongar elder Dr Richard Walley OAM.

We recently became a member of Pride in Diversity and the Diversity Council of Australia. A policy and associated guidelines are currently being drafted to support awareness and understanding of diverse sexualities and gender identities.

Occupational safety and health We are strongly committed to providing and maintaining a healthy and safe workplace. Our Corporate Executive takes a strong leadership role in ensuring a clear focus on maintaining a physically, emotionally and psychologically safe workplace. As a result, occupational safety and health (OSH) management is provided with appropriate financial and physical resources to ensure a sustainable and healthy workforce and in turn provide effective service delivery to people with disability, their families and carers.

Our Corporate Executive has formally committed to the Occupational Safety and Health Policy and Operational Procedures on Roles and Responsibilities and the Injury Management Policy and Operating Procedures. These clearly articulate our duty to provide and maintain a safe and healthy workplace in accordance with the Occupational Safety and Health Act 1984, Occupational Safety and Health Regulations 1996, Code of Practice – Occupational Safety and Health in the Western Australian Public Sector 2007, Workers’ Compensation and Injury Management Act 1981, the Workers’ Compensation Code of Practice (Injury Management) 2005 and other associated legislation.

Strong leadership is also provided by Corporate Executive in undertaking governance training, as well as due diligence and risk management. Safety is an agenda item at Board and Corporate Executive meetings complemented by regular reporting on safety matters and performance indicators. Resources are allocated annually to meet our safety obligations and Corporate Executive continues to review and endorse all safety and health policies, procedures and the OSH Strategic Plan.

In May 2017 we assessed our OSH management systems in line with the quality management standard AS/NZS4801:2001. We scored an overall rating of 81 per cent and an average element rating of 87 per cent. A breakdown of our performance by element is provided below.

Element Rating

Management commitment 89%

Planning 82%

Consultation and reporting 81%

Hazard management 87%

Training and supervision 93%

Empowerment through consultation Our safety committee meets on a quarterly basis and comprises five management representatives and 32 safety and health representatives from across the metropolitan and regional areas. We held safety and health representative elections in October 2016.

The committee played a key role in reviewing our safety and health related policies throughout the year and led a working group to review and streamline the hazard and incident reporting process. This year, safety and health representatives participated in 383 accident/incident investigations. Committee members completed training in manual tasks, incident reporting and investigation, behaviour-based safety, prevention of bullying in the workplace and issue resolution during the year.

Driving a safety cultureWe undertook a safety climate survey in May 2017 which identified that our employees hold the safety of themselves and others foremost at work. To support our safety culture, employees are provided with easy access to safety policies, procedures, resources and contact information for governing bodies via our Intranet. Safety continues to remain an agenda item at team and handover meetings.

All employees are encouraged to report hazards, incidents and accidents via the electronic incident management system and the escalation process ensures that the employee is kept informed at all times while the investigation is being dealt with and until the matter is resolved.

During the year we undertook and closed 14 internal safety investigations and audited 11 homes in transition.

TrainingWe continued to use the OSH online induction program for new and returning staff during the year. Role specific training was provided to all relevant managers and employees in the areas of duty of care and due diligence, workers’ compensation process, early return to work, supernumerary duties and injury management obligations, risk management, hazard and incident reporting, home visiting, behaviour-based safety, manual tasks and preventing bullying in the workplace.

Online compliance training in OSH and injury management is provided to all managers including acting managers within the first three months of their commencement, and triennially thereafter.

Advancing employee health and wellbeingOur injury prevention and wellness program is designed to promote the benefits of a healthy lifestyle and encourage the voluntary involvement and participation of employees in varied initiatives to improve their overall health and fitness.

To support this goal, our new injury prevention and wellness team was established during the year and introduced a variety of initiatives and activities to achieve our strategic plan and encourage a healthy workforce.

Highlights of the year included commencing monthly broadcasts on health and wellbeing topics and conducting lunch time forums on key topics including sleep, change management, resilience and a range of mental health issues. More than 200 staff competed in a pedometer challenge to encourage physical activity and healthy rivalry amongst coworkers. Influenza vaccinations, skin and wellness checks and exercise activities were also made available across our premises to encourage uptake and participation.

