Department of Transport Annual Report 2010 - 2011

Annual Report 

2010 - 2011

Department of Transport Annual Report 

2010-11 

version 2 

Our purpose 

To provide safe, accessible, sustainable and efficient transport services and systems 

which promote economic prosperity and enhance the lifestyles of all Western 

Australians. 

Our vision 

To be recognised for excellence in customer service in providing world class 

transport services and solutions. 

Our services 

The Department benefits the community in many ways through planning, development 

and regulation of transport operations and systems; licensing services; strategic 

transport policy and integrated transport planning. 

Our goals 

To provide effective and efficient transport systems and services to the economy of 

Western Australia, and assist the well-being of all Western Australians. 

We will do this by: 

• Focussing on strategic transport policy and planning, regulation and operational 

transport functions across the range of public and commercial transport systems 

that service Western Australia; 

• Connecting people with goods and services through an intricate system of 

roads, railways, airports, ports and waterways and educating and regulating to 

keep them safe within those networks; and 

• Planning, co-ordinating and prioritising the transport related infrastructure that 

allows our economy to grow. 

Our outcomes 

• Transport system and services development, planning, operation and regulation. 

• Motor vehicle and driver licensing services. 

• Strategic transport policy. 

• Integrated transport planning. 

Our values 

Teamwork 

We work together in the spirit of cooperation. 

Respect 

We welcome and accept differences and commonalities. 

Passion 

We embrace work with enthusiasm and energy. 

Learning and innovation 

We grow and seek better solutions. 

Commitment and pride 

We strive for excellence and do our best. 

Honesty and integrity 

We act ethically and fairly. 

Leadership 

We inspire and guide others. 

Understanding 

We listen and respond appropriately.

Contents 

Overview of agency ii 

Statement of compliance with the Financial Management Act 2006 ii 

Director General’s foreword 1 

Executive summary 2 

Financial summary 4 

Organisational structure 6 

Legislation priorities 8 

Outcome based management framework 10 

Goal 1: Outcome based service delivery 10 

Goal 2: State building – Major projects 12 

Agency performance 14 

Significant issues impacting the agency 30 

Financial targets 31 

Government policy requirements 32 

Policy statement 32 

Occupational health safety and wellbeing key performance indicators 32 

Disability access and inclusion plan outcomes 34 

Workers compensation and rehabilitation 35 

Substantive equality 36 

Peer support program 36 

Employee assistance 36 

Employment and industrial relations 37 

Internal audit reviews 37 

Audit and risk management committee (ARMC) 38 

Risk management 38 

Freedom of information 39 

Other legal requirements 40 

Advertising 40 

Better recordkeeping 40 

Governance disclosure 41 

Ministerial directives 41 

Financial disclosures 41 

Major capital projects 41 

Financial statements 42 

Auditor General independent audit opinion 42 

Certification of financial statements 44 

Financial statements 45 

Key performance indicators 94 

Certification of key performance indicators 94 

Key performance indicators 94 

Office locations 110 

i

Overview of agency 

ii 

Statement of compliance with the Financial 

Management Act 2006 

For the year ended 30 June 2011 

To the Minister 

Hon Troy Buswell BEc MLA 

Minister for Transport 

In accordance with Section 61 of the Financial Management 

Act 2006, I hereby submit for your information and 

presentation to Parliament the Department of Transport’s 

annual report for the financial year ended 30 June 2011. 

The report has been prepared in accordance with the 

provisions of the Financial Management Act 2006 and fulfils 

the Department of Transport’s reporting obligations under 

the Public Sector Management Act 1994, the Disability 

Services Act 1993 and the Electoral Act 1907. 

Reece Waldock 

Director General - Transport 

Hon Troy Buswell BEc MLA 

Minister for Transport

Director General’s foreword 

The Department of Transport (DoT) has made great strides towards becoming the 

leader in transport in Western Australia over the past two years. 

DoT’s Policy, Planning and Investment division has been extremely active and some 

of the projects it has been engaged in include the High Street upgrade in Fremantle, 

the Public Transport Network Plan, upgrades to the State’s grain freight network and 

securing the future of Fremantle Ports’ inner harbour. 

Similarly DoT’s operations division, Transport Services, also delivered some good 

outcomes in the past year. 

The division oversaw construction of a multi-million dollar public boat-launching 

facility at Port Kennedy, commencement of works at the Milligan Street Secure Taxi 

Rank and the $1.9 million demolition and reconstruction of D Jetty at Hillarys Boat 

Harbour. 

Aside from those things DoT also: 

• Successfully introduced a new demerit point system for novice (L and P plate) 

drivers. 

• Secured $7.74 million for the replacement of taxi camera units to make taxi travel 

safer. 

• Facilitated a record $8.4 million in regional airports funding. 

The Transport portfolio reached a significant milestone on 3 May 2011, marking 12 

months since I took responsibility for the State’s three transport agencies – DoT, 

Public Transport Authority (PTA) and Main Roads WA (MRWA). 

In the past year I have taken a holistic view of the key role that transport plays in 

our State’s continued economic growth, and especially of the considerable benefits 

offered by a cohesive, integrated approach to the planning, investment and operation 

of WA’s transport system. 

Together with the Minister for Transport, we are setting clear priorities and investing in 

our transport system, while planning for the next generation of transport users. 

In a year of changing priorities, the Transport portfolio has overcome challenges and 

accomplished significant goals, while demonstrating an integrated model that acts as 

a benchmark for other Government agencies. 

The formal appointment of Mark Burgess as Managing Director PTA and Menno 

Henneveld as Managing Director MRWA further strengthens the position of those 

two agencies as leaders in public transport and roads delivery and management. 

As Director General of the Transport portfolio, it is a 

privilege to lead such a strong team and I commend the 

many teams and individuals in DoT, PTA and MRWA for 

their efforts during 2010-11. 

Reece Waldock 


Reece Waldock 

Director General, Transport 

1

Executive summary 

The Department of Transport (DoT) made major progress last year towards its vision of 

being a leader in providing world-class transport services and solutions. 

This executive summary outlines some of the major achievements and milestones met 

by DoT during the 2010-11 financial year. 

Driver and Vehicles Services (DVS, formerly known as Licensing) has continued to adapt 

and improve its business through use of new technologies. 

A major upgrade to the customer contact centre’s telecommunications systems and 

various other reform projects were completed in 2010-11. 

The telecommunications system improvements provide customers with greater flexibility 

to make enquiries and payments using voice recognition, and in March 2011 the call 

centre achieved its highest service level in more than seven years. 

BPOINT, an internet and telephone credit card payment system, was introduced in 

December 2010 for the payment of traffic infringements, and provides customers with 

the ability to pay by credit card at any time. 

2 

Self-service web kiosks were installed in all nine metropolitan DVS centres to reduce the 

number of people waiting to be served by customer service officers. 

A new graduated demerit point system for novice drivers was introduced in 2010-11. This 

initiative, which reduced the number of demerit points available to learner and P-plate 

drivers, was the result of recommendations from the Road Safety Council regarding the 

high number of novice drivers involved in road crashes. 

The DoT website was enhanced in 2010-11, bolstering self-service initiatives such as 

demerit points enquiries, the optional plates enquiry tool, driver licence status, vehicle 

licence enquiry, account details enquiry and the introduction of smart forms. 

In the regions, a landmark agreement was forged between DoT and the Meekatharra 

Community Resource Centre to provide driver and vehicle licensing services to people 

in the Meekatharra area. This marked the first time a not-for-profit organisation was 

engaged to provide online licensing services. 

DVS business once again grew in 2010-11, and approximately $1.6 billion was collected 

through fees and charges and 6.2 million transactions were processed. 

Driver and Vehicle Services: Customer receiving new plates

In the Passenger Services Business Unit (PSBU), DoT developed a new Taxi Camera 

Surveillance Unit (TCSU) standard and secured $7.7 million to fund camera upgrades in 

all metropolitan taxis. 

During the 2010-11 financial year DoT approved 130 peak period, 58 restricted area and 

30 conventional taxi lease plates for release to meet increasing demand. 

DoT also started work on the Taxi Action Plan (TAP), which aims to achieve the State 

Government’s objective to improve metropolitan taxi services, specifically in the areas 

of availability, safety and standards. 

As part of the TAP, DoT has recruited additional staff and purchased new vehicles to 

improve taxi compliance. 

Coastal areas were again a focus for DoT. The construction of a land-backed wharf at 

the Kalbarri Maritime Facility was completed to meet the growing demands of the local 

fishing and charter boat industries. 

At Woodman Point, DoT upgraded the parking facilities to a total of 300 car and boat 

trailer bays, costing $1.25 million. 

In April 2011 work was completed on the latest stage of a major program to replace 

jetties at Hillarys Boat Harbour. The $1.9 million demolition and reconstruction of D 

Jetty delivered a modern floating pen system with increased capacity and improved 

safety. 

A $10 million upgrade at the Port of Wyndham started in 2010-11 and is scheduled for 

completion at the end of 2011. The works will allow larger vessels to access the port, 

providing a strategic transport link for the east Kimberley region, which services the 

mining, cattle and tourism industries. 

DoT also continued its work in the promotion of safe boating throughout WA. 

The Marine Education Boatshed was a finalist in the 2011 WA Outdoor Recreation 

Industry Awards for its successful Seatrek Program, which provides teenagers with 

the skills to undertake week long sailing or powerboat voyages. The program is just 

one of the many exciting marine education experiences boatshed staff delivered to 

9,235 primary and high school students in 2010-11. 

The number of Recreational Skipper’s Tickets issued to boaters also grew in 2010-11 

with 15,967 people joining the 141,000 already qualified, strongly reinforcing the success 

of the marine safety initiative. 

Marine Officer verifying current Recreational Skipper’s Ticket 

3

Financial summary 

In 2010-11, the DoT recorded a net cost of services of $125.09 million. Expenditure 

on ordinary activities totalled $308.14 million. 

The DoT provided a highly diverse range of products and services to its numerous 

stakeholders, clients and customers, through: 

• Transport system planning and regulation; 

• Motor vehicle registration and driver licensing services; 

• Strategic transport policy; and 

• Integrated transport planning. 

4 

Expenditure by key activities 

$308.14 million 

151,063 

10,621 

13,316 

133,138 

Transport system planning 

and regulation 

Motor vehicle registration and 

driver licensing services 

Strategic Transport Policy 

Integrated Transport Planning 

Operating expenses by category 


8,605 

11,120 

73,534 

96,976 

47 

8,179 

As the graph illustrates, the major expense categories were 

• Employee expenses (35.6%) 

• Supplies and services (31.5%) 

• Grants and subsidies (23.9%) 

109,676 

Employee expenses 

Supplies and services 

Depreciation and amortisation 

expense 

Accommodation expenses 

Grants and subsidies 

Loss on Disposal of Non-Current 

Assets 

Other expenses from ordinary 

activites

1,815 

23,241 

Income by category 


38,278 

231 

Operating revenues of $183.04 million were raised in 2010-11. The revenue was 

derived from a range of services including: 

• Boat registrations; 

• Small boat harbour fees; 

• Motor vehicle and driver licences; and 

• Perth parking fees. 

The accompanying chart shows the distribution by the main revenue categories. 

Administered revenues 

$1.57 billion 

532,754 

343,017 

7,667 40,424 

73,262 

119,479 

522,304 

6,856 

44,985 

User charges and fees 

Sales 

Grants and subsidies 

Interest Revenues 

Other revenues 

Motor drivers’ licences 

Motor vehicle registrations 

Plate and transfer infringements 

Recording fees 

Speed and red light infringement 

fines 

Stamp duty 

Third party motor vehicle 

insurance premiums 

Other 

The DoT also administered functions on behalf of the Department of Treasury and 

Finance and other Government agencies. The administered revenue from these 

functions totalled $1.57 billion in 2010-11. 

Assets under management 


15,721 

119,227 

41,849 

152,937 

The DoT managed a diverse asset base totalling $329.73 million in the provision of 

services. 

The accompanying chart shows the distribution by asset class. 

Property, plant, equipment 

and vessels 

Infrastructure 

Intangible Assets 

Construction in Progress 

The DoT’s equity at 30 June 2011 was $503.70 million, which comprises contributed 

equity ($431.48 million), reserves ($16.31 million) and accumulated surplus 

($55.91 million). 

Funding for the operations of the DoT was sourced from revenue from Government 

of $149.14 million (primarily appropriations $143.51 million) and retained revenues of 

$183.04 million (as shown above under income by category). 

5

Organisational structure 

Transport Portfolio 

6 

Deputy Director General 

Policy Planning and Investment 

Sue McCarrey 

Department of Transport 

Managing Director 

Transport Services 

Nina Lyhne 

Director – O�ce of 

Director General 

Richard Barrett 

Managing Director - MRWA 

Menno Henneveld 

Main Roads WA 

Minister 

for Transport 

Director General - 

Transport 

Reece Waldock 

Managing Director - PTA 

Mark Burgess 

Public Transport Authority 

Port Authority 

Boards 

Broome 


Port Hedland 


Dampier 


Geraldton 


Fremantle 


Bunbury 


Albany 


Esperance 


Port Authorities

Department of Transport 

Executive Director 

- Transport Policy 

& Systems 

Ben Harvey (A) 

• Strategic 

Transport Policy 

• Freight Policy 

• Maritime & 

Aviation Policy 

• Sustainable & 

Active Transport 

Policy 

• Freight & 

Logistics Council 

Deputy Director General - 

Policy, Planning & Investment 

Sue McCarrey 


- Integrated 

Transport Planning 

Steve Beyer (A) 

• Strategic Network 

Development 

• People Mobility 

Network 

Development 

• Travel Demand 

Management 


- Major Transport 

Projects 

Gary Player (A) 

• Major Transport 

Project 

Development 

• Lead Agency 

Framework 

• Oakajee 


Project 

• Grain Network 

Project 

• Esperance Clean 

Up 


- Investment & 

Finance Coordination 

Peter King (A) 

• Chief Financial 

O�cer 

• Portfolio 

Strategic 

Investment 

Coordination 

• Financial Services 

• Budget Planning 

• Review & Audit 

Director, O�ce of the 

Director General 

Richard Barrett 

• Portfolio 

Coordination 

• Communications 

• Ministerial and 

Government 

Business 

• Governance and 

Strategic Planning 


– People and 

Organisational 

Development 

Fiona Knobel 

• Human Resources 

• Organisational 

Development 

• Occupational 

Health & Safety 

Departmental Services 

Minister 

for Transport 


Reece Waldock 


– Corporate Support 

Bill Ielati (A) 

• Legal & Legislative 

Services 

• Accommodation 

Services 

• Procurement 

Services 

• Information 

Management 

• Strategic 

Information 

Technology 

Planning 

• Information 

Technology 

Support 

General Manager – 

Driver and Vehicle 

Services 

Michael D’souza 

• Licensing Services 

General Manager 

- Regional Services 

Peter Ollerenshaw 

• Regional Services 

Managing Director 

Transport Services 

Nina Lyhne 


- Coastal 


Steve Jenkins (A) 

• Coastal 



- Marine Safety 

David Harrod 

• Marine Safety 


- O�ce of Rail Safety 

Rob Burrows 

• Rail Safety 

July 2011 

(A) Denotes: Acting 


- Passenger Services 

Peter Ryan 

• Passenger 

Services 

7

Legislation priorities 

On behalf of the Minister for Transport during 2010-11 the Department of 

Transport administered the following Acts: 

• Harbours and Jetties Act 1928 

• Jetties Act 1926 

• Lights (Navigation Protection) Act 1938 

• Marine and Harbours Act 1981 

• Marine Navigational Aids Act 1973 

• Maritime Fees and Charges (Taxing) Act 1999 

• Motor Vehicle Drivers Instructors Act 1963 

• Owner-Drivers (Contracts and Disputes) Act 2007 

• Perth Parking Management Act 1999 

• Perth Parking Management (Consequential Provisions) Act 1999 

• Perth Parking Management (Taxing) Act 1999 

• Pilots’ Limitation of Liability Act 1962 

• Pollution of Waters By Oil and Noxious Substances Act 1987 

• Port Authorities Act 1999 

• Rail Safety Act 2010 

• Railway Discontinuance Act 2006 

• Railway Discontinuance Act (No 2) 2006 

8 

• Railway (Butler to Brighton) Act 2010 

• Railway (Tilley to Karara) Act 2010 

• Road Traffic Act 1974 

• Road Traffic (Administration) Act 2008 

• Road Traffic Amendment (Dangerous Driving) Act 2004 

• Road Traffic (Authorisation to Drive) Act 2008 

• Road Traffic (Vehicle Licensing) (Taxing) Act 2001 

• Road Traffic (Vehicles) (Taxing) Act 2008 

• Sea Carriage of Goods Act 1909 

• Shipping and Pilotage Act 1967 

• Taxi Act 1994 

• Trans-Continental Railway Act 1911 

• Transport Co-ordination Act 1966 

• Western Australian Marine Act 1982 

• Western Australian Marine (Sea Dumping) Act 1981 

• Wire and Wire Netting Act 1926 

Source: Western Australian Government Gazette No 1, 4 January 2011

Other legislation and regulations affecting the functions and operation of the 

Department of Transport include: 

• State Records Act 2000 

• State Records (Consequential Provisions) Act 2000 

• State Trading Concerns Act 1916 

• Criminal Code 1913 

• Electronic Transactions Act 2003 

• Evidence Act 1906 

• Financial Management Act 2006 

• Freedom of Information Act 1992 

• Limitation Act 2005 

• Public Sector Management Act 1994 

• Disability Services Act 1993 

• Equal Opportunity Act 1984 

• Industrial Relations Act 1979 

• Interpretation Act 1984 

• Library Board of Western Australia Act 1951 

• Minimum Conditions of Employment Act 1993 

• Native Title Act (Commonwealth) 1993 

• Occupational Safety and Health Act 1984 

• Royal Commission (Custody of Records) Act 1992 

• State Supply Commission Act 1991 

9

Outcome based management framework 

Government goals 

1. Outcome based service 

delivery 

Greater focus on achieving 

results in key service delivery 

areas for the benefit of all 

Western Australians. 

2. State building - Major 

projects 

Building strategic infrastructure 

that will create jobs and 

underpin Western Australia’s 

long-term economic 

development. 

10 

Departmental desired 

outcomes 

1. An accessible and safe 

transport system. 

2. Vehicles and road users 

that meet established 

vehicle standards and driver 

competencies. 

3. Integrated transport 

systems that facilitate 

economic development. 

Departmental services 

1. Transport system and 

services development, 

planning, operation and 

regulation. 

2. Motor vehicle and driver 

licensing services. 

3. Strategic transport policy. 


planning. 

Goal 1 - Outcome based service delivery 

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


Outcomes and key effectiveness indicators for Goal 1 

Outcome 1: An accessible and safe transport system 

Key effectiveness 

2010-11 2010-11 

Reasons for significant variance 

indicators 

target actual 

Percentage of standard 

metropolitan (non multipurpose) 

taxi jobs not covered. 

Percentage by which the 

waiting time standard for 

metropolitan area taxis is met. 

Percentage of time maritime 

infrastructure is fit for purpose 

when required. 

Percentage of regional airports 

receiving regular public 

transport air services. 

Rate of reported incidents 

(accidents) on the water 

per 100 commercial vessels 

surveyed under the Western 

Australian Marine Act 1982. 

Rate of reported incidents 

(accidents) on the water per 

10,000 registered recreational 

vessels. 

Rate of serious rail accidents 

per million train kilometres. 

1.00% 1.60% 

90.00% 91.90% 

99.65% 99.73% 

100% 96% 

4.00 5.95 

9.00 12.52 

3.30 2.38 

During the 2010-11 year, the demand for 

metropolitan taxis increased by 9.4 per cent 

(peak and off-peak period demand combined). 

As a consequence of this increase in demand, 

the percentage of jobs not covered also 

increased. 

The introduction of a penalty provision for nonreporting 

of incidents appears to have had an 

impact on incident numbers known to DoT. In 

turn, there has been a shift of fishing vessels 

now surveyed to operate as trading vessels in 

the North-West servicing the resource industry. 

Recreational vessel registrations increased by 

4.7 per cent and incident numbers increased 

by 38 per cent. It appears the introduction of a 

penalty provision for non-reporting of incidents 

has had a negative effect on this indicator. 

The reporting definition for Category A 

occurrences changed with the introduction of 

the Rail Safety Act 2010 on 1 February 2011. 

This resulted in 24 occurrences previously 

categorised as Category A to become Category 

B. Had all occurrences been classified 

according to the Rail Safety Act 1998 then the 

actual rate of serious accidents would be 2.998.

Outcome 2: Vehicles and road users that meet established vehicle 

standards and driver competencies 


indicators 

Percentage of vehicle 

examinations completed in 

accordance with the Australian 

Design Rules assessed by 

independent audit. 

Percentage of driver licences 

issued that comply with the 

Graduated Driver Training and 

Licensing System assessed by 



target 


actual 

100% 99.80% 

100% 84.50% 


Records management practices associated 

with proof of identity documentation and log 

books not meeting the mandatory 25 hours of 

supervised driving are key contributors to the 

variance. 

Services and key efficiency indicators for Goal 1 

Service 1: Transport system and services development, planning, operation 


Key efficiency 

indicators 

Cost of regulation 

per taxi plate 

administered. 

Average cost per 

day per maritime 

infrastructure 

asset managed. 

Average survey 

cost per 

commercial vessel. 

Average cost per 

private recreational 

vessel registration. 

Cost to maintain 

marine pollution 

response 

preparedness per 

registered vessel. 

Average cost 

per household 

contacted under 

the ‘TravelSmart’ 

scheme. 


target 


actual 

$4,135 $2,959 

$63.07 $58.28 

$3,210 $2,429 

$104.01 $113.26 

$29.08 $24.48 

$335.51 $182.42 


This is the first year of reporting this key performance 

indicator (KPI) and further consideration has been 

given as to what costs constitute the regulation of the 

taxi industry. For example, costs more aligned with a 

customer service officer provision have been removed, 

as well as Taxi Industry Board expenditure (apart from 

board sitting fees). The changes have resulted in a 

decrease in the estimated cost of regulation per taxi 

plate administered. 

The variation between the 2010-11 budget target 

and the 2010-11 actual was due to lower staffing 

costs attributable to a lower than expected number 

of surveyed vessels and improved data collection for 

Regional Services and Corporate Support overhead 

costs resulting in a more accurate allocation of costs. 

The 2010-11 actual is lower than the 2010-11 budget 

due to the original estimate including additional 

costs of $250,000 for Oil Spill Mapping which did not 

eventuate. 

The method of calculation of the KPI has been 

changed to include only the nett cost to the State 

Government, excluding grants received during 2010-11. 

The 2010-11 actual is below the 2010-11 budget target 

because the grant was secured after the KPI target 

was established and the program scale was doubled 

(from 5,000 to 10,000 households) at no extra cost. 

The cost effectiveness improved as a result of the 

grant income. 

11

Service 2: Motor vehicle and driver licensing services 

Key efficiency indicators 

Average cost per vehicle and 

driver transaction. 

Average cost per vehicle 

inspection. 

Average cost per driver 

assessment. 

Percentage of driver licence 

cards issued within 21 days 

of completed application. 

12 


target 


actual 

$17.57 $17.19 

$78.22 $81.22 

$66.25 $77.94 

99.00% 99.90% 


Revised models have more accurately 

identified driver assessment costs 

associated with the regions that align directly 

to this measure. 

This along with a minor increase in the 

number of assessments undertaken for that 

period has resulted in a $11.69 increase per 

driver assessment compared to target. 

Goal 2 - State building – Major projects 

Building strategic infrastructure that will create jobs and underpin Western Australia’s 

long-term economic developement. 

Outcomes and key effectiveness indicators for Goal 2 

Outcome 3: Integrated transport systems that facilitate economic development 


2010-11 2010-11 


indicators 

target actual 

Percentage of containerised 

freight transported via rail in 

relation to total metropolitan 

container movements to and 

from Fremantle port. 

16.00% 11.50% 

The global economic downturn in trade has 

impacted significantly on rail volumes both 

through loss of certain trades and the intense 

competition from the road sector.

Services and key effectiveness indicators for Goal 2 

Service 3: Strategic transport policy 


Average cost per policy hour 

for strategic transport policy 

development. 


target 


actual 

$118.25 $109.78 

Driver and Vehicle Services Centre 


Service 4: Integrated transport planning 


Average cost per planning 

hour for integrated transport 

planning development. 


target 


actual 

$121.05 $149.73 


The variance reflects cost structures for multimodal 

planning activity and management of 

the Perth Parking Fund (totalling $3.66 million) 

that were transferred to DoT during 2010-11 

and not included in the budget target. 

Due to the split of DPI and the introduction 

of OSS, the 2010-11 KPIs were remapped to 

include not only human resource costs (as 

was done in 2009-2010), but items such as 

consultancy fees and professional services 

that are attributable to Integrated Transport 

planning functions. 

13

Agency performance 

Government goals Departmental desired 

outcomes 

1. Outcome based 

service delivery 





2. State building – 

Major projects 

Building strategic 

infrastructure that will create 

jobs and underpin Western 

Australia’s long-term 


14 


transport system. 



vehicle standards and driver 

competencies. 

3. Integrated transport systems 

that facilitate economic 

development. 

Passenger Services Compliance Officer with a taxi driver 





regulation. 



3. Strategic transport policy 

4. Integrated transport planning 

Transport services 

Rail safety accreditations 

Twenty-nine rail transport operators are currently regulated by the Office of Rail 

Safety. An important addition was the accreditation of BHPB Iron Ore PL, which had 

previously been exempted from the Rail Safety Act 2010 and was being regulated 

under the Mines Safety and Inspection Act 1994. 

Taxi Action Plan 

The Taxi Action Plan (TAP) aims to achieve the State Government’s objective to 

improve metropolitan taxi services, specifically in the areas of availability, safety and 

standards. 

The TAP specifically targets strategies to improve taxi reliability through: 

• the release of additional taxi plates; 

• enhancements to taxi driver entry and training standards; 

• the introduction of mechanisms to manage non-compliant driver behaviour 

following entry to the industry; 

• initiatives to improve taxi driver and taxi vehicle identification; 

• an increased ‘on-road’ compliance presence; and 

• actions to address a number of other issues of importance to the taxi industry.

Milligan Street Secure Taxi Rank upgrade 

The Milligan Street Secure Taxi Rank upgrade is a joint initiative with the City of 

Perth, designed to deliver safe and reliable transport and a safer Northbridge. 

The capital works, managed by the City of Perth, commenced in January 2011 and 

include changes to the road layout and the installation of lighting, CCTV and shelters 

to deliver a safer and more efficient taxi hub at Milligan Street. The upgrade will help 

minimise customer waiting times and reduce incidences of anti-social behaviour. 

The $1.87 million project is predominantly funded by Taxi Industry Development 

Account (TIDA), along with a contribution of $500,000 from the City of Perth. 

Taxi cameras 

The new Taxi Camera Surveillance Unit (TCSU) standard was approved on 

16 November 2010. The new standard requires TCSUs to have an increased frame 

rate, with continuous recording and storage capacity of 288 hours. External cameras 

are also required to capture incidents that occur immediately outside the taxi. The 

Minister for Transport announced on 5 January 2011 that the State Government 

would undertake a TCSU replacement program over 30 months from 1 July 2011 to 

31 December 2013. A subsidy of up to 80 per cent of the cost of a new TCSU will be 

made available with funding from TIDA. 

Extensive preparatory work has been undertaken with new regulations gazetted, 

two new TCSU models approved and a third under consideration. From 1 July 2011 

all new taxis must comply with the requirement to have an approved TCSU installed 

and to prevent unauthorised tampering and downloading of the recorded material. 

Additional taxi plates 

During 2010-11 DoT approved 130 peak period, 58 restricted area and 30 conventional 

taxi lease plates for release. Recent performance data had indicated that the taxi 

industry could not meet increasing demand and DoT is in the process of releasing 

the additional plates. 

Payment options 

For many years the Passenger Services Business Unit (PSBU) could only offer the 

traditional payment options of cash or cheque to their clients. Following discussions 

with industry, PSBU worked with Driver and Vehicle Services (DVS) to provide new 

payment options. 

The new options were introduced in 2010-11 and included the traditional options 

of cash and cheque, as well as the more favoured choices of EFTPOS and credit 

card, which could be taken at the PSBU counter or over the telephone. These new 

arrangements have been met with satisfaction from industry. 

Construction of a land-backed wharf at Kalbarri 

The construction of the land-backed wharf at the Kalbarri Maritime Facility has been 

completed. The new facility will meet the growing demands of the local fishing and 

charter boat industries. 

The wharf is located between the existing service jetty and boat pens, which will 

allow the local fishing fleet operators to directly load and unload consumables and 

catch, avoiding double handling and greatly improving efficiency and safety. 

Project planning and consultation occurred in conjunction with the Kalbarri 

Fishermen’s Association, Mid-West Development Commission, Shire of Northampton 

and the traditional land owners. Onsite construction of the facility was completed in 

June 2011 at a cost of $1.9 million. 

Kalbarri Maritime Facility 

15

Woodman Point Recreational Boating Precinct 

The Perth Recreational Boating Facility Study identified the Woodman Point 

Recreational Boating Precinct as a highly important site within the south metropolitan 

area to support the growth and future demand for boat launching, storage and a 

range of supplementary maritime service businesses. 

