WAGRA Annual Report 2008-2009 - Greyhounds WA

WESTERN AUSTRALIAN 

GREYHOUND RACING ASSOCIATION 

ANNUAL REPORT 2008/2009

WESTERN AUSTRALIAN GREYHOUND RACING ASSOCIATION 

Annual Report 2008/2009 

Greyhounds WA Cannington 

Corner Station Street and Albany Highway 

CANNINGTON WA 6107 

Telephone: (08) 9458 4600 

Fax: (08) 9458 5695 

Greyhounds WA Mandurah 

Gordon Road 

MANDURAH WA 6210 

Telephone: (08) 9581 7188 

Fax: (08) 9581 7778 

Greyhounds WA Northam 

Burwood Park 

NORTHAM WA 6401 

Telephone: (08) 9622 5794 

Fax: (08) 9622 5233


Annual Report 2008/2009



Contents 

Charter ...............................................................................1 

Aims & Objectives .............................................................1 

Mission Statement .............................................................1 

Internal Audit Charter .........................................................1 

Corporate Governance Principles .....................................1 

WAGRA Committee ...........................................................2 

Chairman’s Report .............................................................3 

Chief Executive Offi cer’s Report........................................5 

WAGRA Organisation Chart ..............................................6 

Functional Statements of Senior Offi cers ..........................7 

WAGRA Consultative Committee ......................................8 

RWWA Greyhound Racing Consultative Group ................8 

RWWA Board Representation ...........................................8 

RWWA Grading Review Panel ..........................................8 

Western Australian Greyhound Breeders Owners 

and Trainers’ Association .............................................9 

Avon Valley Greyhound Racing Association ......................9 

Perth Cup Celebration / Industry Awards Evening ............9 

Profi le of Employees by Category ...................................10 

Five Year Statistical Summary .........................................10 

Output Measures ............................................................. 11 

Compliance Statements ..................................................12 

Advertising Expenditure .............................................12 

Disability Access and Inclusion Plan Outcomes .........12 

Recordkeeping Plan ...................................................12 

Corruption Prevention ................................................12 

Public Sector Standards and Ethical Codes ...............12 

Sustainability ..............................................................13 

Occupational Safety and Health .................................13 

Income Statement for the year ended 31 July 2009 ........14 

Balance Sheet for the year ended 31 July 2009 ..............15 

Statement of Changes in Equity 

for the year ended 31 July 2009 .................................16 

Cash Flow Statement 


Notes to and forming part of the Financial Statements 


Certifi cation of Financial Statements .............................. 35 

Auditor General Opinion 

Financial Statements & Performance Indicators ....... 36 

Key Performance Indicators ........................................... 38 

Attendance at Race Meetings ................................... 38 

On-course Totalisator Turnover ................................. 38 

Off-course Totalisator Turnover ................................. 39 

Racing Opportunities ................................................. 39 

Average Stakemoney Paid/Meeting .......................... 40 

WAGRA Costs per $000 of Betting Turnover ............ 40 

Certifi cation of Performance Indicators .......................... 41 

Income Statement for the year ended 31 July 2010 ....... 42



Charter 

• In consultation with RWWA, develop and implement 

strategies to ensure the long-term growth 

and continued success of greyhound racing in 

Western Australia. 

• Provide and maintain an effi cient administration 

to service and support the needs of participants 

within greyhound racing and the general public. 

• Ensure appropriate mechanisms are in place and 

forums established to allow input into the club’s 

conduct of greyhound racing. 

• Provide a range of services and facilities for the 

benefi t of industry participants and the general 

public. 

• Provide training for all WAGRA personnel to ensure 

continuously improving delivery of customer 

service. 

Aims & Objectives 

The Western Australian Greyhound Racing Association 

(WAGRA) is established under the provisions of 

the Western Australian Greyhound Racing Association 

Act 1981 and is a body corporate. 

With the inception of controlling authority Racing & 

Wagering Western Australia (RWWA) and for the 

purpose of its role in the state’s racing industry, 

WAGRA assumes the status as “designated greyhound 

racing club”. 

The functions of WAGRA are to: 

• Provide for the optimum level of facilities as well 

as racing and trialling opportunities for the Association's 

industry participants. 

• Consult with the controlling authority on all issues 

relative to greyhound racing inclusive of the racing 

programme and the review of stakemoney levels. 

• Provide an optimum level of facilities for the Association's 

oncourse patrons. 

• Exercise and discharge such powers, functions 

and duties as are conferred on the WAGRA by 

this Act or any other Act. 

Mission Statement 

WAGRA’s stated mission is to: 

• Achieve sustainable profi t to invest in the development 

of greyhound racing facilities in Western 

Australia. 

• Be affordable and accessible for industry participants, 

patrons and members. 

• Provide an exciting entertainment product. 

WAGRA’s present tasks are to: 

• Ensure the operation and development of Greyhounds 

WA venues are recognised as premier 

racing facilities within Australia. 

• Raise the profi le of the sport and the industry. 

• Provide convenience and comfort to patrons. 

• Focus on the delivery of quality service and standards 

to both internal and external customers. 

• Maximise sustainable growth in returns from the 

RWWA Distribution, food & beverage sales and 

oncourse wagering and gaming operations. 

• Explore and develop additional revenue streams. 

Internal Audit Charter 

WAGRA’s Internal Audit Committee meets on a regular 

basis to provide independent, objective assurance 

and consulting activities that add value and improve 

WAGRA operations. 

The primary objective is to assist the WAGRA Committee 

and CEO in corporate governance and the effective 

discharge of their responsibilities. 

Corporate Governance Principles 

• Lay solid foundations for management and 

responsibility. 

• Structure the Committee to add value. 

• Promote ethical and responsible decision-making. 

• Safeguard integrity in fi nancial reporting. 

• Recognise and manage risk. 

• Encourage enhanced and sustainable performance. 

• Remunerate fairly and responsibly. 