Feedback from staff has been overwhelmingly positive with a participant satisfaction rate of 96 per cent. This reflects the success of our coordinated, strategic and team-based approach.

Injury management frameworkOur injury management team manages injuries based on the principles of participation, inclusion and access. We take a holistic approach to injury management with a focus on early intervention which promotes a reduction in lost time, an increase in productivity and an increase in employee satisfaction.

Key achievements We achieved 93 per cent of our OSH Strategic Plan initiatives.

An external injury management audit of our compliance with workers’ compensation

legislation and injury management obligations was conducted in April 2017; our strong internal processes were commended.

A marked decrease in return to work time frames as well as lost time and premium costs was reported during the year.

Injured employees returning to work reported a high level of satisfaction through our injury management survey in relation to its injury management systems, training and support received.

Our robust and comprehensive systematic approach supports employees who have sustained an injury to safely and effectively reintegrate into the work place. The system requires that every incident that results in an injury initiates the injury management process. This helps to

ensure a thorough approach from the time of the initial incident until the worker returns to work.

Injured workers are provided with information packs that include the resources and supports available to them. Our proactive strategy of holding quarterly stakeholder meetings with the injured worker, allied health, the doctor and management has proven beneficial with the treatment being consistent and consolidated. Complex claims include triage meetings held with lawyers and RiskCover to establish the most effective case management strategies.

To further enhance return to work goals, monthly meetings are held regarding rehabilitation cases with line and senior managers. Management education on the value of early return to work and supernumerary duties has also proven beneficial.

OSH key performance indicators and trends

Key performance indicator

Actual results Results against target

2014

–2015

2015

–2016

2016

–2017

Government target

Comment on result

Number of fatalities 0 0 0 0 -

Lost time injury and/or disease incidence rate

3 4 3 0 or 10% reduction

No change

Lost time injury and/or disease severity rate

30 27 24 0 or 10% reduction

Achieved 20% reduction

Percentage of workers returned to work within 13 weeks

71% 65% 76% Greater than or equal to 80%

Effective strategies are in place to support injured workers back to work.

Percentage of workers returned to work within 26 weeks

78% 73% 86% Greater than or equal to 80%

Achieved

Percentage of managers trained in occupational safety and injury management responsibilities

98.5% 98.5% 98.5% Greater than or equal to 80%

Achieved

Note: A three-year trend is presented with the point of comparison three years prior to the current reporting period i.e. 2014–2015. Reductions are calculated against the comparison year.

Additional OSH key performance indicators

Key performance indicator2015

–2016

2016

–2017

Commission target

Comment on result

Lost time injury and/or disease frequency rate 22 21 10% reduction 5% reduction

Number of accidents and incidents 411 383 10% reduction 7% reduction

Number of lost days 3,368 3311 10% reduction 2% reduction

Lost time only claims 56 49 10% reduction Achieved 13% reduction

Medical only claims 25 13 10% reduction Achieved 48% reduction

Total number of workers’ compensation claims 81 62 10% reduction Achieved 23% reduction

Total number of recurrences (workers’ compensation)

13 6 10% reduction Achieved 54% reduction

Achieved 14%

Number of notifiable injuries to WorkSafe 7 6 10% reduction reduction

Note: A two-year trend is presented, with the point of comparison two years prior to the current reporting period i.e. 2015–2016. Reductions are calculated against the comparison year.

Board and committee remuneration

Disability Services Commission Board remuneration

Position Name

Board meetings attended

Type of remuneration (see note a)

Period of membership (see note b)

Gross/actual remuneration

2016–2017

financial year

ChairMr Bruce Langoulant 11 Sitting fee 12 months $39,393

Deputy Chair Ms Kathy Hough 10 Sitting fee 12 months $14,136

Member Mr Russell Aubrey 9 Sitting fee 12 months $8,677

MemberDr Rachel Skoss (see note d) 11 Sitting fee 12 months Nil

MemberMs Melissa Northcott 10 Sitting fee 12 months $7,954

Member Ms Sandra Jensen 11 Sitting fee 12 months $8,677

Member Mr Gavin Robins 9 Sitting fee 12 months $723

Member Mr Crispin Roberts 8 Sitting fee 10 monthsNil

(see note c)