Four new public boat ramps built in 2008 brought the total to eight public and five 

private ramps, making Woodman Point the largest recreational boat launching facility 

in Western Australia. To cater for the increased patronage resulting from the new 

ramps, in May 2010 DoT opened upgraded parking facilities with a total of 300 car 

and boat trailer bays. The total cost of this project was $1.25 million. 

Funding has now been approved to upgrade the existing access road into the boat 

launching facility. This will include all existing and future services requirements along 

this section of road. Construction is planned to begin in 2012. 

Future planned improvements at Woodman Point include replacing the original four 

ramps with new structures, sealing the eastern parking area, constructing a new 

ablution block, building a new access way into the facility from Cockburn Road and 

lighting, landscaping and security improvements. 

Earthworks associated with the parking area construction also provided fill material 

for the adjacent land, bringing it to a level where it can be developed in the future as 

serviced lots that can be leased for marine related purposes. 

16 

Woodman Point Recreational Boating Precinct 

Recreational Boating Facilities Grant Scheme 

In June 2011 the Minister for Transport and the Minister for Regional Development 

and Lands announced that unprecedented funding of more than $8.93 million had 

been allocated in grants to successful applicants in Round 16 of the Recreational 

Boating Facilities Scheme (RBFS). 

The RBFS is directly funded from recreational boat registration fees and Royalties for 

Regions, and helps to improve recreational boating infrastructure by providing grants to 

eligible authorities throughout Western Australia. 

Each year the scheme offers grants to assist planning and construction of public 

facilities for recreational boaters. Eligible projects include boat ramps, jetties, 

signage, moorings, lighting, trailer parking, toilets, universal access paths, design 

drawings, planning studies and fish cleaning facilities. 

Since its inception in 1998, the RBFS has allocated $20.1 million to 282 projects 

across Western Australia. 

Hillarys Boat Harbour development 

In April 2011 work was completed on the latest stage of a major program to replace 

jetties at Hillarys Boat Harbour. The $1.9 million demolition and reconstruction of 

D Jetty delivered a new modern floating pen system with increased capacity and 

improved safety. 

As part of the ongoing pen replacement, contractors replaced the original 22 year old 

concrete and wood structure. The new system provided space for an additional four 

pens, catering for 20 metre vessels, bringing the number of vessels accommodated 

to 53. 

The work on D Jetty followed the construction of W-Z jetties to provide additional 

pens to meet growing demand in the metropolitan area. 

The $3.6 million construction project saw a total of 44 pens built of which 20 have 

been licensed and 24 made available for casual users and to accommodate the 

temporary relocation of vessels to allow future upgrades of pen facilities at Hillarys. 

Five of the pens constructed cater for the top end of the recreational market providing 

two 30 metre and three 35 metre pens. Pens of this size have not previously been 

available at Hillarys and there has been significant interest in these large pens, which 

provide boaters the opportunity to up-size their vessels.

New managing contractor agreement - relationship-based contracting 

DoT’s Coastal Infrastructure and Marine Safety business units are responsible for 

planning, designing, constructing and maintaining DoT’s maritime infrastructure, 

including navigational aids. 

Following a public tender process, DoT successfully awarded a new managing 

contractor agreement in November 2010. 

This new long-term performance based agreement covers the delivery of asset 

management, maintenance and project delivery services with an estimated contract 

value of $88 million over the initial six year period. 

The new agreement will more effectively deliver services required for whole-of-life 

asset management and the delivery of maritime assets. 

Port of Wyndham upgrade 

Funding of $10 million to upgrade the Port of Wyndham has been made available 

through the Commonwealth Government under the East Kimberley Development 

Package. 

The port is a strategic transport link for the East Kimberley region servicing the 

mining, cattle and tourism industries, and will service future agricultural trade from 

the Ord Expansion Project. 

A strategic development plan is being produced in conjunction with industry, local 

government and State Government agencies. The plan will guide future development 

of the port including key infrastructure required to cater for future trade and port 

operations. 

Refurbishment of protective coatings to jetty piles is complete. Projects in progress 

include replacement of the jetty amenities building, construction of a new port 

amenities building, fendering to the jetty berth face, installation of a new cathodic 

protection system and reconstruction of the container hardstand pavement. 

Hydrographic surveying program 

DoT’s hydrographic survey crew carry out work across the State in support of its 

coastal management, dredging and facility management programs. Work is also 

performed for port authorities, other government agencies and local government. 

In 2010-11 significant support was provided to the Fremantle Port Authority with 

its deepening and dredging program. This involved many surveys over dredged 

areas to ensure that project depths were achieved. A major survey was performed 

at Geraldton in collaboration with the Geraldton Port Authority and the University of 

Western Australia’s centre for water research. Bathymetric and seismic data was 

collected as part of an extensive research project. Surveys were also carried out for 

the Bunbury and Broome port authorities. 

Another major achievement was the completion of a hydrographic survey in the 

northern reaches of Cambridge Gulf. This survey entailed significant logistic 

problems due to the remoteness of the area and technical difficulties due to huge 

tidal movements and lack of ground control. All issues were overcome, however, 

and the area was successfully surveyed. Two temporary tide gauges were installed 

and will remain in place for 12 months to collect a more complete record of the tidal 

constituents in the area. 

A new hydrographic survey vessel was delivered in November 2010. The custom 

designed and built nine metre vessel provides excellent facilities for equipment and 

staff. The vessel itself delivers a more stable platform, which allows surveying to 

continue in previously unsuitable conditions. 

Geraldton Batavia Coast Marina 

Construction is complete on the refurbishment and expansion of boat trailer parking 

facilities at Geraldton Batavia Coast Marina in Geraldton. DoT has also awarded a 

$1.7 million contract to Engineered Water Systems to construct 42 new floating pens 

at the marina. This project is due for completion in July 2011. 

17

New boat ramp at Carnarvon 

Work has commenced on a new boat ramp adjacent to the yacht club on Harbour 

Road in Carnarvon. The boat ramp consists of a two lane ramp complete with two 

holding jetties and parking for about 80 car and trailer units. These new additions 

will assist in the efficient use of the facility at peak times. The project has an 

estimated total cost of $3 million and will be carried out in three stages. 

The first stage marine works contract including ramp and jetties was completed 

in June 2011. MRWA has been engaged to undertake the stage two car park 

construction works. The final stage of the project involves paving, installation 

of signage, construction of a toilet block and fish cleaning facility, which will be 

completed following completion of stage two. The project is funded from the 

Royalties for Regions program. 

Telecommunications technology 

The customer contact centres telecommunications systems upgrade project was 

completed in 2010-11. The upgrades are providing customers with greater flexibility 

to make enquiries and payments to DVS. Upgrades include substantially increased 

capacity and a new interactive voice response system allowing for enquires utilising 

voice recognition. The current options also include demerit point information and 

associated offences details, payment details and processing payments, all available 

at any time, without needing to speak to operators. 

Payment security 

BPOINT, an Internet and telephone credit card payment system, was introduced for 

the payment of traffic infringements. BPOINT provides customers with the ability to 

pay traffic infringements via credit card at any time and, in the first three months of 

operation, more than $6 million was collected through 50,000 transactions using this 

payment channel. 

18 

Customer service 

DVS’s commitment to improve and refine customer service levels through enhanced 

frontline and online customer contact is illustrated by the following achievements. 

Improved workforce management in the DVS call centre as well as other initiatives to 

streamline services has produced the highest service level in more than seven years. 

This was achieved in the March 2011 quarter by meeting its target of 80 per cent of 

calls answered by a consultant within 60 seconds. A marked improvement on the 

same period in the previous year when the average customer waited nearly seven 

minutes and only 13.1 per cent of calls were answered within 60 seconds. 

A new licensing service for Meekatharra residents was opened in March. DoT signed 

an agreement with the Meekatharra Community Resource Centre to become the 

new DoT agent to provide driver and vehicle licensing services for Meekatharra and 

surrounding areas. This landmark agreement not only provides a more convenient 

solution for everyone in the community but also allows for a not-for-profit organisation 

to provide online licensing services on behalf of DoT. 

A new enhanced website was rolled out in 2010-11, with further improvements made 

throughout the year including self-service initiatives such as the online demerit 

points enquiry, designer plates enquiry tool, driver licence status, vehicle registration 

enquiry, account details enquiry and the introduction of smart forms. Further online 

initiatives giving customers greater choice will continue to be rolled out in 2011-12. 

Self-service web kiosks were installed in all nine metropolitan DVS centres, with the 

aim to help reduce the number of people waiting to be served by a customer service 

officer. The kiosks encourage the use of online services by providing customers with 

the option of paying their account by credit card or making online enquiries such as 

checking vehicle or driver’s licence status without waiting to be served. 

A total of 16, 916 new Country Age Pensioner Fuel Cards (CAPFC) were issued 

in 2010-11 as part of the expanded CAPFC scheme. The total number of cards 

currently issued is 43,187. Existing cards will expire 30 June 2011, and on 1 July 

those existing cardholders who remain eligible will have their fuel card renewed for 

2011-12. Preparation for the renewal process has been completed and the cards will 

again carry a value of $500.

Driver safety 

The new novice driver graduated demerit point system was introduced in 2010-11 

with a reduced number of demerit points available to learner and P-plate drivers. This 

initiative was a result of recommendations from the Road Safety Council and concerns 

about the high number of novice drivers involved in road crashes. Improving road user 

behaviour is critical in saving lives and preventing injuries. The reduction in the number 

of available demerit points is designed to encourage novice drivers to think about their 

driving habits and change their driving behaviour. 

A safe driving course has been developed by DoT to be delivered by WA Police 

or other suitably qualified facilitators. It is based on the defensive driving course 

used in the Ngaanyatjarra Lands pilot program. It offers eligible customers aged 25 

and over, living in specified remote communities, an alternative to completing the 25 

hour supervised driving requirement of the Graduated Driver Training and Licensing 

System. 

Vehicle safety 

Commencing 2010-11, certain vehicles are eligible for an exemption from an annual 

inspection for up to 39 months. Eligible vehicles are low risk factory-new rental 

industry vehicles. These vehicles are generally under a manufacturer’s warranty and 

are regularly maintained to comply with this warranty. In addition, these vehicles 

generally do not exceed 60,000 km over a three year period and most are situated 

at mine sites operating under stringent mine site regulations. This initiative involved 

close consultation with the Motor Trade Association, representing the rental vehicle 

industry, as well as drafting legislative changes to allow for the exemptions. 

Business efficiencies 

In 2010-11 DVS formed a unique temporary partnership with the Motor Trade Association 

and RACWA that allowed authorised repairers belonging to either organisation to check 

hail damaged vehicles. The arrangement helped deliver more choice to consumers and 

allowed for the expedient processing of thousands of vehicles damaged by the March 

2010 hail storm. It also assisted in mitigating the impact of the enormous demand 

placed on DVS vehicle examination centres. 

New training facilities have been built to increase capacity; integrating new technologies 

that help deliver improved training to new and existing DVS staff and agents. 

Legislation 

The Road Traffic Legislation Amendment (Information) Bill 2010 was passed by 

Parliament and the Governor has assented to the Bill. The amendments are currently 

awaiting proclamation allowing supporting regulatory changes to be completed. 

These amendments to the Road Traffic Act 1974 deal specifically with access to 

driver and vehicle licence information, the disclosure of driver’s licence photographs 

and the requirement for learner’s permit photographs. 

Implementation of Trade Plates (replacing Dealer Plates) occurred in late 2010. This 

is part of the move to align Western Australia with other jurisdictions and provide 

a title more reflective of their wider usage. The transition to Trade Plates is marked 

by a new number plate design and amendments to the Road Traffic (Licensing) 

Regulations 1975 and Road Traffic (Charges & Fees) Regulations 2006. 

Navigational safety at the North West Shelf development 

DoT, in conjunction with the Commonwealth Government, has progressed the 

development of an integrated navigational management system for shipping in the 

North West. 

Due to the increase of mineral and petroleum developments and associated shipping, 

the North West was identified as an area that required management plans to mitigate 

risks that might impact on the economy and the environment. DoT and the Australian 

Maritime Safety Authority undertook a joint initiative to identify particular areas and 

locations that require risk mitigating plans to be developed. 

With all consultative processes with State, Commonwealth and industry stakeholders 

now complete, a set of recommendations, joint policies and project plans to risk 

manage the North West waterway have been agreed upon. It is anticipated that 

implementation will begin in November 2011 

19

State mooring control project 

The growing demand for moorings in the metropolitan area and coastal regions has 

been the catalyst for a review of the management of moorings throughout Western 

Australia and the initiation of a management strategy by DoT. The Swan and Canning 

rivers have reached capacity for mooring placements and there has been a proliferation 

of unauthorised moorings across the State, particularly in the Rockingham, Peel and 

South West regions. The rapid growth and high income of regional mining communities 

has also seen significant expansion in recreational boating activity. This, combined with 

ad hoc placement of moorings, has exacerbated the need for a State-wide moorings 

management plan supported by strengthened legislation. 

DoT has embarked on a project to enhance the management of moorings in 

its jurisdictional navigable waters in order to address the issue of unauthorised 

moorings, and minimise the adverse impact those moorings are having on public 

safety and the environment. Equity of access by boat users in locations suitable for 

vessel moorings is the desired outcome of this new regime. 

The formal application of the Shipping and Pilotage (Mooring Control Areas) 

Regulations 1983 in the Rockingham Mangles Bay Mooring Control Area commenced 

on 1 October 2010 bringing approximately 650 unauthorised moorings under a 

formal management regime. Certificates of Registration will be issued to successful 

applicants in Mangles Bay when the current processing is complete. Supplementary 

to the user pays moorings, DoT has also installed five courtesy moorings at Mangles 

Bay for casual use of up to 72 hours, and funds allocated from the RBFS will provide 

for another five to be installed. 

Progress is also continuing on proclaiming additional mooring control areas around 

the State. DoT has recently tagged a total of 72 moorings in the Carnarvon Fascine 

as a preliminary step towards proclaiming a mooring control area and ultimately 

alleviating the current demand for moorings. 

20 

Recreational boating community engagement education program: 

promotion of Junior Crew Certificate 

Supplementary to the Recreational Skipper’s Ticket, DoT has the Junior Crew Pack, 

an educational initiative that promotes marine safety and a safer boating community 

through a program focused at primary school students. 

The Junior Crew Pack, designed by DoT in partnership with the Western Australian 

Curriculum Council and the Department of Education, provides a marine safety 

educational package for Western Australian primary schools students in Years 3, 4 and 5. 

The program consists of five marine safety topics and a final task that uses these topics 

as a foundation to support the marine safety message. The program introduces students 

to marine safety, specifically the safe use of boats and how to ensure their own safety 

and that of others while boating. At the successful completion of the program, students 

are awarded a Junior Crew Certificate. 

The program was launched by the Minister for Transport on 10 February 2010 and 

received overwhelming and immediate success. To date 132 schools throughout 

the State have taken up the course and it is planned that DoT’s Regional Transport 

Officers will attend schools to further enhance the delivery of the program and 

stimulate further interest. The enthusiastic take-up of the Junior Crew program by 

primary schools is beyond the anticipated outcomes of the initiative. 

In June 2011 a Junior Crew Program Education Officer was appointed to provide for 

further growth of the program. Concurrent to the promotion of the pack, the officer 

will conduct a review of the program’s effects and outcomes, and this information 

will be used in continual improvement of the pack. 

Swan River Mooring

Aquatic use review 

DoT, in partnership with the Swan River Trust, has commenced a comprehensive 

aquatic use review of the entire Swan Canning Riverpark. The aim of the review is to 

formulate and implement a new aquatic use plan to promote the safe, equitable and 

sustainable use of waterways within the riverpark. 

The review involved extensive consultation with key stakeholders and the community, 

and is anticipated to be completed for implementation in time for the commencement 

of the 2011-12 summer. 

The outcomes of the first round of consultations (held in February 2011) are currently 

being considered by the project team and the stakeholder engagement summary 

report will be released shortly. Once these deliberations have been concluded, a 

draft aquatic use plan will be released for an open comment period ahead of the 

final draft being presented jointly to the Minister for Environment and the Minister for 

Transport for approval. 

Opening of new Exmouth office 

DoT’s new centrally-located Exmouth office opened on 30 May 2011. 

The office is co-located with the Gascoyne Development Commission, which will 

ensure a close working relationship between the Development Commission and DoT. 

Geraldton Port 

Policy, Planning and Investment 

Oakajee port and rail infrastructure 

The development of a deep water port, associated rail infrastructure and a purpose 

built industrial estate at Oakajee is one of Western Australia’s most important 

economic projects. When constructed, Oakajee will open up the Mid West as a 

major mineral resources region. 

While the Department of State Development is the lead agency for the Oakajee Port 

and Rail project, DoT has responsibility for setting the port specifications, approving 

the design, ensuring the technical proposals are sound and that the Government 

gets value for the $678 million set aside for the development of common use port 

infrastructure. In the past year, the port design has been refined, further technical 

studies carried out and due diligence conducted by DoT in conjunction with the 

Geraldton Port Authority. 

An Oakajee Port Master Plan has been developed by the Geraldton Port Authority 

with DoT’s assistance. The plan will allow staged development of the port and 

preserve the opportunity for Oakajee to eventually become a multi-user, multiproduct 

port. Particular attention has been given to land requirements and ensuring 

there are service corridors and appropriate access between the port and the Oakajee 

industrial estate. 

DoT has also been assisting the Department of State Development in developing 

elements of the Oakajee Implementation Agreement, and working with PTA in 

relation to the Oakajee Rail Corridor. 

21

Esperance Clean up and Recovery Project 

The town of Esperance was contaminated with lead dust during the handling and 

loading of lead carbonate from Magellan Metals at the Esperance port between April 

2005 and March 2007. 

Concerns were first raised in December 2006 when birds that had died in Esperance 

were found to have high lead levels. A Parliamentary inquiry tabled in September 

2007 showed that, as a result of lead emissions from the Esperance port, residential 

and commercial premises in the town of Esperance, as well as the environment, 

had been contaminated by lead dust with consequential impacts on the community 

including elevated blood lead levels in children. 

Following a Cabinet decision, the Esperance Clean up and Recovery Project (ECRP) 

was established in December 2008 with DoT as the responsible agency. 

The ECRP is proceeding systematically and has made good progress to date with 

the strong support of the local community. There is a high level of confidence from 

all stakeholders that this project will be completed successfully. 

During 2010-11 $4 million was spent on the ECRP. Clean-up guidelines, sampling 

methodologies and cleaning procedures have been developed to ensure an effective 

clean up. 

The area of contamination has been identified, approximately 2,000 premises are 

affected and more than 88,000 samples have been collected and sent for testing and 

analysis. The ECRP has completed detailed sampling of approximately 1,950 premises 

for Magellan lead contamination and about 1,750 require some form of cleaning. 

Cleaning commenced in July 2010 under three major cleaning contracts and 820 

premises have been cleaned to date. Cleaning has included roof surfaces, gutters, 

rainwater tanks, roof spaces and internal and external areas, and is likely to be 

completed by the end of December 2011. 

The ECRP, which has employed up to 80 mostly local people to conduct the sampling, 

data analysis and cleaning works, is a complex and highly sensitive project. All 

employees have received specialist training to ensure a safe and effective sampling 

and cleaning outcome. 

22 

A Deed of Settlement signed between the State of Western Australia, Magellan 

Metals and the Esperance Port Authority requires Magellan Metals to pay the State 

a total of $9 million in three yearly instalments of $3 million as compensation for 

the lead contamination. Magellan has paid $6 million of this amount with the final 

amount due on successful completion of the clean up project. 

Fremantle Inner and Outer Harbour 

Fremantle port is Western Australia’s principal trading gateway for general trade. To 

support long-term trade growth, DoT is working with the Fremantle Port Authority, 

other Government agencies and the private sector to optimise the use of existing 

port infrastructure, improve supply chain efficiencies, minimise community impacts 

and provide additional facilities in a timely way. 

The Fremantle Inner Harbour will continue to be a working harbour into the future, 

supporting Western Australia’s container trade. A three pronged plan is being 

pursued to enable the Inner Harbour to reach its optimal capacity. The plan comprises 

measures to: 

• enable rail to carry about 30 per cent of containers to and from the port; 

• improve the performance of the logistics chain; and 

• upgrade road and rail infrastructure on freight routes leading to and from the 

port. 

Joint funding of $53.5 million from the State Government and the Commonwealth’s 

Nation Building fund over the next three years will provide for: 

• extension of the North Quay rail terminal to accommodate longer trains and 

improve operating efficiencies at the port; 

• expansion of intermodal terminal capacity in the Kewdale/Forrestfield area; and 

• construction of a passing loop on the Fremantle to Kewdale line to improve rail 

line capacity into the Inner Harbour. 

The Inner Harbour is expected to reach its full potential in the next decade. 

Fremantle’s Outer Harbour in Cockburn Sound will play an important role in meeting 

future growth in the container trade. Retention of the Inner Harbour allows for an 

overall assessment of the environmental, transport, planning and community issues 

prior to the development of the Outer Harbour in 10 to 15 years.

Cycling infrastructure 

The Perth Bicycle Network comprises a network of cycling facilities to enable safe 

and enjoyable cycling in Perth. A number of regional towns also have specific facilities 

for cycling. 

In 2010-11, the Government allocated $1.9 million to plan and construct shared paths 

and other cycling facilities. Forty-three metropolitan projects were completed during 

the year through the Local Government Grants Program, which involves matching 

funding between the State Government and local government authorities. 

In 2010-11, the Regional Bicycle Network program allocated $750,000 to regional 

councils on a matching dollar for dollar basis, resulting in 29 completed projects in 

the year. 

Public Transport Network Plan 

A long term plan to guide future investment in public transport infrastructure was 

completed in 2010-11 and endorsed by Cabinet for a three month public consultation 

period. It was prepared under the guidance of an independent panel of experts. 

The Public Transport Network Plan (PTNP) is based on a vision for public transport 

to become the preferred means of travel to the Perth CBD and strategic centres, 

and will be a key enabling factor in realising the Government’s Directions 2031 urban 

planning strategy. 

The PTNP highlights a number of potential strategies for public transport in Perth, 

including a $4 billion investment in new railcars and buses, extension of the Joondalup 

line to Yanchep, a spur line from the Midland Line to the airport, introduction of 

a light rail network in the inner city area, new train stations and interchanges and 

180 kilometres of bus priority lanes. 

The Government allocated $5.8 million in the 2011-12 budget to progress concept 

development and feasibility studies for a number of priority projects over the next 

two years. 

Regional Freight Transport Plan 

The rapidly expanding Western Australian economy is generating a significant freight 

task, especially for movements from Perth to regional areas where major resources 

projects are being developed or expanded. This requires large investment decisions 

in port facilities, railways and the road network by Government and the private sector. 

This project will define the principal freight network for regional Western Australia, 

investment priorities over the next two decades and a clear context for new policy 

decisions in relation to the role of Government and the private sector for infrastructure 

investment, regulation for the safe and efficient movement of freight and opportunities 

to change the way freight is moved. It largely focuses on ‘business unusual’ freight 

demands (i.e. non incremental activity), especially related to the resources sector. 

The project has involved extensive consultation with transport operators, rail, road 

and port infrastructure providers, industry and local governments. Major workshops 

were held in May 2011 at eight regional centres. 

The Regional Freight Transport Plan is a key element of the State-wide transport 

policy and planning framework, and is scheduled for completion by the end of 2011. 

Integrated freight planning for Perth 

During the year, work commenced on the Moving Freight Network Plan for Perth and 

Peel. This project will define Perth’s primary and secondary freight network, identify 

investment priorities over the next two decades and provide a clear strategy for how 

road and rail freight operations can be optimised to provide efficient movement of 

freight. 

A key element of the Moving Freight Network Plan has been an assessment of the 

capacity of the freight railway through the metropolitan area and the impact of rail 

freight on road level crossings. This work recognised the significant pressure for 

export of resource commodities through Cockburn Sound and identified the cost and 

timing for investment in grade separation. 

Work was also completed on a staging plan and selecting the most appropriate 

site for development of an intermodal freight terminal in Kewdale. Funding has been 

provided by the State and Commonwealth governments for this facility and other 

rail-related investments. The funding will underpin a strategy to increase transport 

of containers in the metropolitan area by rail. 

23

Port access – upgrading of High Street (Fremantle) 

A major project to identify the preferred option and alignment for upgrading High 

Street in Fremantle is nearing completion. This project is funded jointly by the State 

and Commonwealth governments and will address safety, efficiency and amenity 

issues in the area. DoT has been working closely with the City of Fremantle and the 

local community to reach consensus on the preferred option and ensure that the 

Nation Building 1 funding from the Commonwealth Government can be invested in 

the project by June 2014. 

Perth Parking Fund 

The Perth Parking Management Act 1999 requires all parking bays in central Perth, 

except residential parking bays, to be licensed and a licence fee paid, unless the 

bay falls into an exemption category. The licence revenue is held in the Perth 

Parking Fund and is to be spent on administering the scheme and on projects that 

encourage balanced transport outcomes in the central city by addressing road traffic 

congestion and associated environmental impacts, especially in the peak travel 

periods. Key funding priorities include the Central Area Transit (CAT) bus system 

and a contribution to the PTA for revenue foregone from the Free Transit Zone. 

2010-11 saw an increased allocation of funds from Perth Parking Fund for the staged 

implementation of CAT service improvements including an extension of operating 

hours and the addition of five extra buses to the fleet to provide increased frequency 

and capacity. The 2011-12 budget provides funding for the continuation of these 

service improvements. 

Rail Safety Act 2010 and Rail Safety Regulations 2011 

As part of DoT’s commitment to deliver a safe transport system, the Rail Safety Act 

2010 and Rail Safety Regulations 2011 were proclaimed on 1 February 2011. A Rail 

Safety Regulator has been appointed and the Rail Safety Act 1998 was subsequently 

repealed. The Rail Safety Act 2010 allows for different transition periods for Rail 

Transport Operators to comply with the new legal requirements, and the ORS within 

DoT is currently working with rail transport operators to develop complying rail safety 

accreditations in the first 12 months. 

24 

Owner-Drivers (Contracts and Disputes) Act 2007 

The code of conduct and regulations to support the Owner-Drivers (Contracts and 

Disputes) Act 2007 were introduced on 1 July 2010 and a set of guideline rates for 

metropolitan and regional based owner-drivers was published in the Government 

Gazette of 30 July 2010. The guideline rates were developed using a computer 

based cost calculator, which was developed for the industry and is freely available 

for individual owner-drivers to more accurately determine their costs of operation. 

The Road Freight Transport Industry Council, established under the legislation, 

oversees the code of conduct and monitors and maintains the cost calculator. 

The Road Freight Transport Tribunal, also established under the Act, has continued to 

meet regularly to hear and determine disputes. Most disputes have been in relation to 

payment practices and the Tribunal has been effective in providing redress to individual 

owner-drivers. 

National transport reform agenda 

DoT supported the Minister’s participation in the Australian Transport Council, which 

is responsible for the coordination and integration of all transport and road policy 

issues at the national level. The Australian Transport Council is supported by the 

Standing Committee on Transport, of which the Director General is a member. 

In 2010-11 the focus of both bodies was on progressing towards a seamless, 

co-ordinated transport system through single national systems for heavy vehicle 

regulation, rail safety regulation and investigation, and maritime regulation, along 

with work on the Council of Australian Governments Road Reform Plan. 

Highlights of this ongoing work included DoT participating in national meetings, 

coordinating an interagency submission on the draft national heavy vehicle laws, 

making a significant contribution toward ongoing drafting of the National Rail Safety 

law, contributing to the Reform Plan Stage 3 Progress Report and contributing to 

work on the Inter-Governmental Agreements for all of the national regulator reforms. 

DoT also prepared submissions on behalf of the State to the National Ports Strategy 

and the National Freight Network Plan, and is working with other jurisdictions and 

Infrastructure Australia in relation to these reforms.

Implementation of rail and road investment in the Grain Freight Network 

In 2009, the State Government commissioned the Strategic Grain Network 

Committee (SGNC) to review the viability of the grain freight network. The SGNC 

was tasked to engage stakeholders and to recommend investment that provided 

a globally competitive and economically sustainable transport and logistics supply 

chain for grain. 

The SGNC reported back to Government in December 2009 that certain parts of the 

grain rail freight network were competitive with road and warranted investment (Tier 

1 and Tier 2 rail lines). Other parts of the network were deemed not competitive with 

road and did not warrant investment (Tier 3 rail lines). In replacement of the Tier 3 

lines, investment in the road network was warranted to transport the grain to viable 

rail lines for movement to port 

After receiving and assessing the SGNC report, the State and Commonwealth 

governments committed significant funding towards rail improvements on Tier 1 and 

Tier 2 rail lines and improvements to Wheatbelt roads affected by increased freight 

movements due to cessation of services on the non-competitive Tier 3 rail lines. 

The State Government also provided funds to maintain grain on rail on the Tier 3 

lines as an interim measure through the Transition Assistance Package as well as a 

study into the long-term feasibility of a new rail line from the Brookton vicinity to the 

west coast. 