• Recognise the legitimate interest of stakeholders. 

1

WAGRA Committee 



CHAIRMAN 

Patricia Tassell 

Managing Director 

Appointed to the WAGRA Committee 31 August 2004 

(Chairman from 28 April 2005) 

DEPUTY CHAIRMAN 

Ray Whitby 

Semi-retired/Importer 

Appointed to the WAGRA 

Committee 27 April 2004 

(Deputy Chairman from 

21 August 2004) 

COMMITTEE 

MEMBER 

Michael D Penson 

FCMA FCPA FCIS 

Accountant 


Committee 28 April 2005. 

COMMITTEE 

MEMBER 

Margaret Choules 

Long-term greyhound 

industry participant. 


Committee 2 June 2003. 

COMMITTEE 

MEMBER 

Tony Glenny 

Long-term greyhound 

industry participant. 


Committee 1 June 2005. 

The Western Australian Greyhound Racing Association (WAGRA) and the Committee are committed to achieving 

the highest standards of corporate governance. 

The Chairman and Committee members are responsible to the Minister for Racing and Gaming for the performance 

of the organisation and seek to achieve objectives in keeping with WAGRA’s Charter and Mission 

Statements. 

Day to day management of the Association and the implementation of organisational strategy and policy initiatives 

are formally delegated by the Committee to the Chief Executive Offi cer and senior Management. 

The Committee’s overall responsibilities include: 

• Providing strategic direction and approving corporate strategies. 

• Monitoring management and fi nancial performance and recording. 

• Monitoring and ensuring the maintenance of adequate risk management controls and reporting mechanisms. 

• Ensuring the business is conducted ethically and transparently. 

2



Chairman’s Report 

It is my pleasure on behalf of my fellow Committee 

members to provide the Chairman’s Report for 

2008/2009. 

The past 12 months have been the most challenging 

of my term as Chairman, with a great deal of the Association’s 

time and energy devoted to the retention 

of metropolitan greyhound racing on the expiry of the 

Cannington lease in July 2011. 

There is little doubt that the option of consolidating 

greyhound racing at Mandurah could have become 

reality without WAGRA’s intervention, the overwhelming 

industry feeling, and a public petition containing 

almost 7,000 signatures. 

The welcomed breakthrough on the Cannington tenure 

issue came with the realisation that Greyhounds WA 

and the landlord (Canning Agricultural Horticultural 

& Recreational Society) needed to work together for 

mutual benefit. Both parties agreed it was time to come 

to the negotiation table and with the appointment of a 

trusted mediator it paved the way for the signing of a 

Memorandum of Understanding (MOU) on Saturday 

21 February 2009. 

Symbolically the signing of the MOU, in front of a 

3,000-strong crowd that attended the Save Cannington 

Race Night, made an abundantly clear statement that 

greyhound racing deserves nothing less than a city 

headquarters, and that Cannington should remain, as 

it has been for the past 35 years, the traditional home 

of greyhound racing in WA. 

The MOU reads: 

Together CAHRS and WAGRA recognise the need 

to work in concert, with mutual respect, to achieve a 

long term solution ensuring that greyhound racing in 

Western Australia retains a metropolitan presence in 

Cannington and that both parties may benefi t from the 

potential development of the land owned by CAHRS. 

To advance the purpose detailed in the MOU the parties 

agree that they jointly investigate the following over 

the next 12 months: 

• Renegotiate lease arrangements which are sustainable 

in the long term for both parties. 

• The redevelopment potential of the land owned by 

CAHRS incorporating the leased area to WAGRA. 

• The development of new streamline facilities for 

greyhound racing with the aim of increasing the 

revenue potential and/or reduction in the on-going 

operating costs for WAGRA. 

• Maximise the revenue potential for CAHRS that 

may result from the potential development of its 

landholdings. 

The potential development of the site can be described 

as follows: 

• A new Greyhound Facility on an area of approximately 

5.8 ha located at the northern side of the site. 

• Re-development and expansion of the Canning Show 

Grounds and Cultural Exhibition Centre by the addition 

of an extra exhibition hall, arts and crafts centre, 

performing arts centre, recreation and sports pavilion 

and associated community facilities to accommodate 

the annual Canning Show and special public events. 

• A commercial/retail area of approximately 3.4 ha 

bounded by Albany Highway and Liege Street. 

Much work including the formulation of conceptual 

plans and cost benefi t analysis have been undertaken 

since the signing of the MOU, and both WAGRA and 

CAHRS are continuing along the path established by 

the Joint Management Committee. Importantly the 

communication between the landlord and tenant is 

stronger than it has ever been before and the maintenance 

of that relationship will be pivotal going forward. 

WAGRA remain confident that metropolitan greyhound 

racing will have a secure and sustainable long-term 

future. However any solution will require the continued 

co-operation and goodwill of both parties and the future 

support of Racing and Wagering WA, the WA Government 

and the City of Canning. 

Putting aside the issue of tenure, Greyhounds WA 

centred much of our energies on reinforcing greyhound 

industry’s importance to the whole of racing. In February 

2009, WAGRA addressed the Racing and Wagering 

Western Australia’s Board on a number of matters, 

including the metropolitan racing issue. The submission 

focused on greyhound racing’s substantial contribution 

to the racing and wagering industry in Western Australia 

and the need for that fact to be better recognised in 

future RWWA Distribution Models. 

3



Chairman’s Report [continued ....] 

Another prime focus of the past 12 months has been 

preparation for the hosting of the ‘Best Ever Nationals’ 

in Perth between 31 August and 5 September. The 

week-long activities will culminate in the running of the 

Schweppes Australian Greyhound Racing Association 

(AGRA) National Sprint and Distance Championships. 

There were a number of social, racing and administrative 

activities that presented a wonderful opportunity 

to showcase our industry and Western Australia to our 

interstate and international guests. 