Member Ms Julie Carr 9 Sitting fee 12 months $8,677

Ministerial Advisory Council on Disability remuneration

Position NameType of

remuneration (see note a)

Period of membership (see note b)


2016–2017

financial yearChair Dr Rachel Skoss Sitting fee 12 months $19,305

Deputy Chair (see note f) Mr Stuart Jenkinson Sitting fee 6 months $4,080

Deputy Chair (see note f) Mr Andrew Thompson Sitting fee 6 months $4,018

Member (see note f) Mr Stuart Jenkinson Sitting fee 6 months $3,030

Member (see note f) Mr Andrew Thompson Sitting fee 6 months

$2,525

(see note e)

Member Mr Angelo Cianciosi Sitting fee 8 months $4,040

Member Mr Anthony Pursell Sitting fee 12 months $5,555

Member Mr Jethro Hepton Sitting fee 12 months $5,555

Member Mr Tom Armington Sitting fee 12 months $5,555

Member Ms Stephanie Coates Sitting fee 6 months $3,030

Member Ms Eloise Bolam Sitting fee 12 months $5,555

Member Ms Piper Marsh Sitting fee 12 months $5,555

Member Ms Barbara Oosterhuis Sitting fee 12 months $5,555

Member Ms Helen Wright Sitting fee 6 months$2,525

(see note e)

Member Mr David Carrington Nil 12 monthsNil

(see note c)

Member Ms Wendy Dimer Nil 12 monthsNil

(see note c)

Member Ms Carole Kagi Sitting fee 12 months $5,555

Independent Priority Assessment Panel remunerationIdentities of panel members assessing funding applications remain confidential to prevent potential lobbying from stakeholders. The Chair is identified as the representative of the panel when reporting on funding outcomes to the Commission’s Board and participating in sector information sessions and other public functions. The Chair has no role in the assessment of applications.

Position NameType of remuneration

Period of Membership


2016–2017

financial year

ChairA/Professor Sherry Saggers Annual sitting fee 12 months $780

Deputy Chair Deputy Chair Annual sitting fee 12 months $1,000

Panel Members external to the Commission

Family member Panel member 1 Remuneration is calculated according to the number of applications assessed at an hourly rate equivalent to

Level 6.1 of the Public Service and Government Officer’s Agreement 2014

12 months $26,296

Family member Panel member 2 12 months $14,008

Consumer Panel member 3 12 months $26,296

Disability sector organisation representative Panel member 4 12 months $14,008



Advocate or peak body representative Panel member 7 12 months $26,296

WA NDIS Appeals PanelPeople participating in WA NDIS have access to an independent WA NDIS Appeals Panel. Where people are dissatisfied with the results of a review, they can appeal the decision and have their case heard by the panel. People can appeal decisions related to a number of areas including eligibility, reasonable and necessary supports, self-management of funds, extension of grace periods, plan reviews and the application of Compensation Reduction Amounts.

The WA NDIS Appeals Panel is chaired by an independent person who draws on a pool of appointed panel members who are also external to the Commission. For each appeal, panel members are selected based on their expertise and experience relevant to the matter under consideration. Identities of panel members hearing appeals remain confidential to prevent potential lobbying from stakeholders. The Chair has no role in the assessment of appeals.

Member Gross/actual remuneration 2016–2017 financial year

Panel Chair Judy Hogben (Panel Member 1) $5,670

Panel Member 2 (Paid directly to a disability sector organisation and not an individual) $351Panel Member 3 $351

Panel Member 4 $807

Panel Member 5 $579

Panel Member 6 $930

Panel Member 7 $1,053

Panel Member 8 $1,360

Panel Member 9 $351

Panel Member 10 $351

Notes:

a) If applicable, include sessional payment, pre meeting, half day or annual.

b) The period of membership refers to the board or committee member’s membership of the respective board or committee during the 2016–2017 reporting period

c) Member is a State Government employee therefore no sitting fee was payable.

d) Part of Ministerial Advisory Council on Disability responsibilities.

e) Members are not paid in December.

f) Mr Stuart Jenkinson was Deputy Chair from July 2016 to December 2016 and a Council member from January 2017 to July 2017. Mr Andrew Thompson was a Council member from July 2016 to December 2016 and Deputy Chair from January 2017 to June 2017.