The State Government has committed funding of $186.3 million towards the grain 

freight network (road and rail) and secured a Commonwealth Government contribution 

of $135 million through the Nation Building Program for a total investment of $321.3 

million. 

This funding will enable rail re-sleepering works and rail siding upgrades for the 

competitive Tier 1 and Tier 2 lines ($187.9 million), improvements to and ongoing 

maintenance of Wheatbelt roads ($118.3 million), the continuation of the Transition 

Assistance Package ($14.6 million) and for the rail study ($0.5 million). 

Investment in the road and rail network has commenced with the Avon to Albany rail 

line re-sleepering program projected to be completed in October 2011. Re-sleepering of 

the other Tier 1 and Tier 2 rail lines will be undertaken over the next three years. Road 

upgrades where the Tier 3 lines will cease rail haulage operations has begun and will be 

progressively undertaken in conjunction with local government over the next four years. 

North West shipping service 

Late in 2009, the State Government awarded the contract for the subsided North 

West shipping service to Norwegian shipping company Jebsens. The decision 

to support this service with public funds was based on the value of creating an 

alternative transport service for remote communities and industry, and on reducing 

the negative impacts of heavy vehicles by taking freight off the road system. 

The service commenced in March 2010 and makes regular calls at the Kimberley ports 

of Broome and Wyndham. Pilbara ports are being added to the schedule in recognition 

of the burgeoning resources sector. 

The initial two year contract with Jebsens has been extended for a further three years with 

the agreement of the State Government and the operator. A similar extension is available 

at the conclusion of that period on the same basis. A joint management committee 

comprising State Government agencies and Jebsens’ representatives oversees the 

development of the service. 

Freight and Logistics Council of Western Australia 

The Freight and Logistics Council was formed early in 2009 and comprises senior 

decision makers from industry and Government. Its objective is to provide the 

Minister for Transport with independent strategic policy advice on key freight and 

logistics issues. 

In 2010-11, the council worked on a wide range of issues including road user pricing, 

Kimberley supply chains, grain logistics, National Freight Strategy, local government 

land use planning, Chain of Responsibility legislation, out-of-gauge project cargoes, 

Principal Road Freight Networks, local governments’ appreciation of freight, and 

port dredging guidelines. A number of these issues will be carried into 2011-12 as 

part of the council’s agenda and will be supplemented by new issues as they arise. 

25

Regional Airports Development Scheme 

The objective of the Regional Airports Development Scheme (RADS) is to ensure 

regional aviation infrastructure and airport services are developed and maintained to 

facilitate air access and enhance economic growth in Western Australia. 

RADS has played a significant role in the development of airport infrastructure in 

regional Western Australia since 1997, allocating approximately $40 million into more 

than 280 projects. 

The 2010-11 RADS funding round allocated $7.08 million, including $5.51 million from 

the Royalties for Regions program, to 41 eligible projects at regional airports across 

Western Australia. Airport owners and operators of publicly accessible airstrips in 

regional Western Australia are eligible to apply for RADS financial assistance grants 

to develop runways, terminals, facilities, grounds, master plans and maintenance 

programs. 

Significant projects that advanced in the 2010-11 funding round were Port Hedland 

airport, which received funding of $1.56 million for terminal, taxiway and runway 

lighting works, and Kununurra airport, which received $2.2 million for terminal works. 

Intrastate air services review 

In Western Australia there are regular public transport air services to 25 regional 

communities. Competition was previously permitted for air services to nine 

communities where passenger numbers were high. Services to the remaining 16 

communities remained regulated by the State Government. 

Following completion of a review of intrastate air services in Western Australia in 

early 2011, changes were made to the previous structure including deregulating 

services to Geraldton, introducing partial competition into Learmonth (Exmouth) and 

including Derby in the subsidised Kimberley air services network. Busselton will 

now be included in some services between Perth and Albany, and Ravensthorpe will 

be included in some services between Perth and Esperance. 

Seven routes, some triangulated, were successfully tendered to implement the new 

structure. 

26 

National ports strategy 

With the growing role of ports in the State’s economy and the need for long-term port 

planning and investment, the Government has recognised the need to take a more 

strategic view of the State’s ports and their investment needs over the next decade 

and beyond. The Minister for Transport has requested DoT to take a more active role 

working with and assisting ports in coordinating and scrutinising ports planning and 

investment needs and provide the Minister for Transport in the key port areas of: 

• capital investment and financial management; 

• environmental monitoring and compliance; 

• port governance and strategic coordination and reporting; and 

• long-term port planning and the development of Western Australia’s port system. 

The Minister has also suggested that Ports WA, the association of Western 

Australian port authorities’ chairmen and chief executive officers, be given enhanced 

opportunities to assist in developing port and related transport policy. Ports WA will 

have a more active role, working with DoT and other transport portfolio partners, 

the departments of State Development and DTF, and operators in the port and 

related transport industries, in developing policies relevant to the efficient operation, 

planning and development of Western Australian ports and the port system. 

Ports review 

In August 2010, the then Minister for Transport, Hon Simon O’Brien MLC, established 

an inter-agency steering committee to undertake a review of all ports in Western 

Australia. The review’s purpose was to develop appropriate recommendations to 

ensure that ports are able to and are suitably supported in delivering the Government’s 

policy objectives and effective and efficient outcomes for Western Australia. 

An issues paper was developed and circulated to a wide range of stakeholders and 

public comments were invited. Following consultation, a draft recommendations 

paper will be distributed to participating stakeholders as well as being made available 

for public comment. A final report is expected to be completed in August 2011.

Development of new port capacity 

The unprecedented global demand for resources, in particular iron ore and liquefied 

natural gas (LNG), has placed increasing pressure on existing port capacity. This 

has resulted in the need to develop additional port infrastructure and facilities at 

both existing and green field port sites throughout Western Australia. DoT has been 

involved with various Government agencies, in particular, the Department of State 

Development as lead agency, in progressing the development of a number of port 

facilities and associated strategic industrial areas or resource processing precincts. 

These include Oakajee (primarily iron ore) in the Mid West region, Ashburton North 

(LNG) and Mount Anketell (primarily iron ore) in the Pilbara region, and James Price 

Point (LNG) in the Kimberley region. 

Wherever appropriate, the operational management of these new developments will 

be placed with the nearest port authority to benefit from the expertise and resources 

of existing port governance arrangements. While the time lines for the completion 

of these various projects span several years, the involvement of the DoT in these 

exciting developments will continue until the associated projects are completed and 

operating. 

School students participating in TravelSmart to School program 

TravelSmart 

Western Australia is a world leader in working with households to reduce car use as 

a strategic response to climate change, energy security and public health issues. 

The TravelSmart Household program has been offered to 520,000 Perth residents 

to date, achieving estimated annual reductions of 37 million car trips, 370 million car 

kilometres and 109,000 tonnes of greenhouse gases. 

In 2010-11, TravelSmart also worked with local governments, schools and 

workplaces. One regional and 14 metropolitan local governments participated in 

the TravelSmart Officer Network. The TravelSmart to School pilot program worked 

with local governments to support 10 schools to increase the number of students 

who walk, cycle or take public transport to school. TravelSmart’s workplace program 

supported employers to reduce car use including completion of travel plans for Arup 

and Parsons Brinckerhoff. 

Living Smart 

The Living Smart program, a world first initiative, builds on DoT’s TravelSmart 

expertise to help households reduce their energy use, water use, waste production 

and car trips. It provides Government and households with an efficient and effective 

response to the challenges of climate change, energy security and public health. 

In 2009-10 and 2010-11 DoT offered the Living Smart program to 10,000 target 

households in Perth’s eastern metropolitan area, as part of the Commonwealth 

Government’s Perth Solar City project. Early indicators show that the initiative is on 

track to achieve carbon dioxide reductions of one tonne per household across the 

project population. Project evaluation showed that 76 per cent of participants had 

reduced energy use, 68 per cent had reduced water use, 54 per cent had reduced 

waste and 31 per cent had reduced car use. 

27

Active transport 

DoT continues to promote alternative and active transport programs such as the 

Walking and Access project and the Cycle Instead initiatives as environmentally 

friendly, healthy, low cost and viable modes of transport to replace short car trips 

and help reduce traffic congestion and CO emissions. The programs also seek to 

2 

create a universally accessible transport system that considers the needs of people 

with disability and seniors. 

As part of the implementation of the recommendations in the Accessible Communities 

Study undertaken in 2010, DoT developed a walkability audit tool for use by local 

governments to improve safety, accessibility and amenity for active travel. DoT 

is also developing a pedestrian infrastructure manual, with information reflecting 

national standards and best practice guidelines, for use as a reference tool by local 

government engineers, and transport and planning professionals. 

Walk Week continued as an ongoing cross-Government collaboration to raise 

awareness of the transport, health, recreation and environmental benefits of regular 

walking. During Walk Week 2010, more than 322 events with an estimated 67,000 

participants were held throughout the State. These included a Walk to School Day 

and local community walking events. DoT also supported a four-week Corporate 

Online Walking Challenge, which engaged more than 1400 participants from 61 

workplaces. More than 88 public information displays provided walking information 

and a Walk Week seminar showcasing current research in walking was attended by 

over 90 professionals. 

28 

DoT also formed a Disability Network Group to provide strategic advice and act as 

forum for professionals to share information and support the needs of people with 

disability with respect to the WA transport system. 

During 2010-11, two annual Cycle Instead campaigns were held to encourage cycling 

in Western Australia. The ‘Cycle Instead in Spring’ campaign included a six-week 

Bike to Work Challenge, engaging a record 2,000 employees from 190 workplaces 

across the State. In March 2011 Cycle Instead Bikeweek attracted over 14,000 adults 

and 18,000 school children who cycled as part of more than 80 community and 160 

school events held throughout WA. Major events during the campaign included the 

HBF Freeway Bike Hike for Asthma with 8,700 participants, a Members of Parliament 

and Mayors’ Bike Ride and Cycle to School Day. 

The range of Bikewest maps and information brochures was expanded in response 

to community requests and the number of subscribers to DoT’s cycling electronic 

newsletter grew to over 2,000, allowing DoT to broadcast the latest cycling information 

and statistics. 

Active Transport

Transport energy 

Growing concerns about energy security and greenhouse gas emissions mean that 

it is prudent to take actions now that will reduce Western Australia’s dependence 

on oil to meet future transport and other energy needs. DoT is working closely with 

the Office of Energy to develop the Government’s Energy 2031: Strategic Energy 

Initiative (SEI). A directions paper that canvasses a range of possible measures to 

encourage the development and uptake of alternative transport fuels was released 

in March 2011. The final SEI document is expected to be available towards the end 

of 2011. 

DoT also participated in a number of activities aimed at identifying and addressing 

the technical, regulatory and policy issues associated with the introduction of electric 

vehicles. DoT is a partner in a three year electric vehicle recharging project, led by 

the University of Western Australia (UWA). The project involves installating a limited 

number of public fast recharging stations in the Perth metropolitan area, providing 

valuable information for estimating infrastructure requirements likely for the future 

introduction of electric vehicles in Perth. 

DoT is also participating in Australia’s first electric vehicle fleet trial, an initiative 

of local company CO2Smart and UWA, involving the conversion of eleven Ford 

Focus sedans to fully electric operation and their use in a range of Government and 

corporate fleets. DoT funded the first car to be converted, to ensure that the vehicle 

meets all safety, performance and other requirements. The car was handed over in 

November 2010 and is now being used as part of DoT’s fleet. 

DoT’s electric vehicle 

Transport investment 

In establishing the new DoT, the Government acted to integrate and enhance the 

co-ordination of the State’s transport operations, regulatory functions and policy 

development processes. As part of the restructure, a new Investment and Finance 

Coordination Division was established to provide leadership and oversight to the 

Transport portfolio in identifying transport priorities and securing investment. 

The Transport Investment Sub Committee was established to strategically 

drive investment decision-making across the Transport portfolio and contains 

representatives from all portfolio agencies. This body has initiated the development 

of program structures, prioritisation frameworks and policy advice with respect to 

alternative funding mechanisms consistent with Government policy and directions. 

During the year, the Investment Coordination branch facilitated the development 

of a transport portfolio business case template and assisted portfolio agencies 

develop specific business cases. The branch also developed a series of tailored 

small courses on business case development and cost estimating to improve the 

consistency and quality of investment planning practices. 

DoT continued to work with MRWA, the PTA and the Fremantle Port Authority to 

ensure the timely delivery of infrastructure projects as set out in the Nation Building 

Program Memorandum of Understanding. Preliminary discussions also commenced 

during the year with the Commonwealth Department of Infrastructure and Transport 

to identify candidate projects for future Commonwealth funding programs. 

29

Significant issues impacting the agency 

Western Australia’s economic outlook requires the development of long-term 

strategies for managing the freight task across the State. DoT is developing strategic 

freight network plans for regional Western Australia and metropolitan Perth, with both 

scheduled for completion in 2012. The purpose of the strategies is to guide future 

development of the freight transport network so that it can successfully respond to 

the needs of Western Australia’s growing economy and population. The strategies 

will quantify significant future freight demands and long-term transport needs of 

metropolitan and regional industries and communities. The strategies will also help 

prioritise appropriate policies, projects and programs to meet long-term freight 

network requirements to facilitate economic growth and ensure optimal network 

performance. This will include providing guidance about port developments in the 

Pilbara and the role of Government in major transport infrastructure investment. 

Perth’s growing population, together with urban sprawl and underlying car 

dependence, continues to result in a range of environmental, social and economic 

consequences including traffic congestion. A transport policy response for a more 

sustainable transport system characterised by a high quality integrated public 

transport network and well planned walking and cycling facilities to reduce car 

dependence is required. An example of this is the extension to CAT bus services 

provided for in the 2009-10 State Budget. 

Increasing demand is being placed on DoT in relation to the Council of Australian 

Governments (COAG) Road Reform Plan, the development of national systems for 

rail, maritime, and heavy vehicle regulation. DoT continues to develop several national 

policies including a National Ports Strategy and a National Land Freight Strategy, both 

of which will impact on the State’s funding applications to Infrastructure Australia for 

major transport infrastructure projects. 

30 

DoT is playing an increased role in strategic ports planning and the coordination 

of ports asset investment programs. Significantly increased North West shipping 

movements and volumes require a new and integrated management plan with the 

Commonwealth Government, to effectively enhance safety, mitigate marine pollution 

and achieve uninterrupted commerce. 

DoT has introduced the Minister for Transport’s Taxi Action Plan (TAP), which outlines 

how the metropolitan taxi industry can meet the challenges of substantial increases 

in demand. The taxi industry is facing a number of challenges as it attempts to meet 

the demands of a changing society, and future population and economic growth. 

The TAP addresses issues such as taxi availability and viability, service levels, driver 

and passenger security, new security measures and further fee regulation. Also, a 

new policy framework is required for driver training along with new competency and 

compliance assessment tools. An example of this is the $7.7 million upgrade and 

installation of security cameras in all taxis provided for in the 2010-11 State Budget. 

Strategic planning and development of a number of regional maritime facilities is 

required in response to increased infrastructure demands from the resources sector, 

maritime support services, recreational users and the tourism industry. 

A State-wide mooring strategy will reinforce regulations to enable the effective 

management of moorings in navigable waters under State jurisdiction and address 

the proliferation of unauthorised moorings. The strategy will address the adverse 

impact unauthorised moorings are having on public safety and the environment and 

recommend ways to meet growing demands of industry and the recreational boating 

community, ensuring equity of access to suitable mooring locations. 

Changing economic conditions and a growing population have placed demands on 

DVS. A significant reform including driving program will deliver solutions to address 

this growing demand, innovative changes to customer service delivery, developing 

smarter online services to keep pace with technology and introducing a new range 

of policy initiatives to ensure improved road safety.

Financial targets: 

Actuals compared to budget targets 

The following table provides a comparison of the financial targets and outcomes 

against criteria included in the Resource Agreement between the Chief Executive 

Officer, the Minister for Transport and the Treasurer. 


Target 

$’000 


Actual 

$’000 

Variation 

$’000 

Total costs of services 312,981 308,138 4,843 Note 1 

Net cost of services 126,294 125,094 1,200 Note 2 

Total equity 498,414 503,696 5,282 Note 3 

Net increase/(decrease) in cash held 10,818 20,887 10,069 Note 4 

Approved full time equivalent 1,306 1,304 2 

Notes 

These notes should be read in conjunction with the Explanatory Statement to the 

Financial Statements. 

Note 1: Total cost of services 

The variation is primarily due to: $Million 

North West Shipping Subsidy (5.4) 

Recreational Boat Facilities (3.3) 

Regional Airport Development Scheme (3.1) 

Grain Freight Subsidy (2.2) 

Taxi User Subsidy Scheme 2.2 

Operational costs 7.1 

Note 2: Net cost of services 

The variation is primarily due to a $4.8 million decrease in expenses partly offset by 

a $3.6 million decrease in revenue. 

Note 3: Total equity 

The variation is primarily due to an increase in the asset revaluation reserve. 

Note 4: Net increase in cash held 

The variation is primarily due to the deferral of expenditure on capital projects in 

2010-11. 

31

Government policy requirements 

Policy statement 

We value the health and wellbeing of our people 

DoT recognises that the most important element and input is that of its people. 

There is a strong commitment from the Director General and Corporate Executive 

to ensure that DoT employees are provided with a safe, healthy and desirable work 

environment, and where an inclusive and holistic approach to occupational health 

safety and wellbeing (OHS&W) is embraced. 

Principles 

In line with our policy statement, DoT applies the following principles to OHS&W in 

all we do: 

• Management commitment supports a high standard of OHS&W performance; 

• Well developed consultation mechanisms facilitate effective engagement 

between management and employees; 

• Hazard management is a key element in the development of OHS&W practice; 

• Effective training reduces the risk of work-related injury and disease; 

• Planning is essential for the establishment and maintenance of safety 

management systems designed to continuously improve OHS&W; 

• Wellbeing initiatives empower employees to take unique ownership and influence 

their own welfare; and 

• Accountability of OHS&W cannot be delegated. 

32 

DoT is committed to: 

• Creating a positive safety culture aspiring to zero harm; 

• Sustaining mechanisms for engagement between employees and management 

are developed and working effectively; 

• Openly communicating our OHS&W performance with our people; 

• OHS&W having equal status with other business objectives; 

• Employees having equal status in OHS&W objectives and initiatives regardless 

of location; 

• Applying and demonstrating a systematic approach to OHS&W to ensure 

compliance, review and achieve continuous performance improvement; 

• Empowering our people to make the choice to work safely and influence their 

own wellbeing; 

• Managers, employees and contractors undertaking continued training and 

development to carry out their duties in a safe manner; and 

• Clear OSH&W accountability at all levels. 

Occupational health safety and wellbeing key 

performance indicators 2010 – 2011 

Negative key performance indicators Target 2009-2010 2010-2011 

1. Number of fatalities 0 

0 or 10% 

0 0 

2. Loss time injury (LTI) incident rate*** 

reduction on 

previous year 

0.58 1.39 

3. Loss time injury severity rate 

4. Percentage of managers trained in OSH and 

injury management responsibilities 

0 or 10% 

reduction on 

previous year 

0 5.26 

>60% 50% 62% 

5. Number of hazards reported* 100% 0 20 

6. Number of incidents reported 100% 15 54 

*Building/accommodation hazards have not been included. 

**Promotion of incident reporting has led to an increase in incidents reported in 2010-2011 

***Stress claims have contributed to significant loss time in 2010-2011

Comparative industry benchmarks 

DoT consists of a range of diverse work locations. 

The following are the national average based lost time injuries and diseases in the 

following specific industries that can be used as benchmarks for DoT: 

• Government administration 0.4 

• All industries 1.0 

• Road transport 3.3 

• Rail transport 3.3 

• Water transport 0.7 

• Services to transport 2.4 

In comparison to the above benchmarks, DoT has demonstrated that its lost time 

injury rate is relatively lower than other organisations within similar industries. 

Data definitions 

Fatalities Number of compensated work fatalities. 

Lost time injury or disease (LTI/D) 

LTI/D incident rate 

Severe claims 

LTI/D severity rate 

The number of lost time injury/disease claims 

where one day/shift or more was estimated to be 

lost on claims lodged in the financial year. 

The increase rate is the number of lost time injuries 

and diseases for each one hundred workers 

employed. 

The number of severe injuries (estimated 60 days 

or more lost from work). An injury resulting in 

death is considered to have accounted for 60 days 

or more lost. 

The number of severe claims divided by the 

number of lost time injury/disease claims 

multiplied by 100. 

Positive key performance indicators Target Actual 

Participation rate; 

Corporate OHS&W Management Committee Marine 

House OHS&W Sub-Committees 

Transport House OHS&W Sub Committee 

DVS OHS&W Sub Committee 

100% 

100% 

100% 

100% 

93% 

88% 

59% 

56% 

2. Percentage of trained safety and health representatives. 100% 100% 

3. Percentage of investigations conducted to incidents/ 

injury/near miss reported. 

4. Return to work rate (rehabilitation success rate)*. 

5. Ratio of hazards reported to actions closed out. 

100% 100% 

10% improvement 

on last year 

*A measure of DoT’s success and effectiveness in injury management practices and facilitation a 

sustainable return to work outcome. 

84% 

33

Disability access and inclusion plan outcomes 

Outcome 1: People with disability have the same opportunities as other 

people to access the services of, and any events organised by, the 

Department. 

DoT continues to provide for the needs of people with disability with access to all 

relevant information as well as access to existing facilities and premises. All services 

offered by Passenger Services are accessible, and events continue to be conducted 

in accessible accommodation. 


people to access the buildings and other facilities of the department. 

DoT continues to work toward ensuring all office buildings and facilities are physically 

accessible to all people. 

140 William Street, Perth was built to comply with the Building Code of Australia. All 

areas are wheelchair accessible, there are automatic doors to work areas and each 

floor has a disabled toilet. 

Metropolitan DVS centres provide the following facilities: 

• Parking bays for people with disability; 

• Toilets for people with disability; 

• Hydraulic desks for centres with high level customer service counters; 

• Automatic doors; and 

• Ground-level entrance access or ramps. 

Outcome 3: People with disability can access information from the 

Department as readily as other people can access it. 

DoT continues to regularly conduct reviews of its website to ensure it complies 

with the Website Governance Framework. DoT’s website has been designed to be 

accessed by as many users as possible and includes an accessibility page which 

outlines and explains the site’s accessibility features. The Department is committed 

to providing information for people with disability in alternative formats upon request. 

34 

Outcome 4: People with disability receive the same level and quality of 

service from staff as other people. 

DoT is committed to ensuring all stakeholders and customers are treated openly and 

honestly and dealt with equally and impartially. 

These issues will be addressed by a Disability and Access Inclusion Plan (DAIP) 

Working Group that is being formed. In dealing with these issues the Working Group 

will: 

• Provide a local point of contact for communication and advice on DAIP issues 

across the department; 

• Guide the development and implementation of DAIP initiatives on the six 

outcomes; and 

• Identify DAIP issues that need to be referred to the DoT corporate executive. 


people to make complaints to the department. 

DoT has a complaint management system that is customer friendly and flexible, where 

complaints can be made in person, by phone, fax, online or in writing. Complaints are 

properly investigated and addressed honestly and impartially. Customer feedback 

and complaints are seen as opportunities to not only resolve customer concerns, but 

also to build our knowledge and continuously improve our products and services. 


people to participate in any public consultation by the department. 

DoT strives to include a broad representation of people, including those with disability, 

in public consultation processes. This approach recognises the importance of 

engaging people of varying backgrounds, skills, talents and perspectives being 

valuable in the consultation process.

Compliance with public sector standard and ethical codes 

DoT is committed to ensuring the highest standards of probity and accountability in 

all interactions. 

Corporate induction 

People and Organisational Development has developed a training program to 

support DoT’s misconduct management framework and the Premier’s requirement 

that all public sector employees participate in accountable and ethical decision 

making workshops and attend an agency induction. 

This program provides new DoT employees with the opportunity to learn about the 

Department’s business, the role of each division and the way we work together to 

achieve positive results for the Western Australian community. The sessions allow 

new employees to meet key people from the organisation, including the Director 

General and senior management, and to gain practical insight about working for the 

department. 

The corporate induction is compulsory for all new employees and includes the 

accountable and ethical decision making presentation. 

This session is held monthly and runs for a full day. 

In 2010-11 107 employees attended the corporate induction. 

The DoT has been undergoing significant structural change with a large focus of this 

being in the area of human resources and staff behaviours. As such a new Code of 

Conduct was developed in March 2011. 

The Code of Conduct clarifies the standards of behaviour that are expected of DoT 

staff in the performance of their duties. It gives guidance in areas where staff need 

to make personal and ethical decisions. 

The Code of Conduct relates directly to the Department of Transport’s Strategic 

Plan 2010-2014 and the department’s values, which specifically state that we “act 

ethically and fairly.” 

Occupational safety, health and injury management 

DoT acknowledges occupational health, safety and wellbeing (OHS&W) is an 

important business driver. DoT is committed to provide a safe and healthy work 

environment for its people. 

Workers compensation and rehabilitation 

DoT is committed to providing injury management support to all workers that sustain 

a work-related injury or illness with a focus on safe and early return to meaningful 

work and in accordance with the Workers Compensation and Injury Management 

Act 1981. 

The OHS&W branch is responsible for effectively coordinating and case managing 

workers compensation claims, including early intervention in injury management in 

consultation with line managers and supervisors to assist claimants return to work 

as soon as practicable, 

The injury management system adopted has been developed with the goal to have 

our employees; 

• return to the same position with DoT; and if this is not possible 

• return to a new position with DoT; and if this is not possible 

• return to a position with another organisation. 

DoT OHS&W representatives 

35

Substantive equality 

In meeting and satisfying the State Government’s substantive equality requirements, 

DoT has commenced a number of activities including: 

Youth employment 

DoT strongly supports youth employment and continues to promote initiatives to 

that effect. The department continues to provide traineeships for young people 

and school based students as well as work experience placements. One business 

trainee successfully completed her traineeship and is now permanently employed 

by DoT. The department is working on a specific traineeship within Marine Safety. 

Scholarship program 

The scholarship program reinforces DoT as a learning organisation through valuing 

formal study. The program aims at developing competencies that will assist the 

department to meet its business objectives. The program also complements other 

learning programs addressing specific individual and organisational needs. Eight 

scholarships were awarded in 2011. 

Graduate program 

DoT has established its new graduate program for 2012. The program is part of 

the department’s strategy to attract youth and develop future management and 

leadership capability. Five placements have been allocated to the functional areas 

of coastal engineering, transport planning, transport economics and modelling, 

information technology and customer service. The graduates will be exposed to 

DoT’s diverse operations and will have the opportunity to develop valuable skills and 

experience in rotational placements. They will also participate in a comprehensive 

induction process, a mentoring program and a customised training program. 

36 

Peer support program 

DoT’s peer support program continued in 2011. A training workshop was held on 

1 March 2011 to provide further awareness and understanding to current peer 

support officers. The organisational development team will be calling for additional 

staff to become peer support officers over the coming months. Training needs are 

reviewed regularly and meetings are held on an as required basis. 

Employee assistance 

DoT provides employee assistance through its employee assistance program 

contract with Centacare. 

People and Organisational Development staff member

Employment and industrial relations 

During 2010–11, the dispute resolution procedure was initiated nine times. All nine 

disputes have been actioned, with two ongoing. 

Number of employees by award 

Award No. Employees % Employees 

Public Service and 

Government Officer’s 

General Agreement 2011 

Salaries and Allowances 

Special Division 

FTE and headcount 

Status 

1455 99.8 

3 0.2 

1458 100.00% 

At 30June 

2010 

Casual 7 12 

Permanent full time 959 1043 

Permanent part time 156 187 

Temporary full time 146 187 

Temporary part time 17 29 

Total no. Employees 1,285 1458 

Total paid FTE # 1,136.4 1304 

At 30 June 


# Paid FTE includes all employees directly paid by DoT’s payroll. Seconded 

employees paid by their home agency are excluded. 

Internal audit reviews 

Following the split of DPI, DoT received internal audit services from the Department 

of Planning’s (DoP) internal audit function under a service level agreement. 

The following audits were conducted by DoP towards the end of the 2009-10 financial 

year and tabled at the first DoT Audit and Risk Management Committee meeting in 

February 2011: 

• Vic Roads confidentiality agreement 2009-10; 

• Country Age Pension Fuel Card subsidy scheme; 

• Leased premises; and 

• Office of Road Safety grant acquittals including motorcycle graduated rider 

training and licensing project, and driver awareness training. 

The recommendations derived from internal audit reviews are managed and 

monitored through DoT’s Audit Recommendation Management System. Progress 

reporting on the status of implementation of recommendations occurs on a quarterly 

basis to the Audit and Risk Management Committee. 

DoT is in the process of appointing an Internal Auditor through the whole of 

Government Common Use Arrangement 23706. 

Other audit reviews 

The Vulnerability Assessment Group conducted a “Network Vulnerability 

Assessment” of DoT IT network with particular attention being given to the Transport 

Executive Licensing Information System (TRELIS). 

37

Audit and Risk Management Committee 

With the split of DPI in July 2009, the initial development of the new DoT, and the 

impending move of some functions to OSS, DoP provided corporate support 

functions to DoT under a service level agreement until the split of corporate resources 

was determined. 