My sincere thanks are extended to: 

• My fellow Committee members for their commitment 

and support 

• Chief Executive Offi cer David Simonette and his 

Management team and staff who have worked enthusiastically 

and diligently to administer and market 

the WA greyhound racing product. 

• The respective Committees and members of the 

Western Australian Greyhound Owners, Breeders 

and Trainers’ Association (WAGBOTA) and the Avon 

Valley Greyhound Racing Association (AVGRA). 

• Our representatives on the RWWA Board. 

I have enjoyed working with all industry stakeholders 

and believe than an industry that is united will have as 

its outcome the capacity to continue its growth with a 

view to being recognised as a fundamental component 

of the racing industry in Western Australia. 

Patricia Tassell 

Chairman 

Above: Pam Julien with 2009 SKY Channel Perth Cup winner 

MISS SLICK 

Below: MISS SLICK beats TREW MILLIONS to the fi nish 

4



Chief Executive Offi cer’s Report 

It is my privilege to provide the Chief Executive Officer’s 

Report for 2008/2009. 

The year has produced reasonable fi nancial results 

amid a difficult economic climate with most key performance 

indicators not far below the targeted outcomes. 

Off-course wagering on local greyhound events at 

$58.58M was slightly lower than the record fi gures 

of 2007/2008 and comprised $22.94M invested on 

Cannington, $31.89M on Mandurah and $3.75M on 

Northam chasing. These fi gures represent a total decrease 

of $1.3M on the previous 12 months. 

The later start for Tuesday racing at Mandurah proved 

detrimental to off-course wagering levels with a 20% 

decrease experienced. Friday night racing at the same 

venue was also down by more than 7% largely impacted 

by the introduction of other international and local 

harness fi xtures onto an already crowded schedule. 

On-course fi gures at Cannington were reasonably 

strong accounting for $5.81M of the total $9.50M invested 

across our three venues. Cannington’s average 

on-course turnover of $55,339 per race meeting was 

higher than the average of the previous 12 months, 

as was Northam’s slightly better result. Mandurah’s 

average however was almost $3,000 lower per race 

meeting; a combination of later start times and tighter 

spending patterns in the Peel region generally. 

157,339 people attended our 296 race meetings which 

comprised Cannington 89,285, Mandurah 65,074 and 

Northam 2,980. This was about 4% less than our target 

attendance fi gure for the year. 

One of the Association’s primary focuses is to encourage 

on-course attendance, both public and restaurant 

patronage, as this is the key driver of wagering revenue 

and importantly the source of new owners and trainers 

- the lifeblood of our industry. 

The year contained many highlights on the race track 

as Western Australian greyhounds performed with 

distinction both locally and interstate. 

The locally-bred and owned SURGEON created a big 

impression in winning the Melbourne Cup at Sandown 

in November 2008. Also leading the way were MISS 

SLICK and WESTERN LAND, winners of the 2009 SKY 

Channel Perth Cup and Galaxy Finals respectively. 

In front of a crowd of more than 4,000, MISS SLICK 

gave owners Max and Pam Julien their biggest moment 

in the sport when she overpowered Victorian chaser 

TREW MILLIONS in the run to the fi nish. The victory 

was the fi rst by a WA greyhound since NIFTI FIRE was 

successful in 2000. WESTERN LAND (pictured below 

and on the front cover) outlasted the pre-race favourite 

VINTAGE OCTANE and SIROCCO HERO to give 

premiership trainer Linda Britton her fi fth Galaxy win. 

Another outstanding performer during 2008/2009 was 

ELEKTRA, trained by Keith Harding, which was named 

the Schweppes Greyhound of the Year at a RWWA 

organised awards night in March 2009. 

Off the track, the greyhound industry was again extremely 

active in the support of community interests 

with assistance and promotion provided to a number 

of charities including Cerebral Palsy Association, Make 

A Wish, Appealathon, Victorian Bushfires Appeal, Princess 

Margaret Hospital Foundation and Woolworths 

Fresh Food Kids Hospital Appeal. 

I take this opportunity to acknowledge the WAGRA 

Committee for their ongoing support and I would also 

like to sincerely thank the dedicated management and 

staff of Greyhounds WA for their commitment and effort 

throughout the year. 

The 2009/2010 year will no doubt be challenging 

against an uncertain economy and distribution decreases 

to the industry commencing 1 August 2009. 

The Association has taken steps to soften the prizemoney 

decreases by offering to accept less Club distribution 

from RWWA and thereby absorb what would 

have been a much greater stakes cut to our participants. 

We welcome RWWA’s new look Distribution Model 

commencing 2010/2011 and trust that funding will better 

refl ect code performance and reward success. 