Other legal requirements

Expenditure on advertising, market research, polling and direct mailIn accordance with section 175ZE of the Electoral Act 1907, we spent $295,917 during 2016–2017 in advertising, market research, polling, direct mail and media advertising.

2016–2017 $

Advertising agencies

Adcorp Australia Ltd 79,991

Market research organisations

Patterson Research Group 95,022

Polling organisations

Not applicable Nil

Direct market organisations

Westcare Inc 5,455

Media advertising organisations

Optimum Media Decisions (WA) Ltd 86,919

Rare Pty Ltd 28,530

Total 295,917

Disability Access and Inclusion Plan outcomesOur 2011–2016 Disability Access and Inclusion Plan (DAIP) was extended for an additional year in recognition of ongoing negotiations between the Commonwealth and State Governments regarding the NDIS in WA.

Our DAIP includes a range of initiatives focused on seven outcomes which aim to ensure our services, facilities and information are accessible and inclusive to the community we serve.

Outcome 1: Services and eventsWe remain committed to developing and assuring the availability of pathways to access the NDIS. Our Local Coordinator staff meet with individuals and families to offer support and assistance in relation to the NDIS. Planning is undertaken proactively and funding for current supports and services continues while planning is in progress. We have ensured that our procedures and systems are structured to provide a seamless transition to the NDIS, during which individual services will continue without interruption. Where individuals are not already known to us, we work with a range of organisations to identify and support individuals to transition to the NDIS.

The popular “Is There a Better Way” learning program supports disability sector organisations to develop more effective services and supports. Funding was recently approved for the development and diversification of the program into online self-directed learning webinars which will provide improved access to regional consumers.

We initiated and funded ‘Implementing the Restricted Practices Policy in Disability Services and developing the Cultural Competency of the Disability Sector’ over two years. The project aims to build resources and provide education and training to support organisations to engage more effectively with Aboriginal people in a culturally secure manner that is respectful of human rights.

Outcome 2: Buildings and facilitiesWe continue to monitor our premises to ensure compliance with the Building Codes of Australia 2010, Australian Standard 1428 and the Disability Discrimination Act 1992.

As the WA NDIS trial continued and expanded, we continued to complete access audits of all our new premises to ensure they meet access standards. During the year, this included new offices in Albany, Armadale and Pinjarra. The audits included assessing adjacent carparks, footpaths and kerbs to ensure the facilities meet access requirements. We also conduct annual access audits of existing facilities to identify deficiencies. This year our Joondalup, Myaree and West Perth offices were audited and recommended remedial actions were undertaken.

Outcome 3: Information We maintain usability and accessibility of our website to meet Web Content Accessibility Guidelines 2.0 to AA level. During the year, our social media activities via Facebook and Twitter continued to provide an important two-way communication channel with people with disability for whom internet activity is a key communications method.

Our publications are provided in both PDF and accessible Word versions and we provide information in other formats on request. To track community awareness and ensure requests are fulfilled, we have established a reporting system on the frequency and type of requests for information in alternative formats. Some documents are produced in easy read format to support access for people who may have limited literacy or for whom English is not their first language.

Outcome 4: Level and quality of serviceWe are focused on ensuring all staff possess the knowledge and skills to provide quality services for people with disability, their families and carers. In alignment with the roll-out of the NDIS in WA, we have embedded a range of training initiatives to prepare local coordinators to support and effectively plan with people living with psychosocial disability. The training initiatives include face to face induction programs, online resources and access to formal courses.

Our quality system ensures that all service providers we fund must meet the National Standards for Disability Services Standards as a contractual requirement. This helps us ensure that people with disability have the same rights and access to quality services as the wider community.

Outcome 5: ComplaintsOur dedicated Consumer Liaison Service is available to people with disability, their families and/or advocates to address any concerns they may have about disability services. We accept complaints in a variety of formats using different ways to ensure there is flexibility and greater opportunities to raise issues with us.

We continue to promote the complaints process at community forums and open days, as well as at our offices and orientation sessions, to increase and maintain awareness of the service.