Therefore, a combined audit and risk management committee operated until DoT 

could develop its own. The DoT Audit and Risk Management Committee (ARMC) 

was developed in early 2011 and first met on 28 February 2011. The committee is 

made up of the Director General, as the Chair of the committee; the Deputy Director 

General – Policy, Planning and Investment; the Managing Director – Transport 

Services; the Director – Office of the Director General; Main Roads WA Executive 

Director, Finance and Commercial Services as the cross portfolio representative; 

and the contracted internal auditor. 

Two ex-officio members that also form part of the committee are the Executive 

Director, Investment and Finance Coordination (Chief Finance Officer) as the 

officer responsible for the audit function; and the Manager Governance and 

Strategic Planning, Office of the Director General as the officer responsible for risk 

management across the department. A representative from the Office of the Auditor 

General also attends meetings as an independent observer and executive support 

is provided by the Business Manager, Governance and Strategic Planning, Office of 

the Director General. 

The ARMC is a sub-committee of DoT’s Corporate Executive and has their full 

endorsement. 

The ARMC plays a key role in fulfilling the department’s corporate governance and 

monitoring responsibilities in relation to the department’s reporting, internal control 

structure, risk management systems and internal audit functions. 

Following its establishment in February, the ARMC met twice in the second half of 

the 2010-11 financial year. 

38 

Risk management 

In line with Treasurer’s Instruction 825 and the Public Sector Commissioner’s Circular 

2009/19, DoT worked with RiskCover in 2010-11 to complete a comprehensive agency 

wide review of its risks and risk management process, and to use the RiskBase 

system to record and manage the department’s risk information. 

DoT commenced a comprehensive organisation-wide operational risk assessment 

in late 2010 using DVS as a pilot. All Transport Services division business units 

completed risk assessments in 2010-11 and the process has commenced in the 

Policy, Planning and Investment division. A number of risk assessment workshops 

for significant projects and contracts have also been conducted. 

Following the establishment of DoT’s new corporate structure, a strategic risk 

workshop was conducted in June 2011. Department wide risk reference tables, 

against which all risks are assessed, were also reviewed and updated during this 

workshop. Workshops involving the Coastal Infrastructure and Regional Services 

business units are also being conducted to assess risks for the State’s boat harbours. 

Refined risk management policy, procedures and guidelines that reflect new 

processes being developed by DoT are being finalised. A framework for on-going 

training and support for staff in risk management, drawing the relevant links to 

budgeting and planning processes, is also being developed. 

Management oversight to ensure management of risks within DoT is the responsibility 

of the ARMC, which reviews high and extreme rated risks quarterly, medium risks 

bi-annually, and determines escalation of risks to Corporate Executive as required.

Freedom of information 

Freedom of information (FOI) services were provided to DoT by DoP’s FOI unit until 

15 October 2010. 

The FOI unit is the initial contact point for members of the public, applicants, third 

parties, the Office of the Information Commissioner and other public sector agencies 

for all FOI related matters. 

Under the Freedom of Information Act 1992 (the Act), DoT is required to respond to 

FOI applications within 45 days of receipt, unless an extension of time is granted. 

The average time to process applications during 2010-2011 was 17 days. 

FOI fees and charges 

Fees and charges are set under the Act. Apart from the application fee for nonpersonal 

information, all charges are discretionary. Details of fees and charges are 

listed below. 

Application Amount 

Personal information about applicant No fee 

Application fee (for non-personal 

information) 

Charge for time taken dealing with 

the application 

Charge for access time supervised 

by staff 

Charges for photocopying 

$30.00 

$30.00 per hour 

$30.00 per hour 

$30.00 per hour for staff 

time and 20 cents per copy 

Rights of review 

The Act allows dissatisfied applicants to review a decision made by DoT. In accordance 

with Section 40 of the Act, internal review applications should be forwarded to DoT in 

writing within 30 days of the date of decision. 

Following an internal review, matters remaining in dispute can be submitted to the 

Office of the Information Commissioner for external review. Such applications must 

be submitted within 60 days from the date of decision. 

No fees or charges apply to internal or external reviews. 

FOI Statistics for 2010-11 (as at July 2011) listed below. 

Application Amount 

Total received 114 

Internal reviews 5 

External reviews 1 

Transferred to another agency 10 

39

Other legal requirements 

Advertising 

The following statement relates to advertising, direct mail and marketing research, 

as required under section 175 ZE of the Electoral Act 1907. 

Advertising 

Better recordkeeping 

DoT is committed to good recordkeeping and to meeting the requirements of the 

State Records Act 2000. Recordkeeping services were provided through a service 

level agreement with DoP until 15 October 2010, when the records and information 

management functions were transferred to DoT. 

In view of the transfer of recordkeeping and information management services, 

the recordkeeping plan that was approved by the State Records Commission in 

December 2009 is under review. The deadline for submission to the State Records 

Commission is April 2012. 

40 

303 Design Management Pty Ltd 1,950.00 

ASB Marketing Pty Ltd 3,000.00 

Austroads Ltd 10,690.00 

Autotrader Australia 1,227.27 

Brandconnect (WA) 2,550.00 

Danica Graphic Design Studio 640.00 

Dyarchy Media 1,290.00 

Geon Australia Pty Ltd 73,255.00 

Media on Mars 465.00 

Point Design Solutions 3,880.00 

Slicker Stickers 3,700.00 

Spice Creative 760.00 

The Brand Agency 11,997.00 

Whistling Moose Graphics 1,200.00 

Worldwide Online Printing Perth 

West End 

978.18 

$ 

Media advertising organisations 

Adcorp Australia Limited 183,682.58 

Albany Advertiser 943.64 

Albany Chamber of Commerce 209.22 

State Law Publisher 19,724.73 

Town of Bassendean 272.73 

WA News 3,939.74 

Direct mail 

Salmark Promotions 26,616.00 

Salmat Document Management 

Solutions Pty Limited 

2,629.00 

The State Records Commission’s minimum compliance requirements are: 

Requirement 1 - The efficiency and effectiveness of the organisation’s recordkeeping 

systems are evaluated not less than once every five years. 

DoT uses Objective as a single enterprise-wide electronic document and records 

management system, which is deployed to all DoT staff. During 2010-2011 DoT 

continued a program to consolidate the use of Objective throughout the Department. 

Objective allows DoT to deal with digital as well as paper records within an integrated 

environment. Training in Objective is mandatory for all staff. 

Requirement 2 - The organisation conducts a recordkeeping training program. 

Online record keeping awareness training is mandatory for all DoT staff. There are 

currently 1453 staff enrolled and 1315 (91 per cent) have completed the course. 

Number of staff enrolled in 

records awareness training 

Number of staff who completed 

records awareness training 

1600 

1400 

1200 

1000 

800 

600 

400 

200 

0 

September 

quarter 

December 

quarter 

March 

quarter 

1336 1390 1434 1453 

1222 1261 1296 1315 

92% 91% 90% 91% 

Rat Training 

Sept Quarter Dec Quarter March Quarter June Quarter 

June quarter 

No. enrolled 

No. completed

Requirement 3 - The efficiency and effectiveness of the recordkeeping training 

program is reviewed from time to time. 

The online records keeping awareness training is mandatory for all staff. Training 

assessment is integrated into the package and feedback from staff that have 

completed the course is reviewed and responded to. 

For DoT specific information regarding processes, employees are referred to the 

intranet. Content is reviewed periodically to ensure it reflects current operational 

and administrative practices and processes. 

A comprehensive training package in the use of the Objective system is available 

and all new staff attend 4.5 hours of hands-on training in document management 

and email management. Follow up assistance is available through the Help Desk as 

well as a Training and Support Officer. Quick reference guides are available on the 

intranet to assist staff. 

Requirement 4 - The organisation’s induction program addresses employee 

roles and responsibilities in regard to their compliance with the organisation’s 

Recordkeeping Plan. 

A presentation on recordkeeping is included in the department’s induction program, 

which advises employees of their roles and responsibilities in creating, managing 

and maintaining government records. All new staff are expected to complete the 

online recordkeeping awareness training, which covers roles and responsibilities in 

regard to recordkeeping and compliance with the Recordkeeping Plan. Additionally 

there is a brochure available on Recordkeeping:Your Responsibilities included in 

a series of information brochures designed to assist staff in dealing with different 

aspects of recordkeeping. New staff are also required to undertake training in the 

use of Objective. 

Governance disclosure 

During 2010-11, other than normal contracts of employment of services, no senior 

officers or firms of which senior officers are members, or entities in which senior 

officer have substantial interests, had any interests in existing or proposed contracts 

with DoT. 

DoT does not hold director’s liability insurance. 

Ministerial directives 

Treasurer’s Instruction 903(12) requires the Department to disclose information on 

any Ministerial directives relevant to the setting and achievement of desired outcomes 

or operational objectives, investment activities and financing activities. There were 

no Ministerial directives issued by the responsible Minister during 2010-11. 

Financial disclosures 

Pricing policies of services provided 

DoT reviews its fees and charges annually to reflect, where legally permissible, full 

cost recovery in the provision of its services pursuant to the department’s policy for 

costing and pricing. 

Gazette 50 dated 1 April 2010, Gazette 73 dated 7 May 2010, Gazette 83 dated 14 

May 2010, Gazette 100 dated 4 June 2010, Gazette 107 dated 18 June 2010, Gazette 

126 dated 30 June 2010, Gazette 127 dated 30 June 2010, and Gazette 128 dated 30 

June 2010, contain variations to the department’s fees and charges for the 2010-11 

financial year. 

Major capital projects 

(Projects over $5m are considered as major) 

Projects remaining uncompleted 

Project name 

Broome Boating 

Facility - stage 

one 

Maritime facilities 

program 

DVS reform 

Wyndham Port 

facility upgrade 

Expected 

year of 

completion 

Estimated cost 

to complete 

$’000 

2013-14 34,191 35,000 

Ongoing 

program 

Ongoing 

program 

89,306 93,579 

50,610 52,911 

2012-13 6,002 10,000 

Estimated total 

cost of project 

$’000 

41

Financial Statements 


Auditor General Independent Auditor’s Report 

To the Parliament of Western Australia 

Report on the Financial Statements 

I have audited the accounts and financial statements of the Department of Transport. 

The financial statements comprise the Statement of Financial Position as at 30 

June 2011, the Statement of Comprehensive Income, Statement of Changes in 

Equity, Statement of Cash Flows, Schedule of Income and Expenses by Service, 

Schedule of Assets and Liabilities by Service, and Summary of Consolidated 

Account Appropriations and Income Estimates for the year then ended, and Notes 

comprising a summary of significant accounting policies and other explanatory 

information, including Administered transactions and balances. 

Director General’s Responsibility for the Financial Statements 

The Director General is responsible for keeping proper accounts, and the preparation 

and fair presentation of the financial statements in accordance with Australian 

Accounting Standards and the Treasurer’s Instructions, and for such internal 

control as the Director General determines is necessary to enable the preparation 

of financial statements that are free from material misstatement, whether due to 

fraud or error. 

42 

Auditor’s Responsibility 

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

opinion on the financial statements based on my audit. The audit was conducted 

in accordance with Australian Auditing Standards. Those Standards require 

compliance with relevant ethical requirements relating to audit engagements and 

that the audit be planned and performed to obtain reasonable assurance about 

whether the financial statements are free from material misstatement. 

An audit involves performing procedures to obtain audit evidence about the 

amounts and disclosures in the financial statements. The procedures selected 

depend on the auditor’s 

judgement, including the assessment of the risks of material misstatement of 

the financial statements, whether due to fraud or error. In making those risk 

assessments, the auditor considers internal control relevant to the Department’s 

preparation and fair presentation of the financial statements in order to design 

audit procedures that are appropriate in the circumstances. An audit also 

includes evaluating the appropriateness of the accounting policies used and the 

reasonableness of accounting estimates made by the Director General, as well as 

evaluating the overall presentation of the financial statements. 

I believe that the audit evidence obtained is sufficient and appropriate to provide a 

basis for my audit opinion.

Opinion 

In my opinion, the financial statements are based on proper accounts and present 

fairly, in all material respects, the financial position of the Department of Transport 

at 30 June 2011 and its financial performance and cash flows for the year then 

ended. They are in accordance with Australian Accounting Standards and the 

Treasurer’s Instructions. 

Report on Controls 

I have audited the controls exercised by the Department of Transport. The Director 

General is responsible for ensuring that adequate control is maintained over the 

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

public and other property, and the incurring of liabilities in accordance with 

the Financial Management Act 2006 and the Treasurer’s Instructions, and other 

relevant written law. 


opinion on the controls exercised by the Director General based on my audit 

conducted in accordance with Australian Auditing Standards. 

Opinion 

In my opinion, the controls exercised by the Department of Transport 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. 

Report on the Key Performance Indicators 

I have audited the key performance indicators of the Department of Transport. 

The Director General 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. 


opinion on the key performance indicators based on my audit conducted in 

accordance with Australian Auditing Standards. 

Opinion 

In my opinion, the key performance indicators of the Department of Transport are 

relevant and appropriate to assist users to assess the Department’s performance 

and fairly represent indicated performance for the year ended 30 June 2011. 

Independence 

In conducting this audit, I have complied with the independence requirements of 

the Auditor General Act 2006 and the Australian Auditing Standards, and other 

relevant ethical requirements. 

COLIN MURPHY 

AUDITOR GENERAL 

13 September 2011 

43

Certification of Financial Statements 


The accompanying financial statements of the Department of Transport 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 2011 and the financial position as at 30 June 2011. 

At the date of signing we are not aware of any circumstances which would render 

any particulars included in the financial statements misleading or inaccurate. 

Graeme Doyle Reece Waldock 

Chief Finance Officer Accountable Authority 

7 September 2011 7 September 2011 

44

Financial Statements 

Statement of Comprehensive Income 


2011 2010 

Note $ 000 $ 000 

COST OF SERVICES 

Expenses 

Employee benefits expense 4 109 676 87 509 

Supplies and services 5 96 976 109 292 

Depreciation and amortisation expense 6 11 121 11 506 

Accommodation expenses 7 8 605 3 657 

Grants and subsidies expense 8 73 534 63 447 

Loss on disposal of non-current assets 13 47 2 550 

Other expenses 9 8 179 2 212 

Total cost of services 308 138 280 173 

INCOME 

Revenue 

User charges and fees 

10 119 479 111 458 

Sales 231 888 

Grants and contributions 11 23 241 27 918 

Interest revenue 1 815 1 102 

Other revenues 12 38 278 30 226 

Total revenue 183 044 171 592 

Total income other than income from 

State Government 

183 044 171 592 

Net cost of services 125 094 108 581 

INCOME FROM STATE GOVERNMENT 14 


Note $ 000 $ 000 

Service appropriation 143 513 133 769 

Resources received free of charge 1 019 683 

Royalties for Regions Fund 4 597 5 510 

Assets assumed/(transferred) 8 - 

Total income from State Government 149 137 139 962 

Surplus for the period 24 043 31 381 

OTHER COMPREHENSIVE INCOME 

Changes in asset revaluation surplus 4 942 11 364 

Total other comprehensive income 4 942 11 364 

Total comprehensive income for the 

period 

28 985 42 745 

See also the Schedule of Income and Expenses by Service. 

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

45

Statement of Financial Position 

As at 30 June 2011 


Note $ 000 $ 000 

ASSETS 

Current Assets 

Cash and cash equivalents 

15 27 122 27 429 

Restricted cash and cash equivalents 16 63 406 43 401 

Inventories 17 362 366 

Receivables 18 8 779 6 501 

Other current assets 20 1 065 514 

Total current assets 100 734 78 211 

Non-Current Assets 

Restricted cash and cash equivalents 

16 1 686 1 190 

Amounts receivable for services 19 122 031 107 234 

Property, plant, equipment, vehicles and 

vessels 

21 152 976 148 497 

Infrastructure 22 119 227 123 191 

Intangible assets 23 15 721 15 142 

Construction in progress 24 41 859 24 021 

Total non-current assets 453 500 419 275 

Total assets 554 234 497 486 

46 


Note $ 000 $ 000 

LIABILITIES 

Current Liabilities 

Payables 26 10 219 8 379 

Borrowings 27 21 - 

Provisions 28 13 443 13 550 

Other liabilities 29 14 027 4 674 

Total current liabilities 37 710 26 603 

Non-Current Liabilities 

Provisions 

28 12 802 6 360 

Borrowings 27 26 - 

Total non-current liabilities 12 828 6 360 

Total liabilities 50 538 32 963 

Net assets 503 696 464 523 

EQUITY 30 

Contributed equity 431 483 421 295 

Reserves 16 306 11 364 

Accumulated surplus 55 907 31 864 

Total equity 503 696 464 523 

See also the Schedule of Assets and Liabilities by Service. 

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

Statement of Changes in Equity 


Note 

Contributed equity 

$ 000 

Reserves 

$ 000 

Accumulated surplus 

$ 000 

Total equity 

$ 000 

Balance at 1 July 2009 - - - - 

Net effect of prior period error - - 744 744 

Restated balance at 1 July 2009 - - 744 744 

Total comprehensive income for the year 

Transactions with owners in their capacity as owners 

30 - 11 364 31 120 42 484 

capital appropriations 9 010 - - 9 010 

Other contributions by owners 412 285 - - 412 285 

Balance at 30 June 2010 421 295 11 364 31 864 464 523 

Balance at 1 July 2010 421 295 11 364 31 864 464 523 

Total comprehensive income for the year 

Transactions with owners in their capacity as owners 

- 4 942 24 043 28 985 

Capital appropriations 

Other contributions by owners 

9 859 - - 9 859 

Department of Planning (2 789) - - (2 789) 

Regional Development Headworks Fund 3 150 - - 3 150 

Prior period adjustment ( 32) - - ( 32) 

10 188 - - 10 188 

Balance at 30 June 2011 431 483 16 306 55 907 503 696 

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

47

Statement of Cash Flows 



Note $ 000 $ 000 

CASH FLOWS FROM STATE GOVERNMENT 

Service appropriation 129 307 120 923 

Capital appropriations 9 859 9 010 

Cash transferred from /(to) other agencies 3 663 48 088 

Royalties for Regions Fund 4 597 5 510 

Net cash provided by State Government 147 426 183 531 

Utilised as follows: 

CASH FLOWS FROM OPERATING 

ACTIVITIES 

Payments 

Employee benefits (107 272) (84 605) 

Supplies and services (75 475) (57 668) 

Accommodation (7 431) (3 147) 

Grants and subsidies (71 984) (62 089) 

GST payments on purchases (16 609) (15 616) 

GST payments to taxation authority ( 205) - 

Other payments (18 983) (52 044) 

Receipts 

Sale of goods and services 228 972 

User charges and fees 133 334 123 970 

Grants and subsidies 21 826 27 355 

Interest received 1 661 1 060 

GST receipts on sales 5 608 6 044 

GST receipts from taxation authority 10 181 8 142 

Other receipts 22 459 15 150 

Net cash used in operating activities 31 (b) (102 662) (92 476) 

48 


Note $ 000 $ 000 

CASH FLOWS FROM INVESTING 

ACTIVITIES 

Proceeds from sale of non-current physical 

assets 

50 17 

Purchase of non-current physical assets (24 608) (19 052) 

Net cash used in investing activities (24 558) (19 035) 

CASH FLOWS FROM FINANCING 

ACTIVITIES 

Payments for finance lease ( 12) - 

Net cash used in investing activities ( 12) - 

Net increase/ (decrease) in cash and cash 

equivalents 

Cash and cash equivalents at the beginning of 

the period 

Cash and cash equivalents at the end 

of the period 

20 194 72 020 

72 020 - 

31 (a) 92 214 72 020 

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

Schedule of Income and Expenses by Service 


Transport system 

planning and 

regulation 

Motor vehicle 

registration and driver 

licensing services 

Strategic Transport 

Policy 

Integrated Transport 

Planning 

Total 

2011 2010 2011 2010 2011 2010 2011 2010 2011 2010 

$ 000 $ 000 $ 000 $ 000 $ 000 $ 000 $ 000 $ 000 $ 000 $ 000 

COST OF SERVICES 

Expenses 

Employee benefits expenses 23 756 20 723 72 336 58 692 7 323 3 905 6 261 4 189 109 676 87 509 

Supplies and services 44 449 38 350 44 081 64 170 2 538 2 799 5 909 3 973 96 976 109 292 

Depreciation and amortisation expense 6 962 6 240 3 831 5 027 51 20 277 219 11 121 11 506 

Accommodation expenses 2 460 1 242 5 656 2 309 262 26 227 80 8 605 3 657 

Grants and subsidies 50 558 48 422 22 425 13 545 152 - 400 1 480 73 534 63 447 

Loss on disposal of non-current assets 46 2 550 1 - - - - - 47 2 550 

Other expenses from ordinary activities 4 907 1 275 2 733 809 296 43 243 85 8 179 2 212 

Total cost of services 133 138 118 802 151 063 144 552 10 621 6 793 13 316 10 026 308 138 280 173 

Income 

User charges and fees 38 397 64 211 51 232 47 247 1 - 29 850 - 119 479 111 458 

Sales 179 814 37 20 4 - 11 54 231 888 

Grants and contributions 1 299 7 175 21 908 14 225 0 - 34 6 518 23 241 27 918 

Interest revenue 1 417 1 102 335 - 34 - 29 - 1 815 1 102 

Other revenue 15 203 20 280 19 046 9 778 2 040 5 1 990 163 38 278 30 226 

Total income other than income from State 

Government 

56 495 93 582 92 558 71 270 2 078 5 31 913 6 735 183 044 171 592 

NET COST OF SERVICES 76 644 25 220 58 505 73 282 8 543 6 788 (18 598) 3 291 125 094 108 581 

INCOME FROM STATE GOVERNMENT 

Service appropriations 23 588 28 459 64 436 64 455 44 168 22 057 11 321 18 798 143 513 133 769 

Resources received free of charge 221 160 672 460 68 30 58 33 1 019 683 

Royalties for Regions Fund 1 472 - - - 2 897 - 228 5 510 4 597 5 510 

Assets assumed/(transferred) 2 - 5 - 1 - - - 8 - 

Total income from State Government 25 283 28 619 65 113 64 915 47 134 22 087 11 607 24 341 149 137 139 962 

SURPLUS FOR THE PERIOD (51 361) 3 399 6 608 (8 367) 38 591 15 299 30 205 21 050 24 043 31 381 

The Schedule of Income and Expenses by Service should be read in conjunction with the accompanying notes. 

49

Schedule of Assets and Liabilities by Service 

As at 30 June 2011 

50 

Transport system 

planning and 

regulation 

Motor vehicle 

registration and driver 


Strategic Transport 

Policy 

Integrated Transport 

Planning 

2011 2010 2011 2010 2011 2010 2011 2010 2011 2010 

$ 000 $ 000 $ 000 $ 000 $ 000 $ 000 $ 000 $ 000 $ 000 $ 000 

ASSETS 

Current Assets 81 037 62 918 19 387 15 052 108 84 202 157 100 734 78 211 

Non-Current Assets 395 831 365 958 55 976 51 752 812 751 880 814 453 500 419 275 

Total Assets 476 868 428 876 75 363 66 804 920 835 1 083 971 554 234 497 486 

LIABILITIES 

Current Liabilities 17 951 12 664 17 452 12 312 975 688 1 331 939 37 710 26 603 

Non-Current Liabilities 3 005 1 490 8 637 4 282 569 282 617 306 12 828 6 360 

Total Liabilities 20 957 14 154 26 089 16 594 1 544 970 1 948 1 245 50 538 32 963 

NET ASSETS 455 911 414 722 49 274 50 210 ( 624) ( 135) ( 866) ( 274) 503 696 464 523 

The Schedule of Assets and Liabilities by Service should be read in conjunction with the accompanying notes. 

Total

Summary of Consolidated Account Appropriations and Income Estimates 



Estimate 

$ 000 


Actual 

$ 000 

DELIVERY OF SERVICES 

Item 63 Net amount appropriated to deliver services 

Amount authorised by other statutes: 

139 424 142 489 3 065 142 489 133 451 9 038 

- Salaries and Allowances Act 1975 333 1 024 691 1 024 318 706 

Total appropriations provided to deliver services 139 757 143 513 3 756 143 513 133 769 9 744 

CAPITAL 

Item 138 Capital contribution 12 956 9 859 (3 097) 9 859 9 010 849 

Total capital contribution 12 956 9 859 (3 097) 9 859 9 010 849 

ADMINISTERED TRANSACTIONS 

Item 64 Western Australian Coastal 

Shipping Commission 329 329 - 329 - 329 

Total administered transactions 329 329 - 329 - 329 

GRAND TOTAL 153 042 153 701 659 153 701 142 779 10 922 

Details of expenses by service 

Transport system planning and regulation 142 887 133 138 (9 749) 133 138 118 802 14 336 

Motor vehicle registration & driver licensing services 151 695 151 063 ( 632) 151 063 144 552 6 511 

Strategic Transport Policy 7 790 10 621 2 831 10 621 6 793 3 828 

Integrated Transport planning 10 609 13 316 2 707 13 316 10 026 3 290 

Total cost of services 312 981 308 138 (4 843) 308 138 280 173 27 965 

Less: Total income 186 687 183 044 (3 643) 183 044 171 592 11 452 

Net cost of services 126 294 125 094 (1 200) 125 094 108 581 16 513 

Adjustments (i) 13 463 18 419 4 956 18 419 25 188 (6 769) 

Total appropriations provided to deliver services 139 757 143 513 3 756 143 513 133 769 9 744 

Capital expenditure 

Purchase of non-current physical assets 37 741 24 608 (13 133) 24 608 19 052 5 556 

Delivery of Services 

Adjustments for other funding sources 

- 1 077 1 077 1 077 20 658 (19 581) 

- Internal funds and balances (16 785) (12 676) 4 109 (12 676) (30 700) 18 024 

- Royalties for Regions (8 000) (3 150) 4 850 (3 150) - (3 150) 

Capital appropriations 12 956 9 859 (3 097) 9 859 9 010 849 

DETAILS OF INCOME ESTIMATES 

Income disclosed as Administered Income 721 408 1571 030 849 622 1571 030 1481 539 89 491 

(i) Adjustments comprise movements in cash balances and other accrual items such as receivables, payables and superannuation. 

Note 36 Explanatory statement provides details of any significant variations between estimates and actual results for 2011. 

Variance 

$ 000 


Actual 

$ 000 


Actual 

$ 000 

Variance 

$ 000 

51

Notes to the Financial Statements 


1. Australian Accounting Standards 

General 

The Department’s financial statements for the year ended 30 June 2011 have been 

prepared in accordance with Australian Accounting Standards. The term ‘Australian 

Accounting Standards’ refers to the Standards and interpretation issued by the 

Australian Accounting Standard Board (AASB). 

The Department has adopted any applicable, new and revised Australian Accounting 

Standards from their operative dates. 

Early adoption of standards 

The Department cannot early adopt an Australian Accounting Standard unless 

specifically permitted by 

TI 1101 Application of Australian Accounting Standards and Other Pronouncements. 

No Australian Accounting Standards that have been issued or amended (but not 

operative) have been early adopted by the Department for the annual reporting 

period ended 30 June 2011. 

52 

2. Summary of significant accounting policies 

(a) General statement 

The financial statements constitute general purpose financial statements that have 

been prepared in accordance with Australian Accounting Standards, the Framework, 

Statements of Accounting Concepts and other authoritative pronouncements of the 

Australian Accounting Standards Board as applied by the Treasurer’s instructions. 

Several of these are modified by the Treasurer’s instructions to vary application, 

disclosure, format and wording. 

The Financial Management Act and the Treasurer’s instructions are legislative 

provisions governing the preparation of financial statements and take precedence 

over Australian Accounting Standards, the Framework, Statements of Accounting 

Concepts and other authoritative pronouncements of the Australian Accounting 

Standards Board. 

Where modification is required and has a material or significant financial effect upon 

the reported results, details of that modification and the resulting financial effect, are 

disclosed in the notes to the financial statements 

(b) Basis of preparation 

The financial statements have been prepared on the accrual basis of accounting 

using the historical cost convention, modified by the revaluation of land 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). 

In the process of reporting the Department as a single entity, all intra entity 

transactions and balances have been eliminated.

(c) Reporting entity 

The reporting entity comprises the Department. 

Services: 

Service 1: Transport System and Services Development, Planning, 

Operation and Regulation 

Transport system and services development, planning, operation and regulation 

is designed to improve accessibility and safety of the transport system for all 


Service 2: Motor vehicle registration and driver licensing services 

The Road Traffic Act 1974 confers on the Department responsibility for licensing 

the State’s drivers and registering vehicles. 

Service 3: Strategic Transport Policy 

Strategic Transport Policy contributes to the achievement of the desired 

Transport outcome, where integrated transport systems facilitate economic 

development by providing leadership for strategic transport issues. 

Service 4: Integrated Transport Planning 

Integrated Transport Planning contributes to the achievement of the desired 

Transport outcome, where integrated transport systems facilitate economic 

development by providing leadership for strategic transport issues. 