David Simonette 

Chief Executive Offi cer 

5



MANAGER 

BROADCASTING SERVICES 

Liam NORRIS 

BROADCAST SERVICES 

OFFICER 

Marc CAVALLARO 

BROADCAST SERVICES 

OFFICER 

Damien MULDER 

Race Night Staff 

Cannington & 

Mandurah 

MANAGER 

TOTALISATOR & PRINT 

Peter SCRAFTON 

PRINT SHOP 

SUPERVISOR * 

Richard SUCH 

PRINT ASSISTANT * 

Paul WATLING 


Cannington & 

Mandurah 

Western Australian Greyhound Racing Association 

ORGANISATION CHART 

MINISTER FOR 

RACING & GAMING 

WAGRA COMMITTEE 

PERSONAL ASSISTANT 

Lesley ROBERTS 

CHIEF EXECUTIVE OFFICER 

David SIMONETTE 

MANAGER 

TRACK & GROUNDS 

Michael DAILLY 

CHIEF 

FINANCIAL OFFICER 

Basil SEALEY 

MANAGER 

RACING & MARKETING 

Dennis O’BRIEN 

SUPERVISOR 


CANNINGTON 

Simon DAILLY 

SUPERVISOR 


MANDURAH 

John ECKETT 

FINANCE 

OFFICER 

Vacant 

RACING & MARKETING 

EXECUTIVE 

James BROADHURST 

ASST. SUPERVISOR 


CANNINGTON 

Phil ROHRLACH 

ASST. SUPERVISOR 


MANDURAH 

Ron McLENNAN 

NETWORK 

ADMINISTRATOR 

David BUCK 

MARKETING 

EXECUTIVE * 

Tammara OLDS 

GROUNDS 

CANNINGTON 

Sean DOHERTY 

GROUNDS 

MANDURAH 

Blake GOOLD 

ACCOUNTING 

OFFICER * 

Peta HARBEN 

MARKETING 

OFFICER 

Kelly FRAMPTON 

GROUNDS 

CANNINGTON 

Graeme LEE 

GROUNDS 

MANDURAH 

Brian WILLIAMS 

PAYROLL 

OFFICER 

Eileen BENDA 

CO-ORDINATOR * 

Claire PORTER 

GROUNDS 

CANNINGTON 

Jamie RENTON 

GROUNDS 

MANDURAH 

Wayne SELKIRK 

MARKETING 

ASSISTANT * 

Shelly PASCOE 

GROUNDS 

MANDURAH 

Bryan STOCK 

RECEPTIONIST/ 

TELEPHONIST 

Lynette CRINGLE 

NORTHAM 

GROUNDS 

GREYHOUNDS AS PETS 

MANAGER * 

Kerry VERNON 

FUNCTION 

LEGEND 

Line of reporting 

* Part-time 

GREYHOUNDS AS PETS 

CO-ORDINATOR * 

Tammara OLDS 


Cannington 

31 July 2009 

MANAGER 

OPERATIONS 

Craig RENTON 

EXECUTIVE CHEF 

Ian RYAN 

HEAD CHEF 

MANDURAH 

Joshua JACINTO 

CHEF DE PARTIE 

Shaylee HARRIS 

F&B SUPERVISOR 

CANNINGTON 

Isobel HUGHES 

F&B SUPERVISOR 

MANDURAH * 

Maxine GREEN 

RESTAURANT 

CO-ORDINATOR 

Mary-Ann CIACOPPO 

OPERATIONS 

EXECUTIVE 

Natalie KEMP 

ADMINISTRATION 

ASSISTANT 

Megan WOODBURY 

KENNEL 

SUPERVISOR 

Dan RENTON 

ADMINISTRATION 

ASSISTANT 

Alina ROBSON 

ASSISTANT KENNEL 

SUPERVISOR 

Neil McMEIKAN 

ADMINISTRATION/ 

RECEPTION * 

Vacant 


Cannington & 

Mandurah 

6



Functional Statements of Senior Offi cers 

CHIEF EXECUTIVE OFFICER 

David Simonette 

Responsible to the WAGRA Committee for the effective performance 

of the Association's functions and duties. 

CHIEF FINANCIAL OFFICER 

Basil Sealey 

Generates fi nancial management information and accounting 

reports to the Committee and Management. Determines 

and interprets operating results and establishes accounting 

policies and practices. 

MANAGER OPERATIONS 

Craig Renton 

Responsible for gaming at Cannington and Mandurah, and 

Cannington Food & Beverage procedures. 

Administers Occupational Health & Safety Committee 

function, and other statutory reporting requirements. 

Liaises with WAGRA’s insurance company. 

MANAGER RACING & MARKETING 

Dennis O’Brien 

Ensures the effectiveness of the Association's racing 

product, including programmed race meetings and trials. 

Responsible for the administration and supervision 

of the Association's Marketing function at Cannington. 

Liaises with media and industry participants. 

MANAGER TOTALISATOR & PRINT 

Peter Scrafton 

Responsible for the operation of totalisators at Cannington 

and Mandurah. Manages the Association's inhouse print 

shop. 

MANAGER TRACK & GROUNDS 

Michael Dailly 

Manages track preparation and maintenance for the efficient 

conduct of greyhound racing. Manages and co-ordinates all 

grounds maintenance including attention to buildings, plant 

and equipment. 

MANAGER 

BROADCASTING SERVICES 

Liam Norris 

Manages technical and broadcast services (SKY Channel, 

Racing Radio and CFM broadcasts, race replays on-course, 

CCTV and website) at all three venues. 

7



WAGRA 

Consultative Committee 

The WAGRA Consultative Committee provides industry 

input on issues important to the conduct and 

promotion of greyhound racing in Western Australia. 

As at 31 July 2009 the Consultative Committee 

comprised: 

WAGBOTA: Mr Sam Celenza 

AVGRA: 

Mr Vince Caruana 

Industry Member: Mr Barry Thompson 

Industry Member: Mr Dean Starkie 

Industry Member: Mr Michael Pollard 

Observer Mr Chris Freeman 

Oncourse veterinary surgeon and former board 

member Dr Peter Thomas, and RWWA Chief Steward 

Greyhounds Mr Carlos Martins attended meetings 

when invited to offer advice in their specialist areas. 

RWWA representation was also invited. 

The forum continues to provide Consultative Committee 

members with an opportunity to express points 

of view on a range of industry-related matters to 

WAGRA Management and offi cials. Many topics 

were forwarded for discussion at the RWWA Greyhound 

Racing Consultative Group. 

RWWA Greyhound Racing 

Consultative Group 

The RWWA Greyhound Racing Consultative Group 

comprised: 

RWWA 

Mr Geoff Martin 

Mr Richard Burt 

Mr Ken Norquay 

Mr John Zucal 

Mr Mark Bottcher 

Board Member (Meeting Chairman) 

Chief Executive Offi cer 

Executive General Manager Racing 

RWWA Chairman of Stewards 

Manager Greyhound Racing 

WAGRA 

Ms Patricia Tassell WAGRA Chairman 

Mr David Simonette WAGRA CEO 

Mr Dennis O’Brien WAGRA Manager Racing & Marketing 

WAGBOTA 

Mr Malcolm Brown WAGBOTA Member (Breeder) 

Mr Allen Kinnish WAGBOTA Member (Owner) 

Mr Fred Maller WAGBOTA Member (Trainer) 

RWWA Board 

Representation 

It is a requirement of the RWWA Act 2003 for the 

eligible greyhound racing bodies to nominate a member 

and an alternative member of the RWWA Board 

of Directors, and a member of the RWWA Selection 

Panel, for a term not exceeding three years. 