Outcome 6: ConsultationEngaging with the community has been a central focus during the year as the WA NDIS trial

extended and expanded, and we commenced planning in readiness for the roll-out of the NDIS in WA. Extensive engagement activity was undertaken to provide information to the community about the expansion of the NDIS including a community launch event. People with disability, their families and carers had the opportunity to learn more about the NDIS, network with potential service providers and meet Local Coordinators. The event was held in an accessible venue and included Auslan interpreters and information in accessible formats.

We also engaged with the community through our dedicated 1800 telephone number, through website and email enquiries, and the promotion of the WA NDIS on our website and social media channels. These activities were complemented by ongoing community information sessions, including a session for the deafblind/Deaf community.

Outcome 7: Employment We continue to support the development of initiatives and mechanisms that improve the attraction, recruitment and retention of employees with disability. This year, we promoted the 2017 LeadAbility program through our staff training initiatives calendar. This mainstream leadership program is designed to empower people with disability to take up leadership roles in WA.

We also promoted Bridging the Digital Divide: Technology and accessibility for people with disability by ensuring that when applying for jobs with us, our process is accessible and user friendly.

In order to ensure our workforce reflects the diversity of the community we serve, we became a member of the Diversity Council Australia as a partner in Diversity and Inclusion. The Diversity Council Australia is an independent, not-for-profit diversity advisor to business in Australia and a leading voice on workplace diversity and inclusion. The Council drives business improvement through providing evidence-based guidance on how to fully leverage the benefits of a diverse talent pool, including people with disability.

Agents and contractors Our procurement process requires that contracted organisations are aware of DAIP responsibilities and reporting requirements. Initiatives reported by contracted organisations during the year included installing a hearing loop in a conference room and providing a braille agenda and an Auslan interpreter at an annual general meeting. Many also reported implementing continuous improvement strategies and providing multiple avenues for people with disability, their families and carers to provide feedback and lodge complaints.

Compliance with public sector standards and ethical codesIn accordance with section 31(1) of the Public Sector Management Act 1994, we provide the following statements regarding compliance issues that arose during 2016–2017 with respect to the public sector standards, the WA Public Sector Code of Ethics, our Code of Personal Conduct and details of any significant action to prevent non-compliance.

In 2016–2017, we received 25 allegations regarding potential breaches of the WA Public Sector Code of Ethics and/or our Code of Personal Conduct. Of these, three were found to be breaches of our Code of Personal Conduct relating to one inappropriate use of a credit card and two failures to follow lawful direction.

No public sector standard breach claims were received.

Our policies and operational procedures cover performance development, managing specific performance issues, managing suspected breaches of discipline, managing workplace grievances, managing employees who are absent without leave, the Code of Personal Conduct, managing conflicts of interest, outside employment and public interest disclosures.

During the year, we conducted a full review of our policies and operational policies as part of

the Machinery of Government transition to ensure the relevant amalgamating agencies effectively address industrial relations matters. Our suspected breach of discipline and grievance (SBOD) policies were updated, as were our training presentations on SBOD, performance development and performance management, and managing workplace grievances.

Training was conducted for managers and staff on Accountable and Ethical Decision Making, the Code of Personal Conduct, SBOD, performance development and performance management, and managing workplace grievances. New staff undertake an online induction program which covers their obligations under the Code of Personal Conduct, occupational health and safety and an understanding of our values and structure.

Recordkeeping plans and compliance reportingOur recordkeeping systems are audited and evaluated for efficiency and effectiveness at least every three years in line with our internal audit plan. An audit was conducted in May 2014 and the next, due to be undertaken in 2017, was postposed pending the outcome of Machinery of Government transitional arrangements.

We continue to host an online, self-paced records awareness training package that outlines an individual’s recordkeeping responsibilities and obligations that specifically relate to the State Records Act 2000. New staff are automatically enrolled for this training on commencement and are required to complete the training within three months of joining us.

During the 2016–2017 reporting period, 269 new staff were enrolled and 162 completed the compulsory training. A total of 4,283 staff have undertaken the training since its introduction in May 2006, with an overall completion rate of 81 per cent.

Our recordkeeping training is monitored on an ongoing basis for efficiency and effectiveness by utilising reports on staff progression and results of participant surveys. It also includes an assessment which gauges an employee’s level of understanding of their recordkeeping responsibilities and obligations. An employee must obtain a 90 per cent to successfully complete the course.