The Department administers assets, liabilities, income and expenses on behalf 

of Government which are not controlled by, nor integral to the functions of the 

Department. These administered balances and transactions are not recognised 

in the principal financial statements of the Department but schedules are 

prepared using the same basis as the financial statements and are presented at 

note 44 Administered expenses and income and note 45 Administered assets 

and liabilities. 

(d) Contributed equity 

AASB Interpretation 1038 Contributions by Owners Made to Wholly-Owned Public 

Sector Entities requires transfers in the nature of equity contributions, other than 

as a result of a restructure of administrative arrangements, to be designated by 

the Government (the owner) as contributions by owners (at the time of, or prior 

to transfer) before such transfers can be recognised as equity contributions. 

Capital appropriations have been designated as contributions by owners by TI 955 

Contributions by Owners made to Wholly Owned Public Sector Entities and have 

been credited directly to Contributed Equity. 

The transfer of net assets to/from other agencies, other than as a result of a 

restructure of administrative arrangements, are designated as contributions by 

owners where the transfers are non-discretionary and non- reciprocal. See note 

30 Equity. 

53

(e) Income 

Revenue recognition 

Revenue 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 goods 

Revenue is recognised from the sale of goods and disposal of other assets when 

the significant risks and rewards of ownership transfer to the purchaser and can be 

measured reliably. 

Provision of services 

Revenue is recognised on delivery of the service to the client or by reference to the 

stage of completion of the transaction. 

Revenues are received in the form of various registration, examination and licence 

fees (including Stamp Duty and Third Party Motor Vehicle Insurance). These 

revenues are received for services provided including undertaking inspections 

and/or issuing licences associated with the fees. As no part of these charges is 

refundable, revenues are recognised at the time they are received. 

Revenues collected from traffic and cannabis infringements are administered on 

behalf of the Western Australian Police and are recognised when the cash is received. 

The revenue from other operating activities including rendering of services and the 

sale of assets are recognised when the Department has passed control of the goods 

or other assets or delivery of the service to the customer. Recoups of operating 

activities are recognised when invoiced. 

Interest 

Revenue is recognised as the interest accrues. 

Service appropriations 

Service appropriations are recognised as revenues at nominal value in the period in 

which the Department gains control of the appropriated funds. The Department gains 

control of appropriated funds at the time those funds are deposited into the Department’s 

bank account or credited to the Amounts receivable for services (holding account) held 

at Treasury. See note 14 Income from State Government for further detail. 

Net appropriation determination 

54 

The Treasurer may make a determination providing for prescribed receipts to be 

retained for services under the control of the Department. In accordance with the 

determination specified in the 2010-11 Budget Statements, the Department retained 

$183 million in 2011 ( $172 million in 2010) from the following: 

Boat registration fees, Indian Ocean Territories Program, jetty licences, marine 

examinations, duplicate motor drivers licence fees, motor vehicle transfer 

fees, motor vehicle plate fees, proof of age card, recoup for services provided, 

temporary permits, and other revenue. 

Grants, donations, gifts and other non-reciprocal contributions 

Revenue is recognised at fair value when the Department 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 Department obtains control over the funds. The Department obtains 

control of the funds at the time the funds are deposited into the Department’s bank 

account. 

Gains 

Gains may be realised or unrealised and are usually recognised on a net basis. These 

include gains arising on the disposal of non-current assets and some revaluations of 

non-current assets.

(f) Property, plant and equipment and infrastructure 

Capitalisation/expensing of assets 

Items 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. 

Initial recognition and measurement 

All items of property, plant and equipment and infrastructure are initially recognised 

at cost. 

For items of property, plant and equipment and infrastructure acquired at no cost or for 

nominal cost, the cost is their fair value at the date of acquisition. 

Subsequent measurement 

Subsequent to initial recognition as an asset, the revaluation model is used for the 

measurement of land and buildings, and the cost model for all other property, plant, 

equipment and infrastructure. Land and buildings are carried at fair value less 

accumulated depreciation (buildings only) and accumulated impairment losses. All 

other items of property, plant, equipment and infrastructure 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 buying values determined by reference to 

recent market transactions. 

Where market-based evidence is not available, the 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 assets is 

determined by reference to the cost of replacing the remaining future economic benefits 

embodied in the asset, i.e. the depreciated replacement cost. 

When buildings are revalued, the accumulated depreciation is eliminated against the 

gross carrying amount of the asset and the net amount restated to the revalued amount. 

Independent valuations of land and buildings are provided annually by the Western 

Australian Land Information Authority (Valuation Services) and recognised annually to 

ensure that the carrying amount does not differ materially from the asset’s fair value at 

the end of the reporting period. 

The most significant assumptions in estimating fair value are made in assessing whether 

to apply the existing use basis to assets and in determining estimated useful life. 

Professional judgement by the valuer is required where the evidence does not provide a 

clear distinction between market type assets and existing use assets. 

Refer to note 21 Property, plant, equipment, vehicles and vessels for further information 

on revaluations. 

Derecognition 

Upon disposal or derecognition of an item of property, plant and equipment, any 

revaluation surplus relating to that asset is retained in the asset revaluation surplus. 

Asset revaluation surplus 

The asset revaluation surplus is used to record increments and decrements on the 

revaluation of non-current assets as described in note 21 Property, plant, equipment, 

vehicles and vessels. 

Depreciation 

All 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. 

Land is not depreciated. Depreciation on other assets is calculated using the straight 

line method, using rates which are reviewed annually. Estimated useful lives for each 

class of depreciable asset are: 

Buildings 40 years 

Computer hardware 4 to 7 years 

Refurbishments, furniture and fittings 3 to 20 years 

Maritime infrastructure 5 to 100 years 

Plant and equipment 5 to 20 years 

Vehicles 5 to 20 years 

Vessels 10 years 

Leased plant, equipment and vehicles 2 years 

Assets under construction are not depreciated until commissioned. 

55

(g) Intangible assets 

Capitalisation/expensing of assets 

Acquisitions of intangible assets costing $5,000 or more are capitalised. The cost 

of utilising the assets is expensed (amortised) over their useful life. Costs incurred 

below these thresholds are immediately expensed directly to the Statement of 

Comprehensive Income. 

All acquired and internally developed intangible assets are initially recognised at 

cost. For assets acquired at no cost or for nominal cost, the cost is their fair value 

at the date of acquisition. 

The cost model is applied for subsequent measurement requiring the asset to be 

carried at cost less any accumulated amortisation and accumulated impairment 

losses. 

Amortisation for intangible assets with finite useful lives is calculated for the period 

of the expected benefit (estimated useful life) on the straight line basis using rates 

which are reviewed annually. All intangible assets controlled by the Department 

have a finite useful life and zero residual value. 

The expected useful lives for each class of intangible asset are: 

56 

Software not integral to the operation of related hardware 3 to 15 years 

Computer software 

Software that is an integral part of the related hardware is treated as property, 

plant and equipment. Software that is not an integral part of the related hardware 

is treated as an intangible asset. Software costing less than $5,000 is expensed in 

the year of acquisition. 

(h) Impairment of assets 

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. 

See note 25 Impairment of assets for the outcome of impairment reviews and testing. 

See note 2(p) Receivables and note 18 Receivables for impairment of receivables. 

(i) Non-current assets (or disposal groups) classified as held for sale 

Non-current assets (or disposal groups) held for sale are recognised at the lower of 

carrying amount and fair value less costs to sell and are presented separately from 

other assets in the Statement of Financial Position. Assets classified as held for sale 

are not depreciated or amortised. 

(j) Leases 

Finance lease rights and obligations are initially recognised, at the commencement of 

the lease term, as assets and liabilities equal in amount to the fair value of the leased 

item or, if lower, the present value of the minimum lease payments, determined at the 

inception of the lease. The assets are disclosed as plant, equipment and vehicles 

under lease, and are depreciated over the period during which the Department 

is expected to benefit from their use. Minimum lease payments are apportioned 

between the finance charge and the reduction of the outstanding lease liability, 

according to the interest rate implicit in the lease. 

The Department holds operating leases for a number of branch office buildings, 

motor vehicles and office equipment. Lease payments are expensed on a straight 

line basis over the lease term as this represents the pattern of benefits derived from 

the leased properties.

(k) Financial instruments 

In addition to cash and cash equivalents, the Department has two categories of 

financial instruments: 

• Receivables; and 

• Financial liabilities measured at amortised cost. 

These have been disaggregated into the following classes: Financial Assets 

• Cash and cash equivalents 

• Restricted cash and cash equivalents 

• Receivables 

• Amounts receivable for services 

Financial Liabilities 

• Payables 

• Finance Lease Liabilities 

Initial recognition and measurement of financial instruments is at fair value which 

normally equates to the transaction cost or the face value. Subsequent measurement 

is at amortised cost using the effective interest method. 

The fair value of short-term receivables and payables is the transaction cost or the 

face value because there is no interest rate applicable and subsequent measurement 

is not required as the effect of discounting is not material. 

(l) Cash and cash equivalents 

For the purpose of the Statement of Cash Flows, cash and cash equivalents (and 

restricted cash and cash equivalent) assets comprise cash on hand and short-term 

deposits with original maturities of three months or less that are readily convertible 

to a known amount of cash and which are subject to insignificant risk of changes in 

value. 

(m) Accrued salaries 

Accrued salaries (see note 26 Payables) represent the amount due to staff but unpaid 

at the end of the financial year. Accrued salaries are settled within a fortnight of the 

financial year end. The Department considers the carrying amount of accrued salaries 

to be equivalent to its net fair value. 

The accrued salaries suspense account (See note 16 Restricted cash and cash 

equivalents) consists of amounts paid annually into a suspense account over a period of 

10 financial years to largely meet the additional cash outflow in each eleventh year when 

27 pay days occur instead of the normal 26. No interest is received on this account. 

(n) Amounts receivable for services (Holding Account) 

The Department receives funding on an accrual basis that recognises the full annual 

cash and non cash cost of services. The appropriations are paid partly in cash and 

partly as an asset (holding account receivable) that is accessible on the emergence of 

the cash funding requirement to cover leave entitlements and asset replacement. 

See also note 14 Income from State Government and note 19 Amounts receivable for 

services. 

(o) Inventories 

Inventories are measured at the lower of cost and net realisable value. Costs are 

assigned by the method most appropriate to each particular class of inventory, with the 

majority being valued on a first in first out basis. 

Inventories not held for resale are valued at cost unless they are no longer required, in 

which case they are valued at net realisable value. 

See note 17 Inventories. 

(p) Receivables 

Receivables are recognised and carried at original invoice amount less an allowance for 

any uncollectible amounts (i.e. impairment). The collectability of receivables is reviewed 

on an ongoing basis and any receivables identified as uncollectible are written-off 

against the allowance account. The allowance for uncollectible amounts (doubtful 

debts) is raised when there is objective evidence that the Department 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. 

See note 2(k) Financial Instruments and note 18 Receivables . 

57

(q) Payables 

Payables are recognised at the amounts payable when the Department becomes 

obliged to make future payments as a result of a purchase of assets or services. 

The carrying amount is equivalent to fair value, as they are generally settled within 

30 days. 

See note 2(k) Financial instruments and note 26 Payables. 

(r) Amounts due to the Treasurer 

The amount due to the Treasurer is in respect of a Treasurer’s Advance. Initial 

recognition and measurement, and subsequent measurement is at the amount 

repayable. Although there is no interest charged the amount repayable is equivalent 

to fair value as the period of the borrowing is less than 12 months with the effect of 

discounting not being material. 

See note 45 Administered Assets and Liabilities. 

(s) Provisions 

Provisions are liabilities of uncertain timing or amount and are recognised where 

there is a present legal or constructive obligation as a result of a past event and when 

the outflow of resources embodying economic benefits is probable and a reliable 

estimate can be made of the amount of the obligation. Provisions are reviewed at 

the end of each reporting period. See note 27 Provisions. 

58 

(i) Provisions – employee benefits 

Annual leave and long service leave 

The liability for annual and long service leave expected to be settled within 12 

months after the reporting period is recognised and measured at the undiscounted 

amounts expected to be paid when the liabilities are settled. Annual and long 

service leave expected to be settled more than 12 months after the reporting 

period is measured at the present value of amounts expected to be paid when 

the liabilities are settled. Leave liabilities are in respect of services provided by 

employees up to the end of the reporting period. 

When assessing expected future payments consideration is given to expected 

future wage and salary levels including non-salary components such as employer 

superannuation contributions. In addition, the long service leave liability also 

considers 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. 

All annual leave and unconditional long service leave provisions are classified as 

current liabilities as the Department does not have an unconditional right to defer 

settlement of the liability for at least 12 months after the reporting period. 

Superannuation 

The Government Employees Superannuation Board (GESB) in accordance with the 

legislative requirements administers public sector superannuation arrangements in 

Western Australia. 

Employees may contribute to the Pension Scheme, a defined benefit pension 

scheme now closed to new members or the Gold State Superannuation Scheme 

(GSS), a defined benefit lump sum scheme also closed to new members. 

The Department has no liabilities under the Pension or the GSS Schemes. The 

liabilities for the unfunded Pension Scheme and the unfunded GSS Scheme transfer 

benefits due to members who transferred from the Pension Scheme, are assumed 

by the Treasurer. All other GSS Scheme obligations are funded by concurrent 

contributions made by the Department to the GESB. The concurrently funded part of 

the GSS Scheme is a defined contribution scheme as these contributions extinguish 

all liabilities in respect on the concurrently funded GSS Scheme obligations. 

Employees commencing employment prior to 16 April 2007 who were not members 

of either the Pension or GSS Schemes became non-contributory members of the 

West State Superannuation Scheme (WSS). Employees commencing employment 

on or after 16 April 2007 became members of the GESB Super Scheme (GESBS). 

Both of these schemes are accumulation schemes. The Department makes 

concurrent contributions to GESB on behalf of employees in compliance with the 

Commonwealth Government’s Superannuation Guarantee (Administration) Act 

1992. These contributions extinguish the liability for superannuation charges in 

respect of the WSS and GESBS Schemes. 

The GESB makes all benefit payments in respect of the Pension and GSS Schemes, 

and is recouped from the Treasurer for the employer’s share. 

See also note 2(t) Superannuation expense

(ii) Provisions – other 

Employment on-costs 

Employment on-costs, including workers’ compensation insurance, are not 

employee benefits and are recognised separately as liabilities and expenses 

when the employment to which they relate has occurred. Employment on-costs 

are included as part of ‘Other expenses’ and are not included as part of the 

Department’s ‘Employee benefits expense’. The related liability is included in 

‘Employment on-costs provision’. 

See note 9 Other Expenses and note 28 Provisions. 

(t) Superannuation expense 

The superannuation expense in the Statement of Comprehensive Income comprises 

of employer contributions paid to GSS (concurrent contributions), the West State 

Superannuation Scheme (WSS), and the GESB Super Scheme (GESBS). The 

employer contribution paid to the GESB in respect of the GSS is paid back into the 

Consolidated Fund by the GESB. 

The GSS Scheme is a defined benefit scheme for the purposes of employees 

and whole-of-government reporting. However, it is a defined contribution plan for 

agency purposes because the concurrent contributions (defined contributions) 

made by the agency to GESB extinguishes the agency’s obligation to the related 

superannuation liability. 

(u) Resources received free of charge or for nominal cost 

Resources received free of charge or for nominal cost that can be reliably measured 

are recognised as income and as assets or expenses as appropriate, at fair value. 

Where the resource received represents a service that the Department would 

otherwise pay for, a correspondng expense is recognised. 

Where assets or services are received from another State Government agency, these 

are separately disclosed under Income from State Government in the Statement of 

Comprehensive Income. 

(v) Jointly controlled assets 

Interests in jointly controlled assets have been reported in the financial statements. 

The Department’s interest in jointly controlled assets is disclosed in note 40 Jointly 

controlled assets. 

(w) Comparative figures 

Comparative figures are, where appropriate, reclassified to be comparable with the 

figures presented in the current financial year. 

3. Disclosure of changes in accounting policy and estimates 

Initial application of an Australian Accounting Standard 

The Department has applied the following Australian Accounting Standards effective 

for annual reporting periods beginning on or after 1 July 2009 that impacted on the 

Department: 

2009-5 Further Amendments to Australian Accounting Standards arising from 

the Annual Improvements Project [AASB 5, 8, 101, 107, 117, 118, 136 & 

139] Under amendments to AASB 117, the classification of land elements 

of all existing leases has been reassessed to determine whether they 

are in the nature of operating or finance leases. As leases of land & 

buildings recognised in the financial statements have not been found to 

significantly expose the department to the risks/rewards attributable to 

control of land, no changes to accounting estimates have been included 

in the Financial Statements and Notes to the Financial Statements. 

Under amendments to AASB 107, only expenditures that result in a 

recognised asset are eligible for classification as investing activities in 

the Statement of Cash Flows. All investing cashflows reported in the 

Department’s Statement of Cash Flows relate to increases in recognised 

assets. 

59

Future impact of Australian Accounting Standards not yet operative 

The Department cannot early adopt an Australian Accounting Standard unless specifically 

permitted by Treasurer’s Instruction 1101 Application of Australian Accounting Standards 

and Other Pronouncement’s. Consequently, the Department has not applied the following 

Australian Accounting Standards that have been issued that may impact the Department. 

Where applicable, the Department plans to apply these Australian Accounting Standards 

from their application date. 

AASB 2009-11 Amendments to Australian Accounting Standards arising from AASB 

9 [AASB 1, 3, 4, 5, 7, 101, 102, 108, 112, 118, 121, 127, 128, 131, 132, 

136, 139, 1023 & 1038 and Interpretations 10 & 12]. 

AASB 2009-11 

AASB 2009-12 

60 

The amendment to AASB 7 requires modification to the disclosure of 

categories of financial assets. The Department does not expect any 

financial impact when the Standard is first applied. The disclosure of 

categories of financial assets in the notes will change. 

Amendments to Australian Accounting Standards [AASB 5, 8, 108, 

110, 112, 119, 133, 137, 139, 1023 & 1031 and Interpretations 2, 4, 

16, 1039 & 1052] This Standard introduces a number of terminology 

changes. There is no financial impact resulting from the application 

of this revised Standard. 

AASB 1053 Application of Tiers of Australian Accounting Standards 

This Standard establishes a differential financial reporting framework 

consisting of two tiers of reporting requirements for preparing general 

purpose financial statements. 

The Standard does not have any financial impact on the Department. 

However it may affect disclosures in the financial statements of the 

Department if the reduced disclosure requirements apply. DTF has 

not yet determined the application or the potential impact of the new 

Standard for agencies. 

AASB 2010-2 Amendments to Australian Accounting Standards arising from 

Reduced Disclosure Requirements 

This Standard makes amendments to many Australian Accounting 

Standards, including Interpretations, to introduce reduced disclosure 

requirements into these pronouncements for application by certain 

types of entities. 

The Standard is not expected to have any financial impact on 

the Department. However this Standard may reduce some note 

disclosures in financial statements of the Department. DTF has 

not yet determined the application or the potential impact of the 

amendments to these Standards for agencies. 

AASB 2010-5 Amendments to Australian Accounting Standards [AASB 1, 3, 4, 5, 

101, 107, 112, 118, 119, 121, 132, 133, 134, 137, 139, 140, 1023 & 1038 

and Interpretations 112, 115, 127, 132 & 1042] (October 2010) 

This Standard introduces a number of terminology changes as well as 

minor presentation changes to the Notes to the Financial Statements. 

There is no financial impact resulting from the application of this 

revised Standard. 

AASB 2010-6 Amendments to Australian Accounting Standards – Disclosures on 

Transfers of Financial Assets [AASB 1 & AASB 7] 

This Standard makes amendments to Australian Accounting 

Standards, introducing additional presentation and disclosure 

requirements for Financial Assets. 

The Standard is not expected to have any financial impact on the 

Department. DTF has not yet determined the application or the 

potential impact of the amendments to these Standards for agencies. 

AASB 9 Financial 

Instruments This Standard supersedes AASB 139 Financial Instruments: 

Recognition and Measurement, introducing a number of changes 

to accounting treatments. The Standard was reissued on 6 Dec 

2010 and the Department is currently determining the impact of the 

Standard. DTF has not yet determined the application or the potential 

impact of the Standard for agencies.

Correction of prior period error 

Monies held in trust by external property managers on behalf of the Department were 

brought to account during the current financial year. This resulted in the comparative 

data being restated with the following:- 

Financial Report Line Item Affected 

Statement of Comprehensive Income Extract 

Actual 


$ 000 

Correction 

$ 000 

Corrected 

Actual 


$ 000 

Expenses 

Supplies and services 109 244 48 109 292 

Other expenses 2 209 3 2 212 

Revenue 

Interest revenue 1 091 11 1 102 

Other revenues 29 925 301 30 226 

NET COST OF SERVICES 108 842 ( 261) 108 581 

Statement of financial position extract 

Current Assets 

Cash and cash equivalents 26 663 766 27 429 

Current Liabilities 

Other liabilities 4 652 22 4 674 

EQUITY 

Accumulated surplus 31 120 744 31 864 

Statement of Changes in Equity Extract 

Actual 2010 

$ 000 

Correction 

$ 000 

Corrected 

Actual 


$ 000 

Opening Balance - - - 

Accumulated surplus 

Net effect of a correction of error - 483 483 

Operating surplus 31 120 261 31 381 

Total Income and Expense recognised directly in 

Equity for the period 

31 120 744 31 864 

Closing Balance 31 120 744 31 864 

61

4. Employee benefits expense 

62 


$ 000 


$ 000 

Wages and salaries (i) 82 745 67 564 

Superannuation - defined contribution plans (ii) 8 439 6 765 

Long service leave (iii) 4 824 3 246 

Annual leave (iii) 10 875 8 162 

Other related expenses 2 793 1 772 

109 676 87 509 

(i) Includes the value of the fringe benefit to the employee plus fringe benefits tax 

component. 

(ii) Defined contribution plans include West State, Gold State and GESB Super 

Scheme (contributions paid). 

(iii) Includes a superannuation contribution component. 

Employment on-costs such as workers’ compensation insurance are included at note 

9 Other expenses. The employment on-costs liability is included at note 28 Provisions. 

5 . Supplies and services 

Communications 6 550 6 067 

Consultants and contractors 39 329 18 084 

Consumables 17 579 16 336 

Commissions 13 943 13 278 

Repairs and maintenance 9 514 9 547 

Service Level Agreement (i) 2 865 38 403 

Travel 1 739 1 396 

Other 5 457 6 181 

96 976 109 292 

(i) Payments to the Department of Finance Shared Services for corporate services under a service 

level agreement. 

6. Depreciation and amortisation expense 


$ 000 


$ 000 

Depreciation 

Buildings 784 752 

Refurbishments, furniture and fittings 1 432 1 273 

Plant and equipment 493 398 

Computer hardware 611 510 

Vehicles and vessels 223 143 

Leased plant, equipment and vehicles 17 - 

Infrastructure 5 488 4 986 

Total depreciation 9 048 8 062 

Amortisation 

Intangible assets 2 073 3 444 

Total amortisation 2 073 3 444 

Total depreciation and amortisation expense 11 121 11 506

7. Accommodation expenses 


$ 000 


$ 000 

Lease rentals 7 058 2 742 

Cleaning 1 547 915 

8. Grants and subsidies expense 

8 605 3 657 

Bicycle infrastructure development 2 673 2 537 

Central Area Transit (CAT) bus services 12 694 9 817 

Coastal Projects & Zone Management 998 1 131 

Community Police 820 695 

Country pensioner petrol card subsidy scheme 20 125 12 769 

Fremantle Port Rail Service 2 121 2 081 

Grain Freight 1 881 2 120 

Liquid Petroleum Gas Subsidy Scheme - 952 

Marine Communications 469 469 

Marine Safety 

- 

227 

Milligan Street taxi rank 

1 109 

- 

National Transport Commission 396 344 

North West Shipping Service 5 613 5 830 

Pensioner subsidies 1 271 1 216 

Port management 2 165 2 037 

Public air transport 1 114 1 199 

Recreational Boating Facilities 1 366 1 064 

Regional airport development 4 326 7 595 

Student subsidies 1 187 1 002 

Taxi user subsidies 10 545 9 324 

Other Grants & Subsidies 2 661 1 038 

73 534 63 447 

9. Other expenses 


$ 000 


$ 000 

Employment on-costs (i) 285 261 

Audit cost (ii) 272 - 

Catering 122 ( 286) 

Donations and Sponsorship 127 - 

Doubtful debts expense 1 046 - 

Esperance clean up expenses 2 543 - 

Professional Services - Board Fees 95 - 

Restricted Hour Taxi Plate Buy In 310 - 

Risk assesment workshop 83 - 

Storage and Removal 254 - 

Transfer of funds to Department of Planning 2 058 - 

Prior Year Work in Progress expensed 208 - 

Other 776 2 237 

8 179 2 212 

(i) Includes workers’ compensation insurance and other employment on-costs. The on-costs liability 

associated with the recognition of annual and long service leave liability is included at note 28 

Provisions. Superannuation contributions accrued as part of the provision for leave are employee 

benefits and are not included in employment on-costs. 

(ii) Audit cost, includes 2010 fee, see also note 39 Remuneration of Auditor. 

63

10. User charges and fees 

64 


$ 000 


$ 000 

Boat registration fees 12 077 11 685 

Port charges 1 314 1 024 

Small boat harbour fees 7 314 6 694 

Vessel survey fees 2 909 2 375 

Other maritime fees 1 925 1 444 

Motor drivers licence application fees 15 533 14 955 

Motor vehicle transfer, plate and inspection fees 34 964 31 591 

Perth parking licence fees 29 850 29 007 

Rail safety registration fees 2 095 1 719 

Taxi licence fees 9 447 9 178 

Other fees 2 051 1 786 

11. Grants and subsidies revenue 

119 479 111 458 

Commonwealth grants 438 172 

General government grants 20 411 27 201 

Other 2 392 545 

23 241 27 918 

12. Other revenues 


$ 000 


$ 000 

Commissions 15 855 14 041 

Rents and leases 11 001 9 152 

Recoups of operating expenses 9 130 6 004 

Other 2 292 1 029 

13. Net gain/(loss) on disposal of non-current assets 

38 278 30 226 

Plant, equipment, vehicles and vessels 

Costs of disposal 87 2 419 

Proceeds from disposal 50 16 

Net gain/(loss) ( 37) (2 403) 


Costs of disposal 10 147 

Proceeds from disposal - - 

Net gain/(loss) ( 10) ( 147) 

Total net gain/(loss) ( 47) (2 550)

14. Income from State Government 


$ 000 


$ 000 

Appropriation received during the year 

Service appropriations 143 513 133 769 

Service appropriations are accrual amounts reflecting the net cost of services 

delivered. The appropriation revenue comprises a cash component and a receivable 

(asset). The receivable (holding account) comprises the depreciation expense for the 

year and any agreed increase in leave liabilities during the year. 

Assets Assumed/(Transferred) 

The following assets have been assumed from/(transferred 

to) other state government agencies during the financial 

year 

Property, plant, equipment, vehicles and vessels assumed - - 

Infrastructure assumed - - 

Property, plant, equipment, vehicles and vessels 

(transferred) 

8 - 

Total assets assumed/(transferred) 8 - 

Resources received free of charge 

Determined on the basis of the following estimates 

provided by agencies: Department of Treasury and Finance 

570 7 

Landgate 24 520 

State Solicitor’s Office 423 19 

Department of Education 2 136 

1 019 683 

Where assets or services have been received free of charge or for nominal 

consideration, the Department recognises revenue (except where the contributions 

of assets or services are in the nature of contributions by owners, the Department 

shall make a direct adjustment to equity) equivalent to the fair value of the assets 

and/or the fair value of those services that can be reliably determined and which 

would have been purchased if they were not donated, and those fair values shall be 

recognised as assets or expenses, as applicable. 


$ 000 


$ 000 

Royalties for Regions Fund 

Regional Boating Facilities Scheme 1 700 - 

Regional Airport Development Scheme 2 897 5 510 

4 597 5 510 

This is a sub-fund within the over-arching Royalties for Regions Fund. The recurrent 

funds are committed to projects and programs in WA regional areas. 

15. Cash and cash equivalents 

Cash and cash equivalents 27 122 27 429 

Includes cash received as capital contributions remaining unspent at year end of $5,651,000 (2010: 

$8,811,000). 

65

16. Restricted cash and cash equivalents 

66 


$ 000 


$ 000 

Current 

Off-Road Vehicles Account (i) 264 231 

Perth Parking Licensing Account (ii) 38 891 21 742 

Rail Safety Accreditation Account (iii) 1 493 1 391 

Taxi Industry Development Account (iv) 21 461 17 667 

Small Craft Facilities - User Pays(v) 1 296 2 370 

Non-current 

63 406 43 401 

Accrued salaries suspense account (vi) 1 686 1 190 

(i) meet the costs of administering the Control of Vehicles (Off Road Areas) Act 1978 and for matters 

approved by the Minister and the Treasurer. 

(ii) meet the costs of administering the Perth Parking Management Act 1999 or for a purpose connected 

with the Perth Parking Policy. 

(iii) meet the costs of administering the Rail Safety Act 1998. 

(iv) pay remuneration and allowances to board members, pay for taxi plates surrendered to the Minister, 

pay grants for research, promotion and development projects that benefit the taxi industry and 

meet the costs of administering the Taxi Act 1994. 