The eligible greyhound racing bodies, WAGRA, Avon 

Valley Greyhound Racing Association (AVGRA) and 

WAGBOTA, provided joint nominations. 

RWWA members Mr Geoffrey Martin (Board Member), 

Mr Lindsay Archer (Alternative Member) and 

Mr Ted Karasek (Selection Panel) three year terms 

are due to expire 31 July 2009 and the nomination 

process is already underway. 

RWWA 

Grading Review Panel 

RWWA's Grading Review Panel comprised: 

Mr Mark Bottcher RWWA 

Mr Peter Howell RWWA 

Mr Dennis O’Brien WAGRA 

Mr Barry Thompson Industry representative 

Mr Dean Starkie Industry representative 

This forum discusses aspects pertinent to the grading 

of greyhounds and makes recommendations to 

RWWA Integrity Assurance Committee. 

WA Derby winner HIGH EARNER 

with David Robartson (QLD) and Matthew Allen. 

8



Western Australian 

Greyhound Breeders, Owners and 

Trainers’ Association 

At the WAGBOTA Annual General Meeting at 

Cannington Sunday 8 February 2009 the following 

were elected for the new season: 

President: 

Mr Sam Celenza 

V/President/Treasurer: Mr Fred Maller 

V/President: 

Mrs Ann Brown 

Secretary: 

Mr Malcolm Brown 

Committee: 

Mrs Lynn Vagg, 

Mr Derrick Smith and 

Mr Tom Meek. 

Avon Valley 

Greyhound Racing Association 

At the Avon Valley Greyhound Racing Association 

(AVGRA) Annual General Meeting at 

Northam Saturday 8 November 2008 the following 

were elected for the new season: 

President: 

Mr Vince Caruana 

Vice President: Mr Sid Bailey 

Junior Vice President: Mr Bob Ayling 

Secretary/Treasurer: Mrs May Leach 

Committee Members: Mrs Bev Ayling, 

Mr Brian Banes, Mrs Connie Caruana, Mr 

Chris Godfrey, Mr Bob Kidd, Mrs Chris Kidd, 

Mrs Chris McCloy, Mr Fred McCloy, Ms 

Rachel McCloy and Mr Patrick McManus. 

Christine Bennet-trained NATURAL ELEMENT winning the 

Gascoigne Leather Centre Northam Anniversary Cup 

WAGRA Perth Cup 

Celebration Evening 

Sunday 15 March 2009 

Industry Awards 

Trainer Max Julien accepting the Cannington Track Star award 

for greyhound MISS SLICK. 

CANNINGTON 

Leading Dam: 

Leading Sire: 

Leading Owner: 

Leading Trainer: 

Track Star: 

MANDURAH 

Leading Dam: 

Leading Sire: 



Track Star: 

NORTHAM 

Leading Dam: 

Leading Sire: 



Track Star: 

LITTLE LAMPLIGHT 

TOKEN ROYALE 

Gary Weston, Craig Weston 

Linda Britton 

MISS SLICK 

DIONYSUS 

REGAL BART 

Michael Pollard & Lexia Isaac 

Linda Britton 

AIRBOURNE BALE 

PEGGY’S RETURN 

SCALDED 

Di Carmody 

John Carmody 

LATCHICO 

9



Profi le of Employees by Category 

2008/09 2007/08 2006/07 

Category M F T M F T M F T 

Permanent Full-Time 

Level 1 - - - - 1 1 - 1 1 

Level 2 3 5 8 3 3 6 1 2 3 

Level 3 - 2 2 - 1 1 2 4 6 

Level 4 1 2 3 4 4 8 3 - 3 

Level 5 5 - 5 5 - 5 1 - 1 

Level 6 2 - 2 1 - 1 4 - 4 

Level 7 2 - 2 2 - 2 1 - 1 

Level 8 - - - 1 - 1 1 - 1 

F&B Level 5 - 2 2 - - - - - - 

F&B Level 6 1 1 2 - - - - - - 

Class 3 - - - - - - 1 - 1 

Class 4 1 - 1 1 - 1 - - - 

Track & 11 - 11 11 - 11 9 - 9 

Grounds 

SUB 

TOTAL 

26 12 38 28 9 37 23 7 30 

Permanent Part-Time 

Level 1 1 - 1 - - - - - - 

Level 2 - 4 4 - 4 4 - 6 6 

Level 3 - 2 2 - 2 2 1 1 2 

Level 4 1 - 1 1 - 1 - - - 

Level 5 - - - - - - - - - 

Track & - - - 1 - 1 1 - 1 

Grounds 

SUB 

TOTAL 

2 6 8 2 6 8 2 7 9 

Casual 81 107 188 65 79 144 68 81 149 

TOTAL 109 125 234 95 94 189 93 95 188 

LEGEND: 

F&B: Food and Beverage 

T: Total of Males & Females for the category 

Five Year Statistical Summary 

Racing 

2009 2008 2007 2006 2005 

Race Meetings: 

Cannington 105 107 125 105 105 

Mandurah 163 156 126 129 128 

Northam 28 27 25 26 26 

TOTAL 296 290 276 260 259 

Races 3,571 3,507 3,367 3,118 3,109 

Starters 27,934 27,445 26,441 24,468 23,826 

Average Starters 7.9 7.9 7.9 7.8 7.7 

per Race 

Attendance 157,339 170,664 163,125 144,071 124,785 

Financials $000 

Operating Surplus/ 

(Defi cit) 

Net Cash Provided/ 

(Used) by Operating 

Activities 

(9) 126 (73) 7 (547) 

718 636 157 (63) 574 

TAB Distribution * 13,340 12,901 11,196 10,315 8,863 

Grants (Off-course) - - 1,050 900 820 

Stakes/Trophies 

& BOIS 

Stakes/TAB 

Distribution % 

Betting Turnover $000 

Oncourse Turnover 

(Tote) $000 

9,281 8,869 7,889 6,968 5,319 

69.6% 68.7% 70.5% 67.6% 60.0% 

9,502** 9,849** 9,644** 7,907 6,845 

Bookmakers - - - - - 

TAB on WAGRA 

meetings 

Membership 

58,299 59,562 56,299 50,123 44,100 

Total Members 168 168 153 119 127 

* Includes Tax rebates and discretionary TAB payments. 