An orientation program is held every two months for new staff which includes a short session on recordkeeping. Our directorates conduct further training that is specific to their activities and processes. Online training courses for Induction and Accountable and Ethical Decision Making address recordkeeping responsibilities concerning the use and release of information.

There are departmental publications on our intranet including our Records Management Policy, Procedures and User Guidelines for records practices for staff. The online training courses allow staff to refer back to the contents once they have completed their training. Staff can also use the intranet to search for general access administrative files.

The replacement and migration of data from the existing records management system for the management of physical files was completed in October 2016. The planned initial trial for an electronic document management system was postponed following other priority commitments associated with the roll-out of the NDIS.

A new recordkeeping plan was submitted to State Records Office for approval. The plan included an updated records management policy, staff procedures and a disaster management plan for physical records.

Appendix 1. Funding to disability sector organisations

Number Disability sector organisation (legal entity name only) Total

1 A.C. Stacey Pty Ltd $867

2 Access To Leisure and Sport Inc $434,685

3 Activ Foundation Inc $48,056,558

4 Aftercare $95,586

5 Alkira Care Services Pty Ltd $674,636

6 Alpha Carers Australia Pty Ltd $511,337

7 Alzheimer’s Australia WA Limited $92,452

8 Anglicare WA $2,514,675

9 Ashton Horsley $226,301

10 Australia Care Pty Ltd $103,673

11 Australian Red Cross Society $8,450,947

12 Autism Association of WA Inc $39,680,481

13 Avivo: Live Life Inc $32,981,306

14 Avon Community Employment Support Centre Inc $2,126,307

15 Baptistcare Inc $13,620,308

16 Bess Home and Community Care Inc $206,090

17 BGSR Pty Ltd as Trustee for SAS Unit Trust $7,637,771

18 Black Swan Health Limited $4,232

19 Brightwater Care Group Limited $13,222,080

20 Bronia Anne Holyoak ATF the Valued Lives Trust $233,919

21 Cam Can and Associates Pty Ltd ATF the Lema Family Trust

$19,091,316

22 Care Options Inc $30,335

23 Carers’ Association of Western Australia Inc $470,435

24 Caroline Ann Marshall and Rebecca Jodie Salamon $360,636

25 Caryn Jane Mincherton and Penelope Jane Melsom $110,326

26 Child and Adolescent Health Service $25,000

27 Chung Wah Association $4,917

28 City of Canning $890,101

29 City of Cockburn $446,278

30 City of Gosnells $99,704

31 Claremont Therapeutic Riding Centre Inc $131,608

32 Community First International Limited $1,003,605

33 Community Home Care Inc $3,111

34 Community Living Association Inc $11,023,811

35 Community Vision Inc $2,697,877

36 Crosslinks Inc $6,538,820


37 DADAA Limited $775,027

38 Dainton, Benjamin $159,723

39 Developmental Disability Council of Western Australia Inc $212,002

40 Directions Disability Support Services Inc $4,517,541

41 Diversity South Inc $6,805,878

42 Dolly Bhargava $518

43 Down South Therapy Services Pty Ltd $576,699

44 Ease WA Pty Ltd $253,876

45 East Metropolitan Health Service $2,000,960

46 Elba Inc $5,048,670

47 Empowering People In Communities (EPIC) Inc $3,478,442

48 Enable WA Inc $13,751,130

49 Ethnic Disability Advocacy Centre $597,406

50 Excel Physiotherapy Pty Ltd ATF Madan Unit Trust $267,139

51 Explorability Inc $508,000

52 Fairbridge Western Australia Inc $53,324

53 Family Support WA Inc $3,976,371

54 Far North Community Services Ltd $2,916,371

55 Forrest Personnel Inc $16,234

56 Fremantle Multicultural Centre Inc $60,000

57 Funtalk Pty Ltd $32,014

58 Goldfields Individual and Family Support Association Inc $6,449,682

59 Good Samaritan Industries $228,078

60 HenderCare Pty Ltd as trustee for the HenderCare Trust $171