(v) fund the provision, maintenance, upgrading and management of small craft facilities. 

(vi) meet the 27th pay in a financial year that occurs every 11 years. 

17. Inventories 


$ 000 


$ 000 

Current 

Inventories held for sale - - 

Charts and publications (at cost) 43 46 

Motor vehicle plates (at cost) 319 320 

362 366 

See also note 2(o) Inventories

18. Receivables 


$ 000 


$ 000 

Current 

Receivables 7 960 5 446 

Allowance for impairment of receivables (2 165) (1 118) 

Goods and services tax receivable 2 515 1 840 

Interest receivable 469 333 

8 779 6 501 

Reconciliation of changes in the allowance for 

impairment of receivables 

Balance at start of year 1 118 - 

Transfers from other agencies - 1 405 

Doubtful debts expense 1 046 ( 286) 

Amounts written off during the year ( 7) ( 12) 

Amount recovered during the year 8 11 

Balance at end of year 2 165 1 118 

The Department does not hold any collateral as security or other credit enhancements relating to 

receivables. 

See also note 2(p) Receivables and note 37 Financial Instruments 

19. Amounts receivable for services 


$ 000 


$ 000 

Non-current 122 031 107 234 

122 031 107 234 

Represents the non-cash component of service appropriations (see note 2(n) 

Amounts Receivable for Services (Holding Account)). It is restricted in that it can 

only be used for asset replacement or payment of leave liability. 

20. Other assets 


$ 000 


$ 000 

Current 

Prepayments 1 047 492 

Other current assets 18 22 

1 065 514 

67

21. Property, plant, equipment, vehicles and vessels 


68 

Cost/ Fair 

value 

$ 000 

Accumulated 

depreciation 

$ 000 

Carrying 

Amount 

$ 000 

At fair value: 

Land 123 557 - 123 557 

Buildings 17 766 - 17 766 

141 323 - 141 323 

At cost: 

Refurbishments, furniture and fittings 10 857 4 351 6 506 

Plant and equipment 7 214 4 604 2 610 

Computer hardware 3 268 1 978 1 290 

Vehicles 862 740 122 

Leased plant, equipment and vehicles 58 17 41 

Vessels 1 999 915 1 084 

24 258 12 605 11 653 

Total 165 581 12 605 152 976 


Cost/ Fair 

value 

$ 000 

Accumulated 

depreciation 

$ 000 

Carrying 

Amount 

$ 000 

At fair value: 

Land 120 504 - 120 504 

Buildings 16 540 - 16 540 

137 044 - 137 044 

At cost: 

Refurbishments, furniture and fittings 10 155 2 987 7 168 

Plant and equipment 6 613 4 657 1 956 

Computer hardware 2 965 1 436 1 529 

Vehicles 189 181 8 

Leased plant, equipment and vehicles - - - 

Vessels 1 556 764 792 

21 478 10 025 11 453 

Total 158 522 10 025 148 497 

Freehold land and buildings were revalued as at 1 July 2010 by the Western Australian Land Information 

Authority (Valuation Services). The valuations were performed during the year ended 30 June 2011 and 

recognised at 30 June 2011. In undertaking the revaluation, fair value was determined by reference to 

market values for land: $ 13,696,000 and buildings: $ 2,436,000. For the remaining balance, fair value of 

land was determined on the basis of current use for land: $ 109,861,000 and depreciated replacement 

cost for buildings: $ 15,330,000 See note 2(f) Property, plant and equipment and infrastructure.

21. Property, plant, equipment, vehicles and vessels (continued) 

Reconciliations of the carrying amounts of property, plant, equipment, vehicles and vessels at the beginning and end of the financial year are set out in the table below. 


Carrying 

amount at 

start of year 

$ 000 

Transfers 

$ 000 

Additions 

$ 000 

Revaluation 

$ 000 

Disposals 

$ 000 

Other 

transfers 

$ 000 

Depreciation 

$ 000 

Carrying 

amount at 

end of year 

$ 000 

Land 120 504 37 84 2 932 - - - 123 557 

Buildings 16 540 - - 2 010 - - ( 784) 17 766 

Refurbishments, furniture and fittings 7 168 ( 81) 851 - - - (1 432) 6 506 

Plant and equipment 1 956 51 1 179 - ( 83) - ( 493) 2 610 

Computer hardware 1 529 ( 14) 390 - ( 4) - ( 611) 1 290 

Vehicles 8 53 94 - - - ( 33) 122 

Vessels 792 - 482 - - - ( 190) 1 084 

Leased plant, equipment and vehicles - - 58 - - - ( 17) 41 

148 497 46 3 138 4 942 ( 87) - (3 560) 152 976 


Carrying 

amount at 

start of year 

$ 000 

Transfers at 

1-Jul-09 

$ 000 

Additions 

$ 000 

Revaluation 

$ 000 

Disposals 

$ 000 

Other 

transfers 

$ 000 

Depreciation 

$ 000 

Carrying 

amount at 

end of year 

$ 000 

Land - 111 583 125 11 199 (2 403) - - 120 504 

Buildings - 17 232 359 165 - ( 465) ( 751) 16 540 

Refurbishments, furniture and fittings - 5 521 2 920 - - - (1 273) 7 168 

Plant and equipment - 1 596 774 - ( 16) - ( 398) 1 956 

Computer hardware - 1 425 614 - - - ( 510) 1 529 

Vehicles - 18 - - - - ( 10) 8 

Vessels - 846 80 - - - ( 134) 792 

Leased plant, equipment and vehicles - - - - - - - - 

- 138 221 4 872 11 364 (2 419) ( 465) (3 076) 148 497 

69

22. Infrastructure 

70 


$ 000 


$ 000 


At cost 233 813 232 348 

Accumulated depreciation (114 586) (109 157) 

119 227 123 191 

Reconciliation 

Reconciliations of the carrying amounts of infrastructure 

at the beginning and end of the financial year are set out 

below. 


Carrying amount at the start of the year 123 191 - 

Transfers at 1 July 2009 - 119 811 

Additions 1 534 8 048 

Disposals ( 10) ( 147) 

Other transfers - 465 

Depreciation (5 488) (4 986) 

Carrying amount at the end of the year 119 227 123 191 

23. Intangible Assets 


$ 000 


$ 000 

Software 

At cost 36 985 34 334 

Accumulated amortisation (21 264) (19 192) 

15 721 15 142 


Reconciliations of the carrying amount of intangible assets 

at the beginning and end of the financial year are set out 

below. 

Software 

Carrying amount at the start of the year 15 142 - 

Transfers at 1 July 2009 - 17 821 

Additions 2 652 765 

Disposals - - 

Other transfers - - 

Amortisation expense (2 073) (3 444) 

Carrying amount at the end of the year 15 721 15 142

24. Construction in progress 


$ 000 


$ 000 

At cost: 

Vessels 173 85 

Computer hardware 1 224 1 198 

Buildings and refurbishments 2 007 809 

Intangibles 4 924 5 359 

Maritime infrastructure 33 531 16 570 

41 859 24 021 


Reconciliations of the carrying amounts of construction in 

progress at the beginning and end of the financial year are 

set out below. 

Carrying amount at the start of the year 

24 021 

- 

Transfers at 1 July 2009 

- 

17 509 

Expenditure during the year 24 000 19 084 

Non-current assets commissioned during the year (5 953) (12 359) 

Amounts expensed ( 209) ( 213) 

Carrying amount at the end of the year 41 859 24 021 

25. Impairment of assets 

There were no indications of impairment to property, plant and equipment, 

infrastructure and intangible assets at 30 June 2011. 

The Department held no goodwill or intangible assets with an indefinite useful life 

during the end of the reporting period and at the end of the reporting period there 

were no intangible assets not yet available for use. 

26. Payables 


$ 000 


$ 000 

Current 

Trade payables 8 689 7 317 

Accrued salaries 1 530 1 062 

10 219 8 379 

See also note 2(q) Payables and note 37 Financial instruments. 

27. Borrowings 

Finance lease liabilities (secured) 

Current 21 - 

Non-current 26 - 

47 - 

See also note 2(j) Leases. 

71

28. Provisions 

72 


$ 000 


$ 000 

Current 

Employee benefits provision 

Annual leave (i) 9 867 7 511 

Long service leave (ii) 3 396 5 830 

13 263 13 341 

Other provisions 

Employment on-costs (iii) 180 209 

13 443 13 550 

Non-current 

Employee benefits provision 

Long service leave (ii) 11 563 6 260 

Other provisions 

Employment on-costs (iii) 1 239 100 

12 802 6 360 

(i) Annual leave liabilities have been classified as current as there is no unconditional right to defer 

settlement for at least 12 months after reporting period. Assessments indicate that actual settlement 

of the liabilities will occur as follows: 

Within 12 months of the end of the reporting period 5 961 4 074 

More than 12 months after the end of the reporting period 3 758 3 437 

9 719 7 511 

(ii) Long service leave liabilities have been classified as current where there is no unconditional right 

to defer settlement for at least 12 months after reporting period. Assessments indicate that actual 

settlement of the liabilities will occur as follows: 


$ 000 


$ 000 

Within 12 months of the end of the reporting period 3 759 3 664 

More than 12 months after the end of the reporting period 12 784 8 427 

16 543 12 091 

(iii) The settlement of annual 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 is disclosed in note 9 Other expenses. 

Movements in other provisions: 

Movements in each class of provisions during the financial 

year, other than employee 

benefits, are set out below. 

Employment on-costs provision 

Carrying amount at the start of the year 309 - 

Transferred from the Department of Planning 

on 1 July 2009 

- 372 

Additional provisions recognised 1 110 ( 2) 

Payments/other sacrifices of economic benefits - ( 61) 

Carrying amount at end of year 1 419 309

29. Other liabilities 


$ 000 


$ 000 

Current 

Income received in advance 4 190 4 294 

Other payables 151 350 

Other liabilities 9 686 30 

14 027 4 674 

30. Equity 

Equity represents the residual interest in the net assets of the Department. The 

Government holds the equity interest in the Department on behalf of the community. 

The asset revaluation surplus represents that portion of equity resulting from the 

revaluation of non-current assets. 


$ 000 


$ 000 

Contributed equity 

Balance at the start of the period 421 295 - 

Prior period adjustment ( 32) - 

Contributions by owners 

Capital contributions 

9 859 9 010 

Transfer of net assets 

- Department of Planning 

(2 789) 412 285 

- Regional Development Headworks Fund 3 150 - 

Balance at the end of the period 431 483 421 295 

RESERVES 

Asset Revaluation Surplus 

Balance at the start of the period 

Net revaluation increments: 

11 364 - 

Land 2 932 11 199 

Buildings 2 010 165 


ACCUMULATED SURPLUS 

Balance at the start of the period 31 864 - 

Net effect of correction of error - 744 

Result for the period 24 043 31 120 


73

31. Notes to the Statement of Cash Flows 

(a) Reconciliation of cash 

Cash at the end of the financial year as shown in the Statement of Cash Flows is 

reconciled to the related items in the Statement of Financial Position as follows: 



$ 000 

$ 000 

Cash and cash equivalents (i) 27 122 27 429 

Restricted cash and cash equivalents (ii) 65 092 44 591 

92 214 72 020 

Cash transferred (to)/from other sources 

Cash and cash equivalents transferred: 

from Department of Planning 3 663 48 088 

3 663 48 088 

(i) These cash and cash equivalents include $ 9,859,000 capital contribution and funds available to 

meet expenditure commitments. 

(ii) See note 16 Restricted cash and cash equivalents. 

74 

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

operating activities 



$ 000 

$ 000 

Net cost of services 

Non cash items: 

(125 094) (108 842) 

Depreciation and amortisation expense 11 121 11 506 

Doubtful debts expense 1 046 ( 286) 

Net (gain)/loss on disposal of non-current assets 47 2 550 

Resources received free of charge 1 019 683 

Expenses previously held in construction in 

progress 

209 149 

Initial recognition of assets not previously 

recognised 

- ( 125) 

(Increase)/decrease in assets 

Current inventories 4 165 

Current receivables (iii) (2 278) (1 706) 

Other current assets 40 ( 21) 

Increase/(decrease) in liabilities 

Current payables 1 840 3 277 

Current provisions (2 901) 2 912 

Other current liabilities 9 353 ( 369) 

Non-current provisions 5 526 540 

Net GST receipts/payments (i) (1 025) (1 430) 

Change in GST in receivables/payables (ii) (1 569) (1 479) 

Net cash used in operating activities (102 662) (92 476) 

(i) This is the net Goods and Services Tax paid/received, i.e. cash transactions. 

(ii) Note that the Australian Taxation Office receivables/payable in respect of GST and the receivable/ 

payable in respect of sale/purchase of non-current assets are not included in these items as they 

do not form part of the reconciling items.

32. Resources provided free of charge 


$ 000 


$ 000 

Western Australian Police Service - firearms 

collection fees 

Various State and Commonwealth departments 

and agencies: 

52 55 

Spatial (mapping) information - 9 

Technical advice 128 87 

Advice - waterfront and canal developments 142 382 

322 533 

33. Commitments 

(a) Capital expenditure commitments 

Within one year 911 334 

Later than one year but not later than five years 617 - 

Later than five years 2 474 - 

4 002 334 

The capital expenditure commitments include 

amounts for: 

Regional office accommodation 3 416 282 

Office refurbishment 116 - 

Country Aged Pensioner Fuel Card Scheme 

database 

155 - 

Workforce management system 315 52 

4 002 334 

(b) Non-capital expenditure commitments 


$ 000 


$ 000 

Within one year 3 262 450 

Later than one year but not later than five years 3 314 2 000 

Later than five years - - 

6 576 2 450 

The other expenditure commitments include 

amounts for: 

Quality assurance and compliance - 2 450 

Country Aged Pensioner Fuel Card Scheme 1 920 - 

Knowledge Management 230 - 

Motorcyle Graduated Rider Training and 

Assessment 

46 - 

Maritime - Ports Project 79 - 

Perth Solar City 40 - 

Travelsmart Household Program 58 - 

National Transport Reform 1 970 - 

Secure Taxi Ranks 877 - 

Passenger Services Business Unit 1 356 - 

6 576 2 450 

75

33. Commitments (continued) 

(c) Lease commitments 

76 


$ 000 


$ 000 

Commitments in relation to leases contracted 

for at the end of the reporting period but not 

recognised in the financial statements are payable 

as follows: 

Within one year 6 118 6 431 


Later than five years - 2 793 

14 544 21 036 

Representing: 

Non-cancellable operating leases 14 541 21 036 

Future finance charges on finance leases 3 - 

14 544 21 036 

(d) Finance lease commitments 

Minimum lease payment commitments in relation 

to finance leases are payable as follows: 

Within one year 23 - 


Minimum finance lease payments 50 - 

Less future finance charges ( 3) - 

Present value of finance lease liabilities 47 - 

The present value of finance leases payable is as 

follows: 

Within one year 21 - 


Present value of finance lease liabilities 47 - 

(e) Minimum lease revenue commitments 

Future minimum rentals under non-cancellable operating leases are receivable as 

follows: 


$ 000 


$ 000 

Within one year 8 922 7 634 


Later than five years 97 339 61 673 

137 256 96 041 

34. Contingent liabilities and contingent assets 

Contingent liabilities: 

In addition to the liabilities incorporated in the financial statements, the Department 

has the following contingent liabilities: 

Litigation in progress: 

- One claim for recovery of fees. The potential maximum effect is $250,000. 

Contingent assets: 

In addition to the assets incorporated in the financial statements, the Department 

has the following contingent assets: 

Insurance claims: 

- One claim for costs incurred relating to flood damage, thirty six claims relating 

to motor vehicles and three general liabilitiy claims. The potential maximum 

financial effect is $152,000.

35. Events occurring after balance sheet date 

There are no significant events occurring after the reporting date. 

36. Explanatory Statement 

Significant variations between estimates and actual results for income and expenses 

as presented in the financial statement titled Summary of Consolidated Account 

Appropriations and Income Estimates are shown below. Significant variations are 

considered to be those greater than 10% or $1 million. 

(i) Significant variations between estimate and actual for 2011 – Total appropriation 

to deliver services 

(a) Net amount appropriated to deliver services 

The major variations in funding were: 

Additional funding: 

• Section 25 transfer from the Public Transport 

Authority for multi modal planning activity 

including development work associated with 

public transport planning. 

• To address cost pressures and revenue 

shortfalls. 

• Increased infringement process for Enhanced 

Speed Enforcement. 

Reduction in funding for: 

• Section 25 appropriation for Corporate 

Services to the Department of Planning from 

the Department of Transport. 

• Deferral of appropriation to 2011-12 


Estimate 

$ 000 


Actual 

$ 000 

Variance 

$ 000 

139 424 142 489 3 065 

4 950 

6 075 

2 360 

(7 460) 

(3 185) 

(b) Amount authorised by other statutes 


Estimate 

$ 000 


Actual 

$ 000 

Variance 

$ 000 

333 1 024 691 

The Salaries and Allowance Tribunal made a determination in respect of the position 

of Director General, Department of Transport and the new second tier positions 

of Managing Director, Transport Services and Deputy Director General. The net 

movement in amounts is a result of the determination of 22nd October 2010. 

77

36. Explanatory Statement (continued) 

(i) Significant variations between estimate and actual for 2011 – Total appropriation 

to deliver services (continued) 

(c) Service expenditure 

78 


Estimate 

$ 000 


Actual 

$ 000 

Variance 

$ 000 

Transport system planning and regulation 

The variation is primarily due to reduced 

expenditure as a result of: 

142 887 133 138 (9 749) 

• Delays to the implemetation of a new contract 

for the Northwest Shipping Service. 

(5 400) 

• Deferral of Regional Recreational Boating 

Facilities to 2011-12. 

(3 300) 

• Reduction in cost associated with 

the Regional Airport Development 

Scheme(RADS) funded from Royalties for 

Region mainly due to grantee project timing. 

(3 124) 

• Lower employment costs as a result of 

vacancies. 

(2 267) 

• Reduced Grain Freight Subsidy due to lower 

than expected grain harvest which resulted 

in lower requirement for rail transportation of 

grain. 

(2 207) 

• Cost associated with Coastal Infrastructure 

Policy function where costs correctly 

allocated to Service 3 whereas budget was 

classified as Service 1. 

(1 720) 

• Deferral of the Tantabiddi Boat Ramp project 

to 2011-12. 

(1 500) 

• Realignment of corporate support costs 

following the transfer of the function to the 

Department of Planning. 

(1 133) 

These reductions are offset by: 

• Increased costs associated with the 

Esperance lead and nickel clean up project. 

• Increase in demand under the Taxi User 

Subsidy Scheme. 

• Research and project managements costs 

related to resolving the sea grass problems at 

Port Geographe. 

• Expenditure on Milligan Street taxi rank 

security initiatives. 

• Increased Central Area Transit service 

improvement. 

• Grants to Local Government from Coastal 

Infrastructure. 

Motor vehicle registration and driver 


No significant variation in service expenditure. 


Estimate 

$ 000 


Actual 

$ 000 

Variance 

$ 000 

3 545 

2 155 

1 975 

1 109 

1 020 

970 

151 695 151 063 ( 632) 

Strategic Transport Policy 7 790 10 621 2 831 

The variation is primarily as a result of: 

• Increase in expenditure as a result of 

increased level of activities within the service, 

and includes the Section 25 transfer of policy 

function from Public Transport Authority. 

This increase is offset by: 

• Cost associated with Coastal Infrastructure 

Policy function correctly allocated to Service 3 

whereas budget was classified as Service 1. 

1 766 

1 065 

Integrated Transport planning 

The variation is primarily as a result of: 

10 609 13 316 2 707 

• Section 25 transfer of appropriation from the 

Public Transport Authority for multi modal 

planning activity including development work 

associated with public transport planning. 

2 261

(d) Operating revenues 

Total income other than from state 

government 

The decrease is primarily due to: 

• Decrease in Motor Vehicle Plate fee revenue 

mainly due to a lower than anticipated 

demand for new and used vehicles together 

with a decrease in inspection fee revenue due 

to the overall decrease in the total number of 

vehicle inspections performed. 

• Decrease in Motor Driver’s Licence 

Application fee revenue mainly due to a 

lower than anticipated demand for new driver 

licences. 

These decreases are mainly offset by: 

• Increase in Perth Parking fee revenue mainly 

due to additional revenue received from a 

major licence holder after changes to Perth 

Parking Regulations. 

• Increase in taxi lease revenue mainly a result 

of conversion of Restricted Hours Taxis to 

conventional taxi plates. 


Estimate 

$ 000 


Actual 

$ 000 

Variance 

$ 000 

186 687 183 044 (3 643) 

(2 951) 

(2 072) 

1 575 

1 086 

(ii) Significant variations between actuals for 2010 and 2011 – Total appropriation to 

deliver services 

(a) Net amount appropriated to deliver services 


Actual 

$ 000 


Actual 

$ 000 

Variance 

$ 000 

142 489 133 451 9 038 

The increase is primarily due to: 

• Esperance Lead and Nickle Clean up. 10 290 

• Section 25 Transfer of appropriation from the 

Public Transport Authority for multi modal 

planning activity including development work 

associated with public transport planning. 

4 950 

• Cost and salary escalation. 2 669 

• Enhanced Speed enforcement - additional 

infringement processing. 

2 360 

• Funding provided to support advertising 

target. 

2 000 

These increases are mainly offset by: 

• Section 25 Transfer of appropriation for 

Corporate Services to the Department of 

Planning from the Department of Transport 

(7 460) 

• Licensing Business Unit efficiency gains. (3 889) 

• Deferral of appropriation to 2011-12 (3 185) 

(b) Amount authorised by other statutes 

Additional two positions subject to Salaries and 

Allowances Act coverage. 

1 024 318 706 

79


(ii) Significant variations between actuals for 2010 and 2011 – Total appropriation to 

deliver services (continued) 

(c) Service expenditure 

80 


Actual 

$ 000 


Actual 

$ 000 

Variance 

$ 000 

Transport system planning and regulation 

The variation is primarily due to additional 


133 138 118 802 14 336 

• Esperance Lead and Nickel Clean up. 12 646 

• Enhanced Central Area Transit service. 3 763 

• Increase in Grain Freight Transitional 

Assistance Program (compared to 2009-10). 

1 243 

• Implementation of Milligan Street Taxi Rank 

Security Initiatives. 

1 109 


• Reduction in cost associated with the 

Regional Airport Development Scheme 

(compared to 2009-10) mainly due to deferral 

of cost to 2011-12. 


following the transfer of function to 


Motor vehicle registration and driver 




• Increase in the Country Age Fuel Card 

Subsidy administered on behalf of Royalties 

for Regions. 

This increase is mainly offset by: 


following the transfer of function to the 


(3 299) 

(1 133) 

151 063 144 552 6 511 

9 480 

(3 639) 


Actual 

$ 000 


Actual 

$ 000 

Variance 

$ 000 

Strategic Transport Policy 

The variation is mainly due to additional 


10 621 6 793 3 828 

• Cost associated with the transfer of policy 

function from Public Transport Authority to 

Department of Transport it together with 

increased level of activity. 

Integrated Transport planning 



13 316 10 026 3 290 

• Increased planning activity associated with 

regional and metropolitan freight and people 

movement planning and the public transport 

plan.

(d) Operating revenues 

Total income other than from state 

government 

The variation is primarily due to: 

• Increase in funding received for Country Age 

Pensioner fuel cards. 

• Increase in revenue from user fees and 

charges. 

• Increase in rent and lease revenue arising 

from rent reviews undertaken at market rates 

at Fremantle Fishing Boat Harbour and Hillary 

Boat Harbour. 

• Increase in commission received from the 

Insurance Commission WA, where the level 

of commission is based on an agreed rate 

that represents full cost recovery, and reflects 

both an increase in the volume of transactions 

and an increase in the charge per transaction. 


• Contribution not received from the 

Department of State Development for capital 

works associated with Port of Wyndham, 

rescheduled to be received in 2011-12 

financial year. 

• One off revenue adjustment for grain freight 

transition assistance in 2009-10. 


Actual 

$ 000 


Actual 

$ 000 

Variance 

$ 000 

183 044 171 592 11 452 

9 023 

8 021 

1 849 

1 814 

(5 000) 

(4 669) 

(iii) Significant variances between estimate and actual for 2011 – Capital contribution 


Estimate 

$ 000 


Actual 

$ 000 

Variance 

$ 000 

Total Capital Contribution 12 956 9 859 (3 097) 

Decrease in Capital Contribution is mainly 

attributable to project timing adjustments for: 

• Driver and Vehicle Services Reform and 

Maritime Facilities Program 

(3 469) 

(iv) Significant variations between actuals for 2010 and 2011 – Capital Contribution 


Actual 

$ 000 


Actual 

$ 000 

Variance 

$ 000 

9 859 9 010 849 

Increase in Capital Contribution is mainly 

attributable to the following: 

• Batavia Coast Marina - Additional Mooring Pens 700 

• Hillarys Boat Harbour - Replacement Pens 

• Section 25 transfer from the Department 

428 

of Planning for Minor Works Program and 

Accommodation and Refurbishment 

783 

• General Increases for Capital Works Program 500 

• Deferral of Maritime Facilities Program to 2010-11 1 165 

• Completion of the following projects in 2010-11: 

• Hillarys Boat Harbour - Precinct Upgrade (1 520) 

• Albany Waterfront and Convention Centre (1 207) 

81


(v) Significant variances between estimate and actual for 2011 – Administered income 

82 


Estimate 

$ 000 


Actual 

$ 000 

Variance 

$ 000 

Administered Revenue 721 408 1 571 030 849 622 

The significant items comprising the variance were: 

- Items not reflected in Budget Statements 

for the Department of Transport 

• Third party insurance surcharge 

collected on behalf of the Insurance 

Commission of WA. 

• Stamp Duty on motor vehicle registrations, 

budgeted for by the Department of Treasury 

(DT), where collections are made through 

licensing centres and transferred to the DT. 

- Other Variances 

• Increase in Motor Vehicle Licence fee 

revenue is due to growth in the number 

of registered vehicles, combined with 

increases of fees for light vehicles and 

higher rates for heavy vehicles. 

• Increase to Motor Drivers Licence renewals 

is primarily due to Motor Drivers Licence 

renewals being dependent upon the time 

period chosen at the last renewal. Motor 

Driver Licence Fees are cyclical in nature and 

the number of driver licences expiring in this 

period has increased. 

• Increase in Federal and Interstate Licence 

Fees revenue mainly due to the growth in the 

number of registered vehicles, combined 

with the increase of fees for heavy vehicle 

within the scheme. 

• Increase in Plate Infringement Fines is due 

to higher than expected fines issued for 

failure to return number plates. 

• Reduction in revenue from Speed and Red 

Light Traffic Infringement Fines is due to 

lower than forecast issue of infringements by 

WA Police Service. 

532 754 

343 017 

19 367 

2 616 

2 045 

467 

(49 961) 

(vi) Significant variations between actuals for 2010 and 2011 – Administered income 


Actual 

$ 000 


Actual 

$ 000 

Variance 

$ 000 

Administered Revenue 

The significant items comprising the variance 

were: 

1 571 030 1 481 539 89 491 

• Increase in Third party motor vehicle 

insurance premium revenue. 

23 411 

• Increase in revenue from Stamp Duty on 

motor vehicle registrations. 

12 009 

- Other Variances 

• Increase in Motor Vehicle Licence revenue 

mainly attributable to growth in the number of 

registered vehicles combined with increases 

to vehicle licence fees for light vehicles and 

higher rates for heavy vehicles determined 

by the National Tranport Commission. 

• Increase in Speed and Red Light 

Infringement Fines primarily a result of 

increases to fines and increase in the number 

of infringements issued. 

(vii) Authorisations to expend in advance of appropriation 

38 101 

11 763 

Authorisation has been given to expend $5.463 

million in advance of appropriation in 2010-11 

comprising the following: 

• Funding to address cost pressures and 

revenue shortfalls. 

6 075 

• Enhanced Speed enforcement - additional 

infringement processing. 

2 360 

• Funding provided for an increase in provision 

for long service leave, as a result of the 

annual review of adequancy provision. 

715 

• Salary Escalation. 26 

• Deferral of appropriation to 2011-12. (3 185) 

• Public Transport Plan. ( 300) 

• Severance Savings. ( 228)

37. Financial Instruments 

(a) Financial risk management objectives and policies 

Financial instruments held by the Department are cash and cash equivalents, 

restricted cash and cash equivalents, Treasurer’s advances and receivables and 

payables. The Department has limited exposure to financial risks. The Department’s 

overall risk management program focuses on managing the risks identified below. 

Credit risk 

Credit risk arises when there is the possibility of the Department’s receivables 

defaulting on their contractual obligations resulting in financial loss to the Department. 

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 provisions for impairment, as shown in the table at Note 

36(c) Financial instrument disclosures and Note 18 Receivables. 

Credit risk associated with the Department’s financial assets is minimal because 

the main receivable is the amounts receivable for services (holding account). For 

receivables other than government, the Department trades only with recognised, 

creditworthy third parties. The Department has policies in place to ensure that 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 Department’s exposure to bad debts is minimal. There were no significant 

concentrations of credit risk at the end of the reporting period. 