** Excludes $8,329,010 invested via Exotica Punters Club. 

10



Output Measures 

2008/09 

Actual 

2008/09 

Target 

Reason for 

Signifi cant Variance 

Quantity 

On-course Totalisator Profi t 

$1,222,633 

$1,339,000 

Reduction due to general economic situation. 

Off-course commission* 

$13,339,965 

$13,420,000 

Stakemoney** 

$8,741,655 

$8,850,000 

Quality 

On-course Totalisator Profi t: Number of racing 

opportunities for on-course investment 

(average number of races held/meeting). 

12.1 

12.0 

Off-course Commission: Number of meetings 

where live off-track vision was made 

possible through MDS or satellite services. 

296 

295 

Stakemoney: Number of feature races conducted 

as opportunity for higher stakemoney 

and continued quality of programme. 

55 

55 

Timeliness 

On-course Totalisator Profi t: Number of meetings 

conducted in accordance with programme. 

296 

295 

Off-course Commission:***. 

N/A 

N/A 

Stakemoney: % stakemoney payments available 

(excludes swabs) within 4 working 

days of entitlement). 

100% 

100% 

Cost 

On-course Totalisator Profi t ***: 

Average profi t/meeting 

Off-course Commission ***: 

Ratio of off-course commission 

to off-course turnover 

$4,131 

4.37 

$4,539 

4.41 

Impacted by reduced investments due to 

general economic situation. Racing adjusted 

to follow nomination fl ow, resulting 

in lesser stakemoney payable. 

Stakemoney: Average stakemoney/meeting 

$29,533 

$31,000 

Notes 

* 2008/2009 off-course commission was earned on turnover of $58,299,470 for greyhounds racing in WA. 

The target turnover is estimated from the budgeted off-course commission in conjunction with the forecast net return per investment dollar. 

** Exludes trophies and Breeders & Owners Incentive Scheme (BOIS) 

*** Off-course commission is net distribution by RWWA to WAGRA on a monthly basis. 

Timeliness is therefore beyond the control of WAGRA's operation. 

11



Compliance Statements 

Advertising Expenditure 

In accordance with section 175ZE of the Electoral Act 

1907, the Commission incurred the following expenditure 

in advertising, market research, polling, direct mail 

and media advertising: 

1. Total expenditure for 2008/2009 was $87,226. 

2. Expenditure was incurred in the following areas: 

Area 

Disability Access and 

Inclusion Plan Outcomes 

$ 

(Exc GST) 

Agency/ 

Organisation 

In accordance with the Disability’s Services Act 1993, WAGRA 

continues to ensure, wherever possible, that services and facilities 

are provided in accordance with the principles of universal access 

to all members of the community. 

Consideration of the needs of disabled persons, both general public 

and employees, is included in routine building maintenance, capital 

works projects and information technology improvements. WAGRA 

is committed to develop and promote the aspirations and potential 

of people with a disability within the community. 

We continue our commitment to the Companion Card program 

for gate attendance. 

$ 

(Exc GST) 

Advertising agency Nil 

Market research Nil 

Polling 

Nil 

Direct Mail 

Nil 

Media Advertising Community Newspapers 4,486 

Fairfax Radio Network 24,468 

Police Down Under 

Magazine 

268 

Rural Press 19,603 

Sunday Times 5,139 

West Coast Visitors Guide 2,160 

Austral Media 

(Australian Firefi ghters Journa) 

295 

Nova 93.7 23,640 

Silversands Timeshare Club 727 

Singletons Residents Association 115 

Western Australian 

Newspaper 

2,005 

West Coast Radio 4,320 

87,226 

Recordkeeping Plan 

In accordance with the State Records Act 2000, S61, and the State 

Record Commission Standards, Standard 2 : Principle 6; WAGRA 

maintains a Recordkeeping Plan together with an approved Retention 

and Disposal Schedule. 

WAGRA conducts an ongoing recordkeeping training program 

addressing employee roles and responsibilites in regard to their 

compliance with the agency’s plan. 

The efficiency and effectiveness of WAGRA’s recordkeeping 

systems will again be evaluated at the conclusion of the 2010 

fi nancial year. 

Corruption Prevention 

In accordance with Premier’s Circular 2005/02 : Corruption Prevention, 

WAGRA is required to report on measures taken to reduce 

the risk of corruption and misconduct. 

In a proactive manner, WAGRA continues to focus on identifying 

potential areas of risk with a view to developing treatment plans 

to minimise exposure. Potential areas of risk are included in 

WAGRA’s ongoing risk management evaluation system, and staff 

are educated in risk reduction. 

The Public Interest Disclosure Act 2003 defi nes special action that 

must be taken in relation to disclosures of public interest information 

that may show that a public authority, offi cer or contractor has 

been, or proposes being involved in, improper conduct, committing 

an offence, or misuse of public resources. 

WAGRA has an appointed Public Interest Disclosure Offi cer and 

there were no reported disclosures during 2008/2009. 

Compliance with Public Sector Standards 

and Ethical Codes 

In accordance with the Public Sector Management Act 1994, S31 

(1), WAGRA complies with the Public Sector Standards in Human 

Resource Management, Grievance Resolution and Ethical Codes. 