61 Home Health Pty Ltd $104,291

62 Identitywa $25,897,561

63 Inclusion WA Inc $3,783,953

64 Independence Australia Group $4,873,374

65 Independent Living Centre of Western Australia Inc $3,884,342

66 Intelife Group Inc $10,725,789

67 Interchange Inc $8,364,078

68 ISADD WA Pty Ltd $1,267,912

69 Jean Mary Loth $8,335

70 Joanne Michelle Edmond $64,665

71 Key Assets the Childrens Services Provider (Australia) Limited

$1,080,155

72 Kids are Kids! Therapy and Education Centre Inc. $1,255,541

73 Kids’ Camps Inc $248,383

74 Kimberley Individual and Family Support Association Inc $1,227,175

75 Kira Inc $2,840,812


76 LAMP Incorporated $574,354

77 Leath Marshall $32,084

78 Life Without Barriers $19,386,123

79 Lifeplan Recreation and Leisure Association Inc $1,420,149

80 Lifestyle Solutions Aust Ltd $3,859,830

81 Lisa Dianne Cargeeg $23,730

82 Marjorie Laura Rosenhart $12,015

83 Melville Cares Inc $43,779

84 Mental Health Carers Arafmi (WA) Inc $198,596

85 Mental Illness Fellowship of Western Australia Incorporated $283,405

86 Mercy Community Services Incorporated $465,526

87 Midway Community Care $10,181,319

88 Midwest Community Living Association Inc $2,355,346

89 Miscellaneous Providers $4,170,091

90 Morrissey Homestead Inc $20,074

91 Mosaic Community Care Inc $12,359,401

92 Multicultural Services Centre of Western Australia Incorporated

$903,042

93 Multiple Sclerosis Society of Western Australia Inc $15,624,834

94 My Place Foundation Inc $34,817,533

95 Nascha Inc $2,316,157

96 National Disability Services Limited $1,824,111

97 Neurological Council of Western Australia Inc $637

98 Next Challenge Enterprises Pty Ltd $425,242

99 Ngaanyatjarra Pitjantjatjara Yankunytjatjara Women’s Council $869,875

100 Nickal Pty Ltd $18,229

101 North Metropolitan Area Health Service $1,074,943

102 Nulsen Haven Assn Inc $42,459,770

103 One2One Individualised Services Inc $4,359,838

104 One2One Pty Ltd ATF The Apollon Trust $679,897

105 Orion Services WA Pty Ltd ATF the Andison Family Trust $5,054,592

106 Orthotic and Prosthetic Solutions Pty Ltd $68,632

107 Outcare Inc $2,012,383

108 Peel Home and Community Support Inc $359,008

109 People Actively Committed Together PACT Inc $705,963

110 People Who Care Inc $22,316

111 People With Disabilities (WA) Inc $753,750

112 Phylos Inc $859,481

113 Physioconcept Pty Ltd $758,208

114 Pia Louise Leeming $13,367


115

Potential Occupational Therapy for Children ATF Rogan Family Trust

$261,148116 Pu-Fam Pty Ltd $1,411,686

117 Ray Village Aged Services Inc $73,786

118 Retta Holdings Pty Ltd $13,418

119 Richmond Wellbeing Inc $394,528

120 Riding for the Disabled Association of WA Inc $381,100

121 Rise Network Inc $7,410,382

122 Rocky Bay Inc $48,838,341

123 Ruah Community Services $378,852

124 Senses Australia $15,211,950

125 Sensory Connections Occupational Therapy Services Pty Ltd

$33,401

126 Seventh- Day Adventist Care (Western Australia) Limited $1,812,611

127 Sexuality Education Counselling and Consultancy Agency Inc

$358,895

128 Shire of Manjimup $49,631

129 Silver Chain Group Limited $697,236

130 South Metropolitan Area Health Service $1,378,622

131 South Metropolitan Personnel Inc $3,429,496

132 Southern Cross Care WA Inc $250,401

133 Southern Districts Support Association Inc $80,445

134 Spine and Limb Foundation Inc $1,471,574

135 St Ives Care Pty Ltd $3,851

136 Sunflower Care Services Pty Ltd $890,103

137 Teem Treasure Pty Ltd $5,922,512

138 TeenSpirit Incorporated $72,761

139 Telethon Kids Institute $180,202

140 Telethon Speech and Hearing Ltd $524,931

141 Terramore Pty Ltd $11,008

142 The Cerebral Palsy Association of Western Australia Ltd $51,259,906

143 The Family Planning Association of Western Australia (Inc) $817,908

144 The Western Australian Deaf Society Inc $537,881

145 Therapy Focus Ltd $19,660,919

146