Allowance for impairment of financial assets is calculated based on objective 

evidence such as observable data indicating changes in client credit ratings. For 

financial assets that are either past due or impaired, refer to Note 36(c) Financial 

instrument disclosures and Note 18 Receivables. 

Liquidity risk 

Liquidity risk arises when the Department is unable to meet its financial obligations 

as they fall due. The Department is exposed to liquidity risk through its trading in 

the normal course of business. 

The Department has appropriate procedures to manage cash flows including 

drawdowns of appropriations by monitoring forecast cash flows to ensure that 

sufficient funds are available to meet its commitments. 

Market risk 

Market risk is the risk that changes in market prices such as foreign exchange rates 

and interest rates will affect the Department’s income or the value of its holdings of 

financial instruments. The Department does not trade in foreign currency and is not 

materially exposed to other price risks (for example, equity securities or commodity 

prices changes). 

Other than as detailed in the interest rate sensitivity analysis table at note 36(c) 

Financial instrument disclosures. The Department is not exposed to interest rate 

risk because apart from minor amounts of restricted cash, all other cash and cash 

equivalents and restricted cash are non-interest bearing, and have no borrowings 

other than the Treasurer’s advance (non-interest bearing). 

(b) Categories of Financial instruments 


$ 000 


$ 000 

Financial Assets 

Cash and cash equivalents 27 122 26 663 

Restricted cash and cash equivalents 65 092 44 591 

Receivables (i) - 4 661 

Amounts receivable for services 122 031 107 234 

Total Financial Assets 214 245 183 149 


Payables 10 219 8 379 

Finance lease liabilities 47 - 

Total Financial Assets 10 266 8 379 

(i) The amount of receivables excludes GST recoverable from the ATO (statutory receivable). 

83

37. Financial Instruments (continued) 

(c) Financial instrument disclosures 

Credit Risk and Interest Rate Risk Exposures 

The following table disclose the Department’s maximum exposure to credit risk, interest rate exposures and the ageing analysis of financial assets. The Department’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 Department. 

The Department does not hold any collateral as security or other credit enhancement relating to the financial assets it holds. 

The Department does not hold any financial assets that had to have their terms renegotiated that would have otherwise resulted in them being past due or impaired. 

84 

Weighted 

Average 

Effective 

Interest Rate 

% 

Carrying 

Amount 

$ 000 

Interest rate exposure Past due but not impaired 

Variable 

Interest 

Rate 

$ 000 

Non 

Interest 

Bearing 

$ 000 

Up to 3 

months 

$ 000 

3-12 

months 

$ 000 

1-2 years 

$ 000 

2-5 years 

$ 000 

More than 

5 years 

$ 000 

Impaired 

Financial 

Assets 

$ 000 

Financial assets 


Cash and cash equivalents 5.03 27 122 - - - - - - - - 

Restricted cash and cash equivalents 5.03 65 092 - - - - - - - - 

Receivables (i) - - - - - - - - - 

Amounts receivable for services 122 031 - - - - - - - - 

214 245 - - - - - - - - 


Cash and cash equivalents 4 26 663 11 877 14 786 - - - - - - 

Restricted cash and cash equivalents 4 44 591 20 037 24 554 - - - - - - 

Receivables (i) 4 661 - 4 661 388 363 78 6 - - 

Amounts receivable for services 107 234 - 107 234 - - - - - - 

183 149 31 914 151 235 388 363 78 6 - - 

(i) The amount of receivables excludes GST recoverable from the Australian Taxation Office (statutory receivable).

(b) Financial instrument disclosures (continued) 

Liquidity Risk 

The following table details the contractual maturity analysis for financial liabilities. The contractual maturity amounts are representative of the undiscounted amounts at the 

end of the reporting period. The table includes both interest and principal cash flows. An adjustment has been made where material. 

Interest rate exposures and maturity analysis of financial liabilities 

Weighted 

Average Effective 

Interest Rate 

Carrying 

Amount 

Interest rate exposure Maturity date 

Variable 

Interest 

Rate 

Non Interest 

Bearing 

Up to 3 

months 

3-12 months 1-2 years 2-5 years 

More than 5 

years 

% $ 000 $ 000 $ 000 $ 000 $ 000 $ 000 $ 000 $ 000 



Payables 10 219 - 10 219 - - - - - 

Finance lease liabilities 6.23 47 47 - 6 17 24 - - 

10 266 47 10 219 6 17 24 - - 

Weighted 

Average Effective 

Interest Rate 

Carrying 

Amount 

Interest rate exposure Maturity date 

Variable 

Interest 

Rate 

Non Interest 

Bearing 

Up to 3 

months 

3-12 months 1-2 years 2-5 years 

More than 5 

years 

% $ 000 $ 000 $ 000 $ 000 $ 000 $ 000 $ 000 $ 000 



Payables 8 379 - 8 379 - - - - - 

Finance lease liabilities - - - - - - - - 

8 379 - 8 379 - - - - - 

The amounts disclosed are the contractual undiscounted cash flows of each class of financial liabilities. 

85

37. Financial Instruments (continued) 

Interest rate sensitivity analysis 

The following table represents a summary of the interest rate sensitivity of the Department’s financial assets and liabilities at the end of the reporting period on the surplus for 

the period and equity for a 1% change in interest rates. It is assumed that the change in interest rates is held constant throughout the reporting period. 

86 

Carrying -100 basis points +100 basis points 

amount 

$ 000 

Surplus 

$ 000 

Equity 

$ 000 

Surplus 

$ 000 

Financial assets 


Cash assets - - - - - 

Restricted cash assets - - - - - 

- - - - - 


Cash assets 11 877 ( 119) ( 119) 119 119 

Restricted cash assets 20 037 ( 200) ( 200) 200 200 

31 914 ( 319) ( 319) 319 319 

Fair values 

All 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. 

Equity 

$ 000

38. Remuneration of senior officers 

The number of senior officers, whose total of fees, salaries, superannuation, non- 

monetary benefits and other benefits for the financial year, fall within the following 

bands are: 

$ 2011 2010 

50 001 - 60 000 1 - 

60 001 - 70 000 - - 

70 001 - 80 000 1 - 

110 001- 120 000 1 - 

130 001- 140 000 - - 

140 001 - 150 000 1 2 

150 001 - 160 000 1 - 

160 001 - 170 000 - 1 

170 001 - 180 000 1 - 

220 001 - 230 000 1 - 

260 001 - 270 000 - 1 

280 001 - 290 000 - - 

290 001 - 300 000 1 - 

450 001 - 460 000 - 1 

500 001 - 510 000 1 - 

$ 000 $ 000 

1 751 1 168 

The total remuneration includes the superannuation expense incurred by the 

Department in respect of senior officers. 

No senior officers are members of the Pension Scheme. 

39. Remuneration of Auditor 

Remuneration payable to the Auditor General in respect of the audit for the current 

financial year is as follows: 

Auditing the accounts, financial statements and 

performance indicators 

The expense is included at Note 9 Other expenses. 

40. Jointly controlled assets 


$ 000 


$ 000 

132 140 

The following represents the Department’s 50% ownership interest in the Marine 

Operations Centre with the Department of Fisheries. The jointly controlled assets 

are included in the financial statements. 

Non current assets 

Property, plant, equipment, vehicles and vessels 3 076 3 139 

Infrastructure 156 167 

Total assets 3 232 3 306 

87

41. Special purpose accounts 

Deposits 

88 


$ 000 


$ 000 

Opening balance 1 812 1 614 

Receipts: 

Deposits - Keys 15 13 

Deposits - Bonds 1 173 304 

Deposits - Motor Dealer’s Licences 104 6 

Deposits - Buyback MPT Plates 71 3 

Interest 17 28 

1 380 354 

Payments: 

Refunds - Keys ( 6) ( 5) 

Refunds - Bonds ( 711) ( 86) 

Refunds - Motor Dealer’s Licences ( 94) - 

Refunds - Buyback MPT Plates ( 82) ( 65) 

( 893) ( 156) 

Closing balance 2 299 1 812 

This Account holds deposits for the issue of keys to boat owners to access the 

harbour pens, performance bonds, motor vehicle dealer plates and Multi Purpose 

Taxi Plate deposits. These monies are held in a private trustee capacity, and in 

accordance with Treasurer’s Instruction 1101A Financial Reporting by Departments 

are only reported in these notes to the financial statements. 

Off-road Vehicles Account 


$ 000 


$ 000 

Opening balance 231 235 

Receipts: 

Licence and plate fees 33 34 

33 34 

Payments: 

Grants and subsidies - ( 38) 

- ( 38) 

Closing balance 264 231 

This Account holds monies collected for the registration of vehicles under the Control 

of Vehicles (Off-road areas) Act and to provide funds to meet the expenses of the 

Department in connection with administration of the Act pursuant to section 43(2) 

of the Act.

Perth Parking Licensing Account 


$ 000 


$ 000 


Receipts: 

Licence fees 29 850 29 007 

29 850 29 007 

Payments: 

Public Transport Authority (11 831) (9 038) 

Employee costs ( 179) ( 165) 

Supplies and services ( 691) ( 235) 

(12 701) (9 438) 


This Account was established to hold funds for the purpose of administering the 

Perth Parking Management Act 1999. 

Rail Heritage 

Opening balance 2 2 

Receipts: 

Fees - - 

- - 

Payments: 

Grants and Subsidies - - 

- - 

Closing balance 2 2 

This account holds funds from the sale of property transferred from Westrail to the 

Australian Historical Society. 

Rail Safety Accreditation Account 


$ 000 


$ 000 


Receipts: 

Registration fees 1 817 1 719 

Recoups and other receipts 6 42 

Payments: 

1 823 1 761 

Employee costs ( 833) (1 024) 

Superannuation ( 95) ( 92) 

Contractors ( 2) ( 33) 

Lease and rental ( 33) ( 30) 

Other payments ( 758) ( 414) 

(1 721) (1 593) 


This Account was established to hold funds for the purpose of administering the Rail 

Safety Act 1998. 

89

41. Special purpose accounts (continued) 

Small Craft Facilities 

90 


$ 000 


$ 000 


Receipts: 

Boat harbour fees 3 915 3 838 

Other fees 6 2 

Rental 8 522 7 590 

Recoups 3 709 3 217 

Funds for dredging 7 959 10 058 

Other revenue 5 636 5 293 

29 747 29 998 

Payments: 

Employment costs ( 529) ( 656) 

Contractors (1 476) (2 768) 

Administration expenses (4 826) ( 715) 

Recreational Boat Scheme (9 615) (14 722) 

Maintenance (5 829) (7 218) 

Power, water and sewerage (4 260) (3 431) 

Other operating expenses (1 814) (1 133) 

(28 349) (30 643) 


This account holds funds for the purpose of funding the provision, maintenance, 

upgrading and management of small craft facilities. 

Taxi Fare Evasion Recoupment Account 


$ 000 


$ 000 

Opening balance - - 

Receipts: 

Deposits 6 4 

6 4 

Payments: 

Refunds ( 6) ( 4) 

( 6) ( 4) 

Closing balance - - 

The purpose of this Account is to reimburse taxi drivers with monies collected from 

passengers who failed to pay their fare.

Taxi Industry Development Account 


$ 000 


$ 000 


Receipts: 

Licence fees 7 585 6 909 

Interest income 932 526 

Other revenue 1 046 1 562 

9 563 8 997 

Payments: 

Consultants’ fees (1 282) (1 133) 

Other payments (4 487) (3 262) 

(5 769) (4 395) 


The purpose of this Account is to hold funds received by the Department for the 

purposes of the Taxi Act 1994. 

41. Special purpose accounts (continued) 

Receipts in Suspense 


Receipts credited to suspense account 16 616 9 353 

Receipts transferred from suspense account (16 658) (8 542) 


Pursuant to section 26 (2) of the Financial Management Act, the purpose of this 

Account is to hold funds pending identification of the purpose for which these 

monies were received. 

42. Supplementary financial information 

Write-offs 


$ 000 


$ 000 

During the Financial Year, assets valued at $ 7,055 

were written off the Department’s asset register 

under the authority of: 

The Accountable Authority 7 12 

Losses through theft, defaults and other causes 

The Department suffered no losses of public money or other property through theft, 

defaults or other causes during the current financial period. 

Gifts of public property 

The Department provided no gifts of public property during the current financial 

period. 

43. Indian Ocean Territories Service Level Agreement 

The provision of services to the Indian Ocean 

territories are recouped from the Commonwealth 

government. 


$ 000 


$ 000 

Balance at the start of the year 6 - 

Receipts 105 94 

Payments ( 114) ( 88) 

Balance at the end of the year ( 3) 6 

91

44. Administered expenses and income 

92 

Transport system planning 



$ 000 


$ 000 

Motor vehicle registration 

and driver licensing services 


$ 000 


$ 000 

General - Not Attributed Total 

Expenses 

Other expenses - - 3 321 827 329 - 3 650 827 

Total administered expenses - - 3 321 827 329 - 3 650 827 

Revenues 

For transfer to the Consolidated Account or Agencies 

Appropriations for transfer to the: 

Western Australian Coastal Shipping Commission 329 - 329 - 

Conservancy 

Infringements 

291 281 - - - - 291 281 

Cannabis infringement fines - - 67 71 - - 67 71 

Plate and transfer infringements - - 6 856 6 148 - - 6 856 6 148 

Speed and red light infringement fines - - 73 262 61 499 - - 73 262 61 499 

Final demand fees - traffic infringements - - 1 561 1 212 - - 1 561 1 212 

Dealer Plates - - 232 230 - - 232 230 

Motor drivers’ licences 

Motor vehicle registrations 

- - 40 424 39 445 - - 40 424 39 445 

Motor vehicle registrations - - 522 304 484 203 - - 522 304 484 203 

Recording fees - - 44 985 43 072 - - 44 985 43 072 

Stamp duty - - 342 449 331 008 - - 342 449 331 008 

Third party motor vehicle insurance premiums - - 532 754 509 343 - - 532 754 509 343 

Collection of interstate licensing fees - - 2 072 1 732 - - 2 072 1 732 

Firearm licence fees - - 3 444 3 295 - - 3 444 3 295 

Total administered income 291 281 1 570 410 1 481 258 329 - 1 571 030 1 481 539 


$ 000 


$ 000 


$ 000 


$ 000

45. Administered assets and liabilities 

Current assets 


$ 000 


$ 000 

Cash 11 470 11 615 

Accounts receivable (i) 3 603 1 541 

Total current assets 15 073 13 156 

Total administered assets 15 073 13 156 

Current liabilities 

Treasurer’s Advance 2 000 2 000 

Payables 2 701 3 477 

Accruals and interest payable 3 866 3 835 

Income received in advance 3 13 

Total current liabilities 8 570 9 325 

Total administered liabilities 8 570 9 325 

(i) Notes to the Schedules of Administered Items - Accounts receivable 

Current Receivables 21 991 16 610 

Allowance for impairment of receivables (18 388) (15 069) 

3 603 1 541 

93

Key performance indicators 

Certification of key performance indicators 


I hereby certify that the performance indicators are based on proper records, are 

relevant and appropriate for assisting users to assess the DoT’s performance and 

fairly represent the performance of the DoT for the financial year ended 30 June 2011 

Reece Waldock 

Accountable Authority 

94 

Key performance indicators 

The transport function is integral to business and commerce, and important for 

social interaction and connecting communities. DoT’s key focus is on strategic 

transport policy and planning, regulation, and operational transport functions 

across the range of public and commercial transport systems that service Western 

Australia. With more than 1200 employees, and together with its portfolio partners, 

DoT has the expertise to deliver high quality and integrated transport policy and 

plans that connect a complex, inter-related economic and social network. DoT 

connects people with goods and services through an intricate system of roads, 

railways, airports, ports and waterways, and educates and regulates to keep people 

safe within those networks. 

DoT’s outcome structure was changed for the 2010-11 financial year to address the 

final split of the DPI into three new departments, including DoT. New key performance 

indicators (KPIs) will better align to the DoT outcomes by providing more relevant 

assessments, such as accessibility to taxis through measuring the taxi jobs not 

covered and the percentage of times acceptable industry waiting times are met. 

KPIs that are no longer considered relevant to DoT business have been removed. 

The breadth and diversity of DoT’s functions and services means that DoT contributes 

to many of the Government’s strategic goals, with the most significant contributions 

outlined below. 

Government strategic goals 

Outcome based service delivery 





State building – Major projects 

Building strategic infrastructure 

that will create jobs and underpin 

Western Australia’s long-term 


Departmental desired 

outcomes 


transport system 



vehicle standards and 

driver competencies. 


systems that facilitate 






regulation. 



3. Strategic transport policy. 


planning.

Departmental desired outcome 1: An accessible and safe transport system 

DoT’s responsibility for the accessibility and safety of the transport system derives 

from the Transport Co-ordination Act 1966 (the Act). The Act confers on DoT the 

responsibility for co-ordinating and planning the transport system and enabling 

accessibility and safety considerations. 

There are varying degrees of accessibility and safety across the agency for the 

different modes of transport. For example, Marine Safety provides regulation, 

education, training and compliance monitoring in regards to safety of marine 

vessels, whereas accessibility to marine related infrastructure and waterways is the 

responsibility of Coastal Infrastructure. 

Rail safety is managed by the Office of Rail Safety, which is charged with 

administering the Rail Safety Act 2010 in Western Australia and nationally as part of 

a national approach to rail safety regulation. It does this by ensuring railway owners 

and operators comply with regulatory standards to construct, operate and maintain 

railways. Accessibility to railways is the responsibility of the owners and operators. 

Accessibility to taxis is the responsibility of the Passenger Services whereby they 

are responsible for ensuring an adequate taxi service is being provided to the 

public of Western Australia. Safety in taxis in regards to vehicles and drivers is the 

responsibility of DVS in its role in administering the Road Traffic Act 1974 and is 

covered under Outcome 2 of the DoT’s outcome structure: “Vehicles and road users 

that meet established vehicle standards and driver competencies”. Safety for taxi 

operators and passengers not related to use on the road is the responsibility of the 

Western Australia Police in its community safety role. 

Accessibility to regular public transport air services is the responsibility of the 

Transport Policy and Systems, which ensures adequate air services are provided to 

key regional communities throughout the State. Aviation safety is controlled through 

the Commonwealth Government’s Civil Aviation Safety Authority. DoT ensures all 

aircraft that carry passengers for regular public transport or charter purposes within 

Western Australia are licensed annually. 

Effectiveness key performance indicators 

Percentage of standard metropolitan (non multi-purpose) taxi jobs not covered 

The Taxi Act 1994 bestows on DoT, through Passenger Services, the responsibility 

of regulating Perth’s metropolitan taxi industry. 

Following the 1999 National Competition Policy Review of the industry, the then DPI 

introduced industry performance standards. The standards have been in place 

since 1 July 2000 to ensure that the public receives acceptable levels of service and 

the taxi industry is required to meet these performance standards. An independent 

external consultant analyses taxi industry data, sourced from the taxi dispatch 

service (TDS) providers, and reports on taxi demand and industry viability trends 

as well as the performance of the taxi industry against the industry standards on a 

monthly and quarterly basis. 

This assessment gives DoT the ability to provide the Minister with evidence-based 

policy recommendations and therefore directly assists the regulatory function of the 

DoT. 

The key performance indicator of taxi service is jobs not covered (JNC), which is the 

percentage of total jobs going unserviced in the peak and off-peak periods. 

Trends from this indicator assist with determining supply and demand requirements 

for the industry and provide rationale for determining whether or not there is a 

requirement to release additional taxi plates. 

Industry performance is assessed by obtaining and analysing data from the two 

major TDS providers in the metropolitan area. Of these, the number of customer 

telephone orders placed on and advertised through the taxi company dispatch 

system and the number of jobs not covered against these orders are recorded. 

Percentage 

of standard 

metropolitan 

(non multipurpose) 

taxi 

jobs that were 

not covered. 

2007-08 

actual 

2008-09 

actual 

2009-10 

actual 


target 


actual 

3.60% 1.79% 1.18% 1.00% 1.60% 


During the 2010-11 year, the 

demand for metropolitan taxis has 

increased by 9.4 per cent (peak 

and off-peak period demand 

combined). As a consequence 

of this increase in demand, the 

percentage of jobs not covered 

has also increased. 

95

Percentage by which the waiting time standard for metropolitan area taxis is met 

DoT is responsible for regulation of the Perth metropolitan taxi industry via the 

administration of the Taxi Act 1994. 

Following the 1999 National Competition Policy Review of the Perth metropolitan taxi 

industry, the then DPI introduced industry performance standards. The standards 

have been in place since 1 July 2000 and the taxi industry is required to meet these 

performance standards. 

An independent external consultant analyses taxi industry data, sourced from the 

TDS providers, and reports on taxi demand and industry viability trends as well as 

the performance of the taxi industry against the industry standards on a monthly and 

quarterly basis. 

This assessment gives DoT the ability to provide the Minister with evidence-based policy 

recommendations and therefore directly assists the regulatory function of the DoT. 

In addition to JNC, taxi performance is measured by determining the average time 

a customer has to wait for a taxi following a booking, during peak and off-peak 

times, and then comparing the result against the relevant performance standards. To 

calculate this measure, the wait times for taxis requested as soon as possible (asap) 

have been measured during peak and off-peak times, and bookings that meet the 

performance standard are presented as a percentage against all asap bookings. 

Trends from this indicator assist with determining supply and demand requirements 

for the industry and provide rationale for determining whether or not there is a 

requirement to release additional taxi plates. 

Industry performance is assessed by obtaining and analysing data from the two 

major TDS providers in the metropolitan area. Waiting time information is available 

from the TDS systems and measured as the difference between when the customer 

first requested the taxi and when the driver turned on their meter to start the job. 

Percentage by 

which the waiting 

time standard 

for metropolitan 

area taxis is met. 

96 

2007-08 

actual 

2008-09 

actual 

2009-10 

actual 


target 


actual 

87.2% 91.1% 91.8% 90.0% 91.9% 

Reasons for 

significant 

variance 

Percentage of time maritime infrastructure is fit for purpose when required 

DoT is responsible for the planning, creation, enhancement and management of 

new and existing land and water based maritime facilities for small craft throughout 

Western Australia. 

DoT manages and maintains a variety of maritime infrastructure assets, including 

jetties, wharves, boat launching facilities, pens and moorings at approximately 

50 discrete locations throughout the State, to service the fishing and commercial 

maritime industries and the recreational boating needs of Western Australians. 

DoT also maintains associated navigational aids that are strategically placed in 

water and onshore to ensure that the boating community can safely transit through 

waterways. It also maintains the navigable waters at its managed maritime facilities 

as well as at a small number of other locations, including two commercial ports, 

throughout the State by providing access via dredged channels. 

The facilities and their purpose vary for each location and the associated management 

and maintenance plans vary accordingly. 

The outcome of this indicator is measured by determining the percentage of time 

each of the four infrastructure categories (1. Pens and moorings, 2. Jetties and other 

infrastructure, 3. Navigational aids, and 4. Dredged channels) is fit for purpose when 

required, then calculating the average percentage across all four to arrive at the 

measure. 

A consistently high percentage of availability will confirm that maritime infrastructure 

is being appropriately maintained and is accessible to the boating industries and the 

public of Western Australia. 

Percentage of 

time maritime 

infrastructure is 

fit for purpose 

when required. 

2007-08 

actual 

2008-09 

actual 

2009-10 

actual 


target 


actual 

98.77% 99.65% 99.87% 99.65% 99.73% 

Reasons for 

significant 

variance

Percentage of regional airports receiving regular public transport air services 

DoT advises on a range of aviation issues, provides grants to support the development 

of airport infrastructure through RADS, and regulates intrastate air services to ensure 

that key Western Australian regional communities receive sustainable, regular public 

transport (RPT) air services. 

Under the Transport Co-ordination Act 1966 all aircraft that carry passengers for 

regular public transport or charter purposes within Western Australia are required 

to be licensed annually. In addition, the Minister has powers to apply conditions 

to aircraft licences to determine where they may fly in the State. Where there are 

insufficient passenger numbers to support competition to a key regional centre, the 

Government protects the service by offering it, through a public tender process, to 

only one airline service provider. 

The objective of the Act is to ensure that no Western Australian community with 

a population of more than 500 is more than 250km from an airport, unless the 

community has access to another form of public transport. The airport must provide 

at least two RPT services per week and be accessible by a safe road. 

From 2007-08 to 2009-10, 25 key regional centres were identified as receiving 

scheduled RPT air services. In 2010-11, Busselton was identified as an airport to 

receive scheduled RPT air services, increasing the total number to 26. 

Currently, of the 26 key regional centres receiving scheduled RPT air services, 11 

are open to competition and 15 are protected through various arrangements with or 

without a Government subsidy. 

To ensure that charter operations do not undermine the RPT service, charter 

operators are limited by a condition on their aircraft licence to providing one return 

flight per client per week to an RPT airport. The Minister’s approval is required to 

provide additional services. 

The licensing arrangements and contracts for the protected and subsidised services 

are monitored through monthly statistics and meetings with the airlines to ensure that 

the outcome of the regional centres having a sustainable RPT service is achieved. 

A reduction in the percentage of key regional centres being serviced by RPT air 

services or other forms of public transport would indicate that services to remote 

communities are not being maintained. 


regional airports 

receiving regular 

public transport 

air services. 

2007-08 

actual 

2008-09 

actual 

2009-10 

actual 


target 


actual 

100% 100% 96% 100% 96% 

Reasons for 

significant 

variance 

97

Rate of reported incidents (accidents) on the water per 100 commercial 

vessels surveyed under the Western Australian Marine Act 1982 

All commercial vessels in Western Australia are subject to survey to ensure they meet 

minimum standards for construction and equipment safety before they may begin 

to operate. These vessels are surveyed annually to ensure safety and maintenance 

standards are upheld (excluding vessels certified as Class 4 Hire and Drive vessels). 

Under the Western Australian Marine Act 1982 all accidents or incidents that result 

in serious injury or death, or cause damage to the vessel rendering it unseaworthy 

or unsafe, must be reported and, as mentioned above, a commercial vessel must 

hold a current certificate of survey to show that it meets national and international 

maritime standards to continue to operate. 

The information for this indicator is derived from the DoT’s commercial vessel 

database and the marine incidents database, and is calculated by dividing the 

number of incidents by the number of commercial vessels holding current survey 

certificates (expressed as a rate per hundred vessels). 

A reduction in the rate of incidents per commercial vessel indicates that the safety 

outcome is being met in relation to commercial activities. 

Rate of 

reported 

incidents 

(accidents) 

on the water 

per 100 

commercial 

vessels 

surveyed under 

the Western 

Australian 

Marine Act 

1982. 

98 

2007-08 

actual 

2008-09 

actual 

2009-10 

actual 


target 


actual 

5.15 3.26 5.11 4.00 5.95 

Reasons for 

significant variance 

The introduction of 

a penalty provision 

for non-reporting of 

incidents appears to 

have had an impact on 

incident numbers known 

to the DoT. In turn, 

there has been a shift 

of fishing vessels now 

surveyed to operate as 

trading vessels in the 

North-West servicing 

the resource industry. 

Rate of reported incidents (accidents) on the water per 10,000 registered 

recreational vessels. 

Western Australia’s temperate climate and unique marine environment entice an 

estimated 250,000 people to make recreational use of the State’s waterways each year. 

DoT takes a lead role in ensuring the safety of the State’s mariners through: 

• setting standards for recreational vessels and registering only those that meet 

legislative requirements; 

• requiring recreational mariners to meet basic safety competencies through the 

Recreational Skipper’s Tickets (compulsory from 1 April, 2008); 

• maintaining marine charts and signs to promote safe navigation and warn of 

hazards; 

• responding to oil spills and other pollutants; 

• maintaining navigational aids (NAVAIDS); and 

• educating and informing mariners on marine safety matters. 

Under the Navigable Waters Regulations 1958, to operate on navigable waters in 

Western Australia all vessels that have a motor or have the capacity to have a motor 

fitted must be registered. It is also a requirement under the Western Australian Marine 

Act 1982 for people to report any accident or incident that results in serious injury 

or death, or the vessel being damaged enough to make it unseaworthy or unsafe. 

The data for this indicator is taken from the DoT’s recreational vessel registration 

database and the marine incidents database, and is calculated by dividing the 

number of incidents by the number of registered recreational vessels (expressed as 

a rate per 10,000 vessels). 

A reduction in the rate of incidents per registered recreational vessel indicates that 

the safety outcome is being met in relation to recreational boating. 

Rate of reported 

incidents 

(accidents) 

on the water 

per 10,000 

registered 

recreational 

vessels. 

2007-08 

actual 

2008-09 

actual 

2009-10 

actual 


target 


actual 

9.05 9.46 9.51 9.00 12.52 

Reasons for significant 

variance 

Recreational vessel registrations 

have increased by 4.7 per cent 

whereas incident numbers 

have increased by 38 per cent. 

It appears the introduction of 

a penalty provision for nonreporting 

of incidents has had a 

negative effect on this indicator.

Rate of serious rail accidents per million train kilometres 

DoT is responsible for promoting safety of the rail transport system through 

administration of the Rail Safety Act 2010. In this regulatory scheme under which 

railway managers are accountable for rail safety, the ORS accredits railway owners 

and operators to construct, operate and maintain railways where they have met the 

requirements of the Rail Safety Act 2010, including: 

• demonstrating competence and capacity to meet the requirements of Australian 

Standard AS4292 Railway Safety Management, Part 1: General and interstate 

requirements; 

• having a comprehensive safety management plan that identifies significant 

potential safety risks; and 

• an appropriate system to address those risks. 