During the reporting period, no grievances were lodged relating to 

non-compliance with the standards. We continue to monitor and 

assess our compliance. 

12



Sustainability 

Commitment 1.2 of the Sustainability Code of Practice for Government 

Agencies and Resource Guide for Implementation requires 

agencies to report on compliance with the Code and other sustainability 

achievements. 

WAGRA provides opportunities for all members of society to engage 

in recreational activity that provides enrichment in people’s lives 

through hobby participation and general race meeting attendance, 

and improves connections amongst the wider community. Support 

for local charity foundations is a part of the commitment to the community 

and is supported by management and industry participants. 

Recent charities to be involved and obtain benefi ts through participation 

with greyhound racing include Rocky Bay Inc, Appealathon, 

Make-A-Wish Foundation, Children’s Leukaemia and Cancer 

Research Foundation, Princess Margaret Foundation and The 

Centre for Cerebral Palsy. 

In 2008/2009 WAGRA continued to adopt sustainable practices in 

line with Government policies when procuring goods and services 

and in the delivery of its services. In respect to waste management 

and recycling, energy and water conservation, vehicle and fuel 

effi ciencies, WAGRA will continue to work towards enhancing its 

performance and is developing policies and practices to encourage 

its employees to continue to adopt and improve sustainable 

practices. 

Occupational Safety and Health 

In accordance with Premier’s Circular 2007/12: Code of Practice: 

Occupational Safety and Health in the Western Australian Public 

Sector all agencies are required to report on occupational safety, 

health and injury management performance, policies and initiatives. 

WAGRA complies with the injury management requirements of 

the Workers’ Compensation and Injury Management Act 1981 

by adhering to a documented Injury Management Policy which 

is available for all staff, by educating staff regarding safe work 

practices, and by holding regular meetings to identify and rectify 

potential problems. 

WAGRA continued its program of offering fl u vaccinations as part 

of an employee wellness programme. 

Staff are encouraged to undertake Senior First Aid courses, 

and quarterly Emergency Response training is conducted by 

an accredited provider in accordance with Australian Standard 

AS-3745-2002. 

Annual Performance Indicator 

Number of fatalities 0 

Number of severe claims 0 

Number of Lost time injury/diseases (LTI/D) 2 

Lost time injury severity rate 0.0000 

Appealathon Cup winner MOST NOBLE with breeder/owner/trainers Bill & Penny McNally, Connie & Jim McCormack and young admirers. 

13



Income Statement 

for the year ended 31 July 2009 

14



Balance Sheet 


15



Statement of Changes in Equity 


16



Cash Flow Statement 


17



Notes to and forming part of the Financial Statements 


18



19



20



21



22



23



24



25



26



27



28



29



30



31



32



33



34



35

Auditor General 

INDEPENDENT AUDIT OPINION 

To the Parliament of Western Australia 


FINANCIAL STATEMENTS AND KEY PERFORMANCE INDICATORS 

FOR THE YEAR ENDED 31 JULY 2009 

I have audited the accounts, financial statements, controls and key performance indicators 

of the Western Australian Greyhound Racing Association. 

The financial statements comprise the Balance Sheet as at 31 July 2009, and the Income 

Statement, Statement of Changes in Equity and Cash Flow Statement for the year then 

ended, a summary of significant accounting policies and other explanatory Notes. 

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

Association’s Responsibility for the Financial Statements and Key Performance 

Indicators 

The Association is responsible for keeping proper accounts, and the preparation and fair 

presentation of the financial statements in accordance with Australian Accounting Standards 

(including the Australian Accounting Interpretations) and the Treasurer’s Instructions, and 

the key performance indicators. This responsibility includes establishing and maintaining 

internal controls relevant to the preparation and fair presentation of the financial statements 

and key performance indicators that are free from material misstatement, whether due to 

fraud or error; selecting and applying appropriate accounting policies; making accounting 

estimates that are reasonable in the circumstances; and complying with the Financial 

Management Act 2006 and other relevant written law. 

Summary of my Role 

As required by the Auditor General Act 2006, my responsibility is to express an opinion on 

the financial statements, controls and key performance indicators based on my audit. This 

was done by testing selected samples of the audit evidence. I believe that the audit evidence 

I have obtained is sufficient and appropriate to provide a basis for my audit opinion. Further 

information on my audit approach is provided in my audit practice statement. Refer 

www.audit.wa.gov.au/pubs/AuditPracStatement_Feb09.pdf. 

An audit does not guarantee that every amount and disclosure in the financial statements 

and key performance indicators is error free. The term “reasonable assurance” recognises 

that an audit does not examine all evidence and every transaction. However, my audit 

procedures should identify errors or omissions significant enough to adversely affect the 

decisions of users of the financial statements and key performance indicators. 

Page 1 of 2 

4 th Floor Dumas House 2 Havelock Street West Perth 6005 Western Australia Tel: 08 9222 7500 Fax: 08 9322 5664

Western Australian Greyhound Racing Association 

Financial Statements and Key Performance Indicators for the year ended 31 July 2009 

Audit Opinion 

In my opinion, 

(i) the financial statements are based on proper accounts and present fairly the 

financial position of the Western Australian Greyhound Racing Association at 31 

July 2009 and its financial performance and cash flows for the year ended on that 

date. They are in accordance with Australian Accounting Standards (including the 

Australian Accounting Interpretations) and the Treasurer’s Instructions; 

(ii) the controls exercised by the Association provide reasonable assurance that the 

receipt, expenditure and investment of money, the acquisition and disposal of 

property, and the incurring of liabilities have been in accordance with legislative 

provisions; and 

(iii) the key performance indicators of the Association are relevant and appropriate to 

help users assess the Association’s performance and fairly represent the indicated 

performance for the year ended 31 July 2009. 

COLIN MURPHY 

AUDITOR GENERAL 

22 October 2009 

Page 2 of 2



Key Performance Indicators 

Desired Outcome: 

Service: 

The effi cient administration, promotion and maintenance of greyhound racing. 