Trustee for Adams-Grono and Trustee for Mitchell-Burrows Family Trusts

$144,353

147 UnitingCare West $6,008,232

148 Upper Great Southern Family Support Association Inc $2,158,349

149 Valued Independent People (Inc) $2,363,622

150 Valued Lives Foundation Inc $1,570,629


151 Vemvane Inc $817,542

152 VisAbility Limited $2,012,570

153 Vision Australia Limited $93,324

154 Volunteer Home Support Inc $4,126

155 Volunteer Task Force Inc $8,478

156 WA Blue Sky Inc $3,680,572

157 WA Country Health Service $3,867,974

158 WA Disabled Sports Association Inc $374,612

159 West Australian Sleep Disorders Research Institute Inc $386,264

160 Wize Therapy Pty Ltd $1,507,321

161 Workpower Incorporated $2,339,035

Commission provided accommodation services for WA NDIS participants

$2,907,744Total $697,545,572

Appendix 2. Section 40 Estimates 2017–2018In accordance with Treasurer’s Instruction 953, the annual estimates for the 2017–2018 year are hereby enclosed in the 2016–2017 Annual Report. These estimates do not form part of the 2016–2017 financial statements and are not subject to audit.

2017–2018Section 40 Estimates

$000

Statement of Comprehensive Income

Cost of services

Expenses

Employee benefits 61,989

Grants and subsidies 1,011

Supplies and services 1,177,141

Accommodation 11,460

Depreciation and amortisation 6,282

Other expenses 3,704

Total cost of services 1,261,587

Income

Sale of goods and services 3,852

Grants and subsidies 385,605

Other revenue 11,500

Total Income 400,957

Net cost of services 860,630

Income from State Government

Service appropriations 854,649

Resources received free of charge 6,130

Royalties for Regions Fund:

Regional Community Services Fund 65

Total income from State Government 860,844

Surplus/(deficiency) for the period 214

2017–2018

Section 40 Estimates

$'000

Statement of Financial PositionCurrent assets

Cash assets 4,436

Restricted cash 24,052

Holding account receivables -

Receivables 7,006

Other 2,933

Total current assets 38,427

Non-current assets

Holding account receivables 62,324

Property, plant and equipment 35,859

Intangibles 2,665

Restricted cash 1,560

Other 28,670

Total non-current assets 131,078

Total assets 169,505

Current liabilities

Employee provisions 19,464

Payables 22,079

Other 1,429

Total current liabilities 42,977

Non-current liabilities

Employee provisions 1,712

Total non-current liabilities 1,712

Total liabilities 44,689

Equity

Contributed equity 81,072

Accumulated surplus/(deficit) 1,519

Reserves 42,225

Total equity 124,816

Total liabilities and equity 169,505

2017–2018

Section 40 Estimates

$'000

Statement of Changes in EquityContributed equity at start of period 36,128

Equity contributions during the period 44,944

Contributed equity at the end of the period 81,072

Accumulated surplus/(deficit) at start of period 1,305

Surplus/(deficit) for the period 214

Accumulated surplus/(deficit) at end of period 1,519

Statement of CashflowsCashflows from State Government

Service appropriations 848,367

Capital appropriation 28,111

Holding account drawdowns 404

Royalties for Regions Fund:Regional Community Services Fund

65Net cash provided by State Government 876,947

Cashflows from operating activities Payments

Employee benefits (62,230)

Grants and subsidies (1,011)

Supplies and services (1,170,982)

Accommodation (10,559)

Other payments (78,048)

Receipts Grants and subsidies 385,605

Sale of goods and services 3,852

GST receipts 74,221

Other revenue 11,500

Net cash from operating activities (847,652)

Cashflows from investing activities Purchase of non-current assets (28,515)

Net cash from investing activities (28,515)

Net increase/decrease in cash held 780

Cash assets at the beginning of the reporting period 29,268

Cash assets at the end of the reporting period 30,048

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