The ORS also monitors accredited railways performance to ensure they comply with 

the terms of their accreditation and their approved safety management system, and 

to achieve continuous development and improvement in railway safety. 

A ‘serious’ incident is one consistent with a Category A ‘notifiable occurrence’ as set 

out in the Rail Safety Regulations 2011, vis: 

• an accident or incident that causes death, serious injury or significant property 

damage; 

• a running line derailment; 

• a running line collision between rolling stock; 

• a collision at a road or pedestrian level crossing between rolling stock and either 

a road vehicle or a person; 

• a fire or explosion on or in rail infrastructure or rolling stock that affects the safety 

of railway operations or endangers one or more people; 

• a suspected terrorist attack or threat of attack; 

• any accident or incident involving a significant failure of a safety management 

system that could cause death, serious injury or significant property damage; and 

• any other accident or incident that is likely to generate intense public interest or 

concern. 

A train kilometre is the distance travelled by a train over one kilometre of track. The 

measure is calculated by dividing the total number of Category A occurrences by 

the total number of train kilometres travelled (expressed in millions) managed by 

accredited operators in Western Australia. 

A reduction in the number of occurrences indicates that the safety outcome is being 

met on rail transport and provides users with reasonable confidence that the rail 

system they use is safe. 

The result is economic growth and development through the promotion of rail as a 

safe passenger and freight carrier connecting commuters and goods to the desired 

destination for business or personal purposes. Social and economic benefits are 

also accrued through avoiding the high costs associated with rail accidents. 

Rate of 

serious rail 

accidents 

per million 

train 

kilometres. 

2007-08 

actual 

2008-09 

actual 

2009-10 

actual 


target 


actual 

4.23 3.90 4.05 3.30 2.38 


variance 

The reporting definition for 

Category A occurrences 

changed with the introduction 

of the Rail Safety Act 2010 on 

1 February 2011. This resulted 

in 24 occurrences previously 

categorised as Category A to 

become Category B. Had all 

occurrences been classified 

according to the Rail Safety 

Act 1998 then the actual rate of 

serious accidents would be 2.998. 

99

Efficiency key performance indicators 

Service 1: Transport system and services development, planning, operation 


Transport system and services development, planning, operation and regulation is 

designed to improve accessibility and safety of the transport system for all Western 

Australians. 

This service contributes to the Government’s framework for strategic management 

goal – Outcome based service delivery through: 

1. Transport system and services development and planning: 

• integration between and within transport modes; 

• managing heavy vehicle freight movement to major industrial and intermodal 

sites; 

• increasing accessibility to a reasonable level of transport services for all 

individuals, businesses and communities; and 

• encouraging sustainable choices through programs such as TravelSmart and 

cycling promotions. 

100 

2. Transport operation and regulation: 

• providing and managing infrastructure, including small craft facilities and marine 

navigation aids, to maintain safe and accessible transport operations; 

• setting competencies and standards, and monitoring compliance of operators, 

vehicles and vessels in the taxi, omnibus and maritime industries; 

• developing policies, standards and guidelines for rail safety regulation, accrediting 

rail owners and rail operators in accordance with relevant standards, and 

ensuring rail owners and operators comply with the terms of their accreditation; 

• developing and implementing policies and strategies to facilitate safe navigation 

and safe use of the State’s waters; 

• maintaining effective contingency response strategies and mechanisms to 

combat marine transport emergencies and marine environmental pollution 

incidents; 

• providing safe jetties through licensing; 

• collecting, analysing and disseminating marine and transport related data; and 

• providing cartographic information services. 

The key efficiency performance indicators used to measure this performance are: 

Key 

efficiency 

indicators 

Cost of 

regulation 

per taxi plate 

administered. 

2007-08 

actual 

2008-09 

actual 

2009-10 

actual 


target 


actual 

n/a 3,024 3,503 $4,135 $2,959 

Reasons for 


This is the first year of 

reporting this KPI and 

further consideration 

has been given as to 

what costs constitute 

the regulation of the taxi 

industry. For example, 

costs more aligned 

with a customer service 

officer provision have 

been removed, as well 

as Taxi Industry Board 

expenditure (apart from 

board sitting fees). The 

changes have resulted in a 

decrease in the estimated 

cost of regulation per taxi 

plate administered.


indicators 

Average cost 

per day per 

maritime 

infrastructure 

asset managed. 


indicators 

Average survey 

cost per 

commercial 

vessel. 


indicators 

Average cost 

per private 

recreational 

vessel 

registration. 

2007-08 

actual 

2008-09 

actual 

2009-10 

actual 


target 


actual 

$61.17 $63.34 $69.61 $63.07 $58.28 

2007-08 

actual 

2008-09 

actual 

2009-10 

actual 


target 


actual 

$2,124 $2,749 $2,662 $3,210 $2,429 

2007-08 

actual 

2008-09 

actual 

2009-10 

actual 


target 


actual 

$59.99 $79.83 $93.87 $104.01 $113.26 


variance 

The 2009-10 actual 

included costs associated 

with the functional transfer 

of coastal infrastructure 

from DPI to the DoT. 


variance 

The variation between the 

2010-11 budget target and 

the 2010-11 actual was 

due to lower staffing costs 

attributable to a lower 

than expected number 

of surveyed vessels and 

improved data collection 

for regional services and 

corporate overhead costs 

resulting in a more accurate 

allocation of costs. 


variance 

New costing models 

developed for the DoT have 

more accurately identified 

Marine Safety’s costs 

across the regions that align 

directly to this service. This 

along with an unanticipated 

drop in the estimated 

number of recreational boat 

registrations combined to 

increase the actual cost per 

vessel. 


indicators 

Cost to maintain 

marine pollution 

response 

preparedness 

per registered 

vessel. 


indicators 

Average cost 

per household 

contacted 

under the 

‘TravelSmart’ 

scheme. 

2007-08 

actual 

2008-09 

actual 

2009-10 

actual 


target 


actual 

$48.01 $35.40 $34.96 $29.08 $24.48 

2007-08 

actual 

2008-09 

actual 

2009-10 

actual 


target 


actual 

$105.98 $219.47 $204.21 $335.51 $182.42 


variance 

The 2010-11 actual is 

lower than both the 

2009-10 actual and the 

2010-11 budget due to 

the original estimate 

including additional costs 

of $250,000 for oil spill 

mapping, which did not 

eventuate. 


variance 

The method to calculate the 

KPI has been changed to 

include only the nett cost 

to the State Government, 

excluding grants received 

during 2010-11. 

The 2010-11 actual is below 

the 2010-11 budget target 

because the grant was 

secured after the KPI target 

was established and the 

program scale was doubled 

(from 5,000 to 10,000 

households) at no extra 

cost. The cost effectiveness 

improved as a result of the 

grant income. 

101

Time series graphical representations 

$4,500 

$4,000 

$3,500 

$3,000 

$2,500 

$2,000 

$1,500 

$1,000 

$500 

$0 

$3,500 

$3,000 

$2,500 

$2,000 

$1,500 

$1,000 

$500 

$0 

102 

Cost of regulation per Taxi plate administered 

2008-09 

Actual 

2009-10 

Actual 


Budget Target 

Average survey cost per commercial vessel 

2007-08 

Actual 

2008-09 

Actual 

2009-10 

Actual 


Budget Target 


Actual 


Actual 

$60 

$50 

$40 

$30 

$20 

$10 

$0 

Cost to Maintain Marine Pollution Response Preparedness 

Per Registered Vessel 

2007-08 

Actual 

2008-09 

Actual 

2009-10 

Actual 


Budget Target 


Actual 

Average cost per day per maritime infrastructure asset managed 

70 

60 

50 

40 

30 

20 

10 

0 

2007-08 

Actual 

2008-09 

Actual 

2009-10 

Actual 


Budget Target 


Actual 

Average cost per day per private recreational vessel registration 

$120 

$100 

$80 

$60 

$40 

$20 

$0 

$400 

$350 

$300 

$250 

$200 

$150 

$100 

$50 

$0 

2007-08 

Actual 

2008-09 

Actual 

2009-10 

Actual 


Budget Target 


Actual 

Average cost Per Household Contacted Under the 

‘TravelSmart’ Scheme 

2007-08 

Actual 

2008-09 

Actual 

2009-10 

Actual 


Budget Target 


Actual

Departmental desired outcome 2: Vehicles and road users that meet 

established vehicle standards and driver competencies 

The Road Traffic Act 1974 confers on DoT through DVS, responsibility for licensing 

the State’s drivers and registering vehicles. Drivers must demonstrate they are 

competent to drive a vehicle through complying with the requirements of Section 

16 of the Road Traffic (Authorisation to Drive) Regulations 2008. Vehicles must 

be registered before they may be lawfully used on roads. Road Traffic (Vehicle 

Standards) Rules 2002 details the specific requirements for examination against the 

Australian Design Rules, which allow a vehicle to be deemed roadworthy. 

DoT measures its effectiveness in meeting this outcome through measuring: 

Effectiveness indicator: Percentage of vehicle examinations completed in accordance 

with the Australian Design Rules assessed by independent audit 

The Road Traffic Act 1974 confers on DoT responsibility for registering the State’s 

vehicles in order for them to be lawfully used on roads. Registration is determined 

only where a vehicle has passed examination and is deemed roadworthy. 

This indicator measures the extent to which vehicle examinations are conducted 

according to processes designed to establish levels of roadworthiness pursuant to 

the provisions of the Road Traffic Act 1974 and related regulations. 

The Road Traffic (Vehicle Standards) Rules 2002 details specific requirements 

for vehicles, including dimensions, braking, lighting and emissions – all of which 

must conform to the Australian Design Rules applicable at the date of the vehicle’s 

manufacture. The DoT’s Vehicle Examiners and Authorised Inspection Station 

personnel are registered motor vehicle mechanics and trained to examine vehicles 

in accordance with the Australian Design Rules. 

The motor vehicle “Certificate of Inspection” form (MR1) is used to record details of 

the vehicle examination. 

To measure this indicator, a sample of completed MR1 forms are audited by an 

independent auditor and the number of audited forms that pass the criteria are 

counted and expressed as a percentage. 

The simple random sampling method is used to determine the applications selected. One 

hundred MR1 forms are selected at random for each quarter, giving a total random sample 

for the year of 400 out of a total more than 100,000 examinations conducted 1 . This sample 

size provides a confidence interval of approximately +/- 4.89 at the 95% confidence level. 


vehicle examinations 

completed in 

accordance with the 

Australian Design 

Rules assessed by 


2007-08 

actual 

2008-09 

actual 

2009-10 

actual 


target 


actual 

89.0% 99.0% 98.0% 100% 99.8% 

Reasons for 

significant 

variance 

1 Total number of vehicle examinations relates to vehicle examinations that received a pass result. 

103

Effectiveness indicator: Percentage of driver licences issued that comply 

with the Graduated Driver Training and Licensing System assessed by 

independent audit 

The Road Traffic Act 1974 confers on DoT responsibility for licensing the State’s 

drivers. Section 16 of the Road Traffic (Authorisation To Drive) Regulations 2008 

details the requirements prescribed under section 42 (2)(c) of the Road Traffic 

Act 1974. Drivers must demonstrate that they are competent to drive a vehicle 

through passing theoretical and practical tests, completing the prescribed hours of 

supervised driving and passing a computerised hazard perception test. 

This indicator measures the extent to which licensing of drivers is conducted 

according to processes designed to establish levels of competence pursuant to the 

provisions of the Road Traffic Act 1974 and related regulations. 

To measure this indicator, an independent auditor conducts a sample oversight of 

driver’s licences issued, ensuring that each key component in the Graduated Driver 

Training and Licensing System is completed and passed. 

The simple random sampling method is used to determine the applications selected. 

One hundred Motor Driver Licences issued are selected at random for each quarter, 

giving a total random sample for the year of 400 out of a total in excess of 30,000 

licences issued. 2 This sample size provides a confidence interval of approximately 

+/- 4.88 at the 95% confidence level. 


driver licences 

issued that 

comply with 

the Graduated 

Driver Training 

and Licensing 

System 

assessed by 

independent 

audit. 

104 

2007-08 

actual 

2008-09 

actual 

2009-10 

actual 


target 


actual 

85.0% 88.8% 92.0% 100% 84.5% 

2 Total number of driver’s licences issued relates to ‘C’ and ‘RE’ classes only. 

Reasons for 

significant 

variance 

Records 

management 

practices associated 

with proof of identity 

documentation 

and log books 

not meeting the 

mandatory 25 hours 

of supervised driving 

are key contributors 

to the variance. 


Service 2: Motor vehicle and driver licensing services 

The Road Traffic Act 1974 confers on DoT, through DVS, responsibility for licensing 

the State’s drivers and registering vehicles. Drivers must demonstrate they are 

competent to drive a vehicle through passing theoretical and practical tests, 

completing the prescribe hours of supervised driving and passing a computerised 

hazard perception test. 

Vehicles must be registered before they may lawfully be used on roads. Registration 

is conferred only where a vehicle is roadworthy. 

This service contributes to the Government’s outcome based service delivery of 

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

Western Australians’, through: 

setting motor vehicle standards in accordance with national and state government 

requirements, examining motor vehicles for compliance with those standards and 

registering and transferring compliant motor vehicles; 

setting standards and requirements within government policies for the issue of a 

licence to drive on roads; 

assessing driver competency, issuing and renewing driver licences in accordance 

with national and state government requirements and driver competency standards; 

maintaining a database of registered vehicles and drivers, and managing vehicle 

identification numbers to support the enforcement of road traffic and other relevant laws; 

collecting revenue for vehicle and driver licensing on behalf of other government 

agencies; and, 

informing and educating road users about driver licensing, vehicle registration and 

related requirements.

The key efficiency performance indicators used to measure this performance are: 

Key 

efficiency 

indicators 

Average cost 

per vehicle 

and driver 

transaction. 

Key 

efficiency 

indicators 

Average cost 

per vehicle 

inspection. 

2007-08 

actual 

2008-09 

actual 

2009-10 

actual 


target 


actual 

$15.09 $16.80 $17.46 $17.57 $17.19 

2007-08 

actual 

2008-09 

actual 

2009-10 

actual 


target 


actual 

$57.99 $81.70 $90.46 $78.22 $81.22 

Reasons for 


Reasons for 


The variance is primarily 

due to a decrease of 

approximately three 

per cent in overall costs 

together with an increase 

of approximately eight per 

cent in vehicle inspections 

undertaken resulting in 

a $9.24 decrease per 

vehicle inspection. 

Key 

efficiency 

indicators 

Average cost 

per driver 

assessment. 

Key 

efficiency 

indicators 


driver licence 

cards issued 

within 21 days 

of completed 

application. 

2007-08 

actual 

2008-09 

actual 

2009-10 

actual 


target 


actual 

$56.46 $59.97 $87.06 $66.25 $77.94 

2007-08 

actual 

2008-09 

actual 

2009-10 

actual 


target 


actual 

99.0% 100% 99.8% 99.0% 99.9% 


variance 

Revised models have 

more accurately identified 

driver assessment costs 

associated with the 

regions that align directly 

to this measure. 

An increase of 

approximately six per cent 

in the number of driver 

assessments during 2010- 

11 together with reduced 

costs of approximately 

five per cent resulting in a 

$9.12 decrease per driver 

assessment. 

Reasons for 


105

Time series graphical representations 

106 

$20 

$18 

$16 

$14 

$12 

$10 

$8 

$6 

$4 

$2 

$0 

$100 

$90 

$80 

$70 

$60 

$50 

$40 

$30 

$20 

$10 

$0 

Average cost per vehicle and driver transaction 

2007-08 

Actual 

2007-08 

Actual 

2008-09 

Actual 

2009-10 

Actual 


Budget Target 

Average cost per driver assessment 

2008-09 

Actual 

2009-10 

Actual 


Budget Target 


Actual 


Actual 

$100 

$90 

$80 

$70 

$60 

$50 

$40 

$30 

$20 

$10 

$0 

100% 

80% 

60% 

40% 

20% 

0% 

2007-08 

Actual 

Average cost per vehicle inspection 

2008-09 

Actual 

2009-10 

Actual 


Budget Target 


Actual 

Percentage of driver’s licence cards issued within 21 days 

of completed application 

2007-08 

Actual 

2008-09 

Actual 

2009-10 

Actual 


Budget Target 


Actual

Departmental desired outcome 3: Integrated transport systems that 

facilitate economic development. 

The transport function is integral to business and commerce, and important for 

social interaction and connecting communities. Therefore a major focus for DoT is 

on strategic transport policy and planning across the range of public and commercial 

transport systems that service Western Australia. 

DoT, through its Policy, Planning and Investment division, develops, integrates and 

regulates the State’s transport systems and infrastructure. 

Through its policy and planning role, DoT determines the location of major transport 

routes and infrastructure, their suitability for a range of transport services and how 

each integrates into the broader transport system for boats, trains, planes and 

vehicles. 

DoT measures its effectiveness in meeting this outcome through measuring: 

Effectiveness indicator: Percentage of containerised freight transported 

via rail in relation to total metropolitan container movements to and from 

Fremantle port. 

As the lead agency in the planning of strategic transport routes and infrastructure, 

DoT understands that efficient logistics are essential between major metropolitan 

freight generators in order to avoid congestion and bottlenecks. Freight movement 

also needs to be balanced with community consideration such as noise, road safety 

and amenity. 

An example of this approach, developed through the Metropolitan Freight Network 

Review (MFNR), is the encouragement of industry to transport more containerised 

freight by rail between Fremantle port and inland terminals in the Kewdale-Forrestfield 

region. 

The MFNR set a target for containers carried by rail between Fremantle and 

Kewdale-Forresfield of 15 per cent by 2007-08 and 30 per cent by 2012-13. At 

the end of 2008-09, container volumes reached 15.1 per cent, however, these 

percentages dropped to 11.5 per cent for 2010-11 due to the long-term effect of the 

global economic downturn. 

The State Government originally provided financial assistance to support the rail 

service at $50 per 20ft container in reflection of rail’s higher costs than road. The 

subsidy reduced to $45 per 20ft container and $95 per 40ft container on 18 May 

2009 and on 3 August 2009 the amount per 40ft container further reduced to $90. 

The subsidy is paid on loaded containers having their origin or destination in the 

metropolitan area. It was expected that the subsidy per container would further 

decrease as volumes on rail increased and operational efficiencies were introduced, 

however, further evaluation of the subsidy for the future may be required due to the 

long term effects of the global financial crisis. 

This indicator provides information on effectiveness and performance of the subsidy 

DoT paid on behalf of Fremantle Port Authority to Intermodal Link Services (ILS) to 

effect a modal shift from road to rail for containers transported to and from Fremantle 

port for export or import. 

To calculate this indicator, data on rail containers is sourced from the North Quay 

Rail Terminal and is compared to Fremantle Port Authority’s trade figures for total 

containers (excluding those that are transhipped and do not leave the port precinct). 

This comparison enables calculation of rail’s market share. 


containerised 

freight transported 

by rail in relation to 

total metropolitan 

container 

movements to and 

from Fremantle 

port. 

2007-08 

actual 

2008-09 

actual 

2009-10 

actual 


target 


actual 

13.3% 15.1% 10.9% 16.0% 11.5% 

Reasons for 

significant 

variance 

The global economic 

downturn in trade has 

impacted significantly 

on rail volumes 

through loss of certain 

trades and intense 

competition from the 

road transport sector. 

107


Service 3: Strategic transport policy 

This service contributes to the Government’s framework for the strategic management 

goal of ‘State Building – Major Projects’ by providing leadership for strategic transport 

issues and by shaping the pattern of transport system development through: 

• provision of an integrated transport policy framework to guide government and 

the private sector in decision-making; 

• the provision and coordination of integrated state-wide transport policy including 

those of national significance and those involving multi-modal solutions; and 

• ensuring the transport policy framework supports cost effective transport 

systems and services. 

The key efficiency performance indicator used to measure this performance is: 

Key 

efficiency 

indicators 

Average 

cost per 

policy hour 

for strategic 

transport 

policy 

development. 

108 

2007-08 

actual 

2008-09 

actual 

2009-10 

actual 


target 


actual 

n/a n/a $73.26 $118.25 $109.78 


variance 

Due to the split of DPI and 

the introduction of OSS, the 

2010-11 KPIs were remapped 

to include not only human 

resources costs (as was done 

in 2009-10), but items such as: 

• Consultancy fees 

• Professional services 

that are attributable to Strategic 

Transport policy functions. 

**NOTE: Project costs totalling 

$961,706.90 were incorrectly 

allocated to the Strategic 

Transport Policy KPI. This 

amount has been manually 

reallocated to correct the KPI 

figures for TravelSmart and 

Strategic Transport Policy. 

Graphical representations actual against target 

Average cost per policy hour for strategic transport policy development 

$140 

$120 

$100 

$80 

$60 

$40 

$20 

$0 

2009-10 

Actual 


Budget Target 


Actual

Efficiency key performance Indicators 

Service 4: Integrated transport planning 

This service contributes to the Government’s framework for strategic management 

goal of ‘State building – Major projects’ by providing leadership for strategic transport 

issues and by shaping the pattern of transport system development through: 

• developing an agreed State-wide integrated transport strategy; 

• developing multi-modal network plans; 

• undertaking State-wide capital investment planning, evaluation and prioritisation; 

• integrated planning for major transport system projects; 

• developing funding principles and pricing signals to ensure appropriate 

development and use of transport assets; 

• improving freight access to key terminals, improving freight flows and increasing 

competitiveness through reduced costs; 

• reducing the costs associated with road trauma by enhancing the accessibility 

and safety of public transport systems; 

• providing for the efficient distribution of goods and services to business and the 

community; 

• ensuring flexibility to meet the demands of a changing economy and market 

environments; and 

• enabling commuter access to industrial centres and to the services and goods 

they require. 

The key efficiency performance indicator used to measure this performance is: 

Key 

efficiency 

indicators 

Average cost 

per planning 

hour for 

integrated 

transport 

planning 

development. 

2007-08 

actual 

2008-09 

actual 

2009-10 

actual 


target 


actual 

n/a n/a $99.48 $121.05 $149.73 

Graphical representations actual against target 

$160 

$140 

$120 

$100 

$80 

$60 

$40 

$20 

$0 


variance 

Average cost per planning hour for integrated transport 

planning development 

2009-10 

Actual 


Budget Target 

The variance reflects cost 

structures for Multi-Modal 

Planning activity and management 

of the Perth Parking Fund (totalling 

$3.66 million) that transferred to 

DoT during 2010-11 which were 

not included in the budget target. 

Due to the split of DPI and the 

introduction of OSS, the 2010-11 

KPIs were remapped to include 

not only human resource costs (as 

was done in 2009-10), but items 

such as: 

• Consultancy fees 

• Professional services 

that are attributable to Integrated 

Transport planning functions. 


Actual 

109

Office locations - as at 26 May 2011 

Metropolitan Offices 

Office Contact Numbers Street Address Postal Address 

Head Office 

Phone: 08 6551 6000 

Facsimile: 08 6551 6001 

140 William Street 

PERTH WA 6000 

GPO Box C102 

PERTH WA 6839 

Driver and Vehicle 

Services 

110 

Phone: 08 6551 6000 

Passenger Services Phone: 1300 660 147 

Coastal Infrastructure 

Marine Safety 

Fremantle Fishing Boat 

Harbour 

(Marine operations centre) 

Hillarys 

(Coastal Infrastructure) 

Phone: 08 9216 8999 

Facsimile: 08 9216 8979 

Phone: 08 9431 1000 

Facsimile: 08 9431 1019 

Phone: 08 9448 7544 

Facsimile: 08 9447 8713 

Public Transport Centre 

West Parade 

EAST PERTH WA 6004 

20 Brown Street 

EAST PERTH WA 6004 

Marine House 

1 Essex Street 

FREMANTLE WA 6160 

14 Capo D’Orlando Drive 


86 Southside Drive 

HILLARYS WA 6025 

GPO Box R1290 

PERTH WA 6844 

GPO Box C102 

PERTH WA 6839 

PO Box 402 


PO Box 402 

Fremantle WA 6959 

PO Box 410 

HILLARYS WA 6923 

Country Offices 

Region Office Contact Numbers Street Address Postal Address 

Kimberley 

Broome 

(One-stop shop) 

Phone: 08 9192 0200 

Facsimile: 08 9193 5651 

9 Napier Terrace 

BROOME WA 6725 

PO Box 1993 

BROOME WA 6725 

Pilbara 

Karratha 


Phone: 08 9185 6100 

Facsimile: 08 9143 1288 

3-5 Welcome Road 

KARRATHA WA 6714 

PO Box 429 

KARRATHA WA 6714 

Gascoyne 

Gascoyne 

Mid West 

Goldfields/ 

Esperance 

Goldfields/ 

Esperance 

Carnarvon 

(One Stop Shop) 

Exmouth 


Geraldton 


Esperance 

(Regional 

services) 

Kalgoorlie 


South West Bunbury 


Great 

Southern 

Albany 


Phone: 08 9941 6800 

Facsimile: 08 9941 1067 

Phone: 08 9949 2079 

Facsimile: 08 9949 2078 

Phone: 08 9956 0111 

Facsimile: 08 9956 0130 

(licensing) 

Phone: 08 9076 2100 

Facsimile: 08 9071 6892 

Phone: 08 9022 5999 

Facsimile: 08 9091 6288 

Phone: 08 9792 6666 

Facsimile: 08 9792 6600 

Phone: 08 9892 7333 

Facsimile: 08 9842 1079 

Carnarvon Boat Harbour 

Boat Harbour Road 

CARNARVON WA 6701 

21 Maidstone Crescent 

EXMOUTH WA 6707 

65 Chapman Road 

Geraldton WA 6530 

53 The Esplanade 

ESPERANCE WA 6450 

Unit 4, 35 Brookman 

Street 

KALGOORLIE WA 6430 

24 Wellington Street 

BUNBURY WA 6230 

178 Stirling Tce 

Albany WA 6330 

PO Box 775 

CARNARVON WA 6701 

PO Box 220 

EXMOUTH WA 6707 

PO Box 68 

Geraldton WA 6530 

PO Box 2255 

ESPERANCE WA 6450 

PO Box 10412 

Kalgoorlie WA 6430 

PO Box 2247 

BUNBURY WA 6231 

PO Box 1108 

Albany WA 6330

Driver and Vehicle Service Centres 

Vehicle Examination Centres 

Metropolitan Area 

Office Street Address Postal Address 

West Perth 

(Driver and Vehicle 

Services) 

Willagee 


Services) 

Joondalup 


Services) 

Kelmscott 


Services and vehicle 

examination services) 

Mandurah 


Services) 

Midland 


Services) 

Midland 

(Vehicle examination 

services) 

Morley 


Services) 

Osborne Park 

(Vehicle examination 

services) 

Suite 42 – 44, 102 Railway Parade 

Cnr Troode and Plaistowe Mews 

West PERTH WA 6005 

Cnr Stock Road and Leach Highway 

WILLAGEE WA 6156 

65 Boas Avenue 

JOONDALUP WA 6027 

34 Gillam Drive 

KELMSCOTT WA 6111 

Cnr Pinjarra Rd and Ranceby Ave 

MANDURAH WA 6210 

Shop T053 

Midland Gate Shopping Centre 

Crn Cale Street and Great Eastern Hwy 

MIDLAND WA 6056 

11 Victoria Street 


63 Russell Street 

MORLEY WA 6024 

34 Howe Street 

OSBORNE PARK WA 6017 

Suite 42 – 44, 102 Railway Parade 

Cnr Troode and Plaistowe Mews 

West PERTH WA 6005 

Cnr Stock Road and Leach Highway 

WILLAGEE WA 6156 

65 Boas Avenue 

JOONDALUP WA 6027 

34 Gillam Drive 

KELMSCOTT WA 6111 

PO Box 3102 

MANDURAH EAST 

WA 6210 

Shop T053 

Midland Gate Shopping Centre 

Crn Cale Street and Great Eastern Hwy 


11 Victoria Street 


63 Russell Street 

MORLEY WA 6024 

34 Howe St 

OSBORNE PARK WA 6017 

Office Street Address Postal Address 

Rockingham 


Services) 

Warwick 




Welshpool 




37 McNicholl Street 

ROCKINGHAM WA 6168 

37 Eddington Road 

WARWICK WA 6024 

21 Murray Road South 

WELSHPOOL WA 6106 

37 McNicholl Street 

ROCKINGHAM WA 6168 

37 Eddington Road 

WARWICK WA 6024 

21 Murray Road South 

WELSHPOOL WA 6106 

People with Disabilities 

If you are deaf or have a hearing or speech impairment please call 13 36 77 and 

quote the number you want. 

TTY access for people with a hearing impairment: 

Fremantle office TTY: 08 9430 6263 

Licensing information TTY: 08 9216 8484 

111

For more information about the Department of Transport: 

Phone: 08 6551 6000 Email: info@transport.wa.gov.au 

www.transport.wa.gov.au

Department of Transport Annual Report 2010 - 2011

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