Entertainment and opportunity through greyhound racing. 

The overall service includes the supporting activities of: 

Services and Facilities: The provision of optimum quality services and facilities to encourage maximum participation 

in greyhound racing by participants and spectators. 

Industry Promotion: The encouragement of direct participation in the greyhound racing industry by providing 

appropriate quality and quantity of infrastructure, incentives and opportunities to 

participate. 

GRAPH 1 

Attendance at Race Meetings 

Comparison by Venue 2005/06 to 2008/09 

No. of Patrons 

100,000 

80,000 

60,000 

40,000 

20,000 

0 

2005/06 2006/07 2007/08 2008/09 Budget 

Cannington 85,471 103,256 91,573 89,285 90,000 

Mandurah 54,845 57,282 76,001 65,074 70,000 

Northam 3,755 2,587 3,090 2,980 3,000 

Effectiveness 

Attendances at race meetings are prime indicators of 

public support for WAGRA’s investment in on-course 

services and facilities together with the performance of 

on-course totalisator profi t. 

Attendances at free admittance race meetings, where 

there are no gate records kept, are assessed on estimate 

of patrons by the Manager Operations or duly 

appointed race meeting manager. 

GRAPH 2 

On-course Totalisator Turnover 


Turnover ($) 

6,000,000 

5,000,000 

4,000,000 

3,000,000 

2,000,000 

1,000,000 

Effectiveness 

On-course totalisator turnover is directly related to 

the Association’s on-course tote commission and is a 

major income source for operations. The importance 

of this commission also reflects WAGRA’s commitment 

to attract on-course patrons. 

Note: The Cannington fi gures exclude Exotica and 

NeoExotica turnover of $8,329,010 

0 


Cannington 4,952,161 6,410,726 5,886,310 5,810,601 6,000,000 

Mandurah 2,737,807 3,061,292 3,716,329 3,404,287 4,000,000 

Northam 216,612 192,240 263,553 287,024 280,000 

38



GRAPH 3 

Off-course Totalisator Turnover 


Turnover ($) 

250,00 0,0 00 

200,00 0,0 00 

150,00 0,0 00 

100,00 0,0 00 

50,00 0,0 00 

0 

2005/06 2006/07 2 007/08 2008/09 Bu dget 

Eastern Sta tes 241,546,157 - - - - 

Canni ngton 19,8 41,6 60 25,584,446 22,3 73,78 7 22,939,319 2 3,00 0,00 0 

Mandurah 27,3 73,5 24 27,523,173 33,5 23,02 5 31,896,466 3 3,00 0,00 0 

Northam 2,908,271 3,1 91,1 04 3,988,275 3,75 2,33 0 3,500,000 

Effectiveness 

Off-course totalisator turnover is the single most important 

factor to the main income source: RWWA Distribution. 

Coverage of local and interstate race meetings 

through TAB agencies, quality of race meetings, 

stakemonies and the overall promotion of this racing 

code in WA are collectively important to maximise the 

interest of off-course investors. The success of this 

business output is paramount to the achievement of 

the desired business outcome. 

Due to a change in policy of RWWA Distribution, the 

betting turnover on meetings conducted in other States/ 

Territories in Australia are no longer relevant to distribution 

funding for WAGRA. 

GRAPH 4 

Racing Opportunities 


No. of Race Meetings 

150 

100 

50 

Effectiveness 

Race meetings held at the three locations provide the 

opportunity for owners, as well as trainers, to race their 

greyhounds. Whilst the graph logs race meetings, the 

number of races held in 2008/09 was 3,581 as compared 

to 3,507 the previous year. 

0 


Cannington 105 125 107 105 105 

Mandur ah 129 126 156 163 162 

Northam 26 25 27 28 28 

39

Average Stakemoney 

Paid/Meeting 



GRAPH 5 

Average Stakemoney Paid/Meeting 

Comparison 2005/06 to 2008/09 

$32,000 

$30,000 

$28,000 

$26,000 

$24,000 

$22,000 

$20,000 

$18,000 

$16,000 

$14,000 

$12,000 


Av Stakemoney $25,359 $27,221 28,907 29,533 31,000 

Effectiveness 

Stakemonies paid in conjunction with the number of 

race meetings held provide the incentive for new and 

existing owners, as well as trainers, to increase their 

interest in the sport. 

In 2008/09 stakemoney totalled $8,742 being paid 

over 296 race meetings and an additional $539,627 

was allocated in the form of trophies and incentives. 

Country stakemoney for Northam racing reduces the 

average stakemoney paid per meeting. 

In 2008/09 six additional race meetings were held. 

Average stakemoney per meeting was lower than 

budget due to the greater proportion of additional races 

at country grades due to industry requirements. 

WAGRA Costs per $000 of Betting Turnover 


PERIOD 

TOTAL 

BETTING 

TURNOVER 

$000 

OPERATING 

EXPENSES 

$000 

Audited KPI 

COST/$000 

BETTING 

TURNOVER 

2008/09 68,090 20,609 302.68 

2007/08 69,751 19,052 273.14 

2006/07 65,963 27,895 271.29 

Operating Expenses to Betting Turnover 

The table shows total operating expenses to total 

turnover for betting assessed as a global indicator 

for the overall operations of WAGRA, in particular the 

output of maximum participation in greyhound racing 

by investors and spectators. 

The operating expenses are identifi ed as a relevant 

and measurable ouput to generate customer investment 

through betting sales. 

Due to a change in policy of RWWA Distribution, 

the betting turnover on meetings conducted in other 

states/territories in Australia are no longer relevant to 

distribution funding. 

Refer Graph 3 - Off-Course Turnover. 

The comparable details for 2005/06 are 58,030 

268.74. 

2005/06 299,576 15,595 52.07 

Operating expense amounts above exclude expenses relating to 

Food and Beverage cost of sales. 

40



41



Income Statement 

for the year ended 31 July 2010 

42

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