CCAS 2017 Annual Report by Regional Academies of Sport Ltd

CENTRAL COAST ACADEMY OF SPORT 2017 ANNUAL REPORT

CONTENTS

Our Numbers at a Glance

4 -5

Chairmans Report

6-7

Directors Report

8-11

Future Development Report

12-14

CCAS Major Award Winners

CCAS Sports Program Award Winners

Values, Vision, Mission

18-19

CCAS Future Plan Strategy

20-21

Corporate Partners

22-23

Sports Reports Contents Page

24-25

AFL Report

26-27

Basketball Report

28-29

Cycling Report

30-31

Future Stars Report

32-33

Golf Report

34-35

Indigenous Talent ID Report

36-37

Netball Report

38-39

Surfing Report

40-41

Swimming Report

42-43

Tenpin Bowling Report

44-45

A Year In Review

46-47

Finances Contents Page

48-49

Our Finances at a Glance

50-51

CCAS 2017 Finances

52-70 C e nt ral C oast A cad e my of S p or t A n n u a l R e po rt 2 0 1 7

236 Athletes

58 Volunteers

14 Sports Programs

520 Hours of Training

6000+ volunteer hours

8 MOUâ€™s with State Sporting Organisations

$210k in Volunteer Hours

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CHAIRMANS REPORT As Founding Chairman of the Central Coast Academy of Sport, it is once again very pleasing to report on another highly successful year for the organisation both on and off the sporting field. Every year I feel fortunate to be involved with an organisation that does so much for the many talented athletes of our region. As Chairman it is a huge privilege to oversee the strategic direction of the Central Coast Academy of Sport, every year that passes the highlights just keep on getting better and better and the athlete results and achievements in 2017 are again outstanding. I congratulate each of the award winners across the sport programs and again acknowledge the outstanding achievements of our major award winners: • Male athlete of the Year: Tyler Gunn - Athletics • Female athlete of the Year: Brooklyn O’Mara - Netball • Chairman’s Award Winner: Cassandra van Bruegel - Swimming • The Ray Sandell Dedication to Sporting Excellence Award: Sandra English - Surfing The 2017 Awards Evening took on a major face lift, the idea was to ensure all athletes could participate in a games afternoon before the semi-formal formalities got underway at Mingara Recreation Club. While the event was ‘professionally casual’ it certainly provides a foundation from which we can build. My congratulation to every athlete who won awards and received graduation certificates. In October the Board and key stakeholders spent a day redefining the organisations strategic direction for the period 2018-2022.

The working of this day will be seen for many years to come and the key result areas as summarised in this annual report clearly show the direction we wish to head and the importance the organisation provides to our region. The final year of hosting the ClubsNSW Academy Games was a major highlight in a congested year of sport. Over 900 athletes participated in the event and from all reports and reading the event evaluation it was an event delivered to the highest standards. My congratulations to Emily Burgess-Moore the Tournament Director for delivering this event to such a high standard, to be considered a finalist in the Sport NSW Event of the Year awards is due recognition of the standard achieved. We are very fortunate to have a committed and dynamic team of staff and volunteers, the staff take strategic ideas and initiatives and turn them into future success stories for our organisation. Your support and efforts is sincerely appreciated by the Board, thanks to Ian Robilliard OAM, Emily BurgessMoore, Mark Tipple and Andrew McNee for your support over the past year. Special congratulations to Emily Burgess-Moore on the birth of her twins in August 2017. I would personally like to thank my fellow Board members, Ian Robilliard OAM, Mike Rabbitt OAM, Carolyn Kay, Steve McWhirter, Lawrie McKinna and Nikki Garrett for their wise council, good humour and genuine concern for the athletes of the Central Coast of New South Wales. To Ian your ongoing management and strategic direction of the Academy is appreciated, respected and highly valued. His services to sport as a ‘Player, Coach and Administrator’ was rightly recognised during the Queens Birthdays

Honours where he was awarded an OAM for his service to sport.

involvement with the Central Coast Academy of Sport for many years to come.

What lies ahead? In 2018 I’m confident of a rejuvenated Board, with new Directors to be attracted to the organisation, further growth for the Central Coast Academy of Sport in sporting programs such as Women’s AFL, and Hockey, and a review of our corporate investment packages in a tight commercial market will be essential to continue to build the financial strength of the organisation. A further focus on updating the Australian Sports Foundation (ASF) on line strategy will be important for further financial growth.

Mark Holton Chairman

The core reason for being: the development of on-field skill development will continue, this will be complimented by the new ClubsNSW Education Curriculum, this is a game changer for Regional Academies and this program while introduced in 2017 will be fully introduced to our offerings in 2018, this education program alone will bring significant benefit to the 250+ athletes expected in CCAS programs in 2018. We will remain true to our brand. We will continue to focus on not only creating better athletes and sportspeople, but also overall better young people and citizens within our community. We are well aware that our successes to date and our planned successes for the future are only possible through the highly valued support and contribution of our corporate partners, many have been linked to the organisation since day one and we will continue to work with like-minded businesses for the benefit of all involved. I again extend my sincere gratitude and thanks for your support throughout 2017 and I look forward to your continued

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MANAGING DIRECTORS REPORT It is my pleasure to report on the past year’s performance for the Central Coast Academy of Sport (CCAS). 2017 could well be described as the busiest and most successful since the organisation was launched in 2004. New sporting programs, more content into those sporting programs, new staff, global support through the collective known as Regional Academies of Sport incorporated (RASi), increases in athlete numbers, the final year staging of the ClubsNSW Academy Games, a modification to the annual awards evening and many other news worthy items meant 2017 was full of highlights. The position of the Central Coast Academy of Sport into the sporting fabric of the Central Coast continues to gain momentum. The staff have continued to focus programs that are closely aligned to the State Sporting Organisations acceptance of the FTEM Model of athletic development. 2017 saw this become the norm rather than an exception to the rule. The final year hosting of the 2017 ClubsNSW Academy Games was again a highlight for the region and for the Central Coast Academy of Sport. 2017 saw record athlete numbers, increases in sports contested, greater media coverage and operational efficiencies not as evident in previous years certainly placed the event as one of significance for our region.

Administration: 2017 was the final year of the organisations five-year strategic development plan for the period 2013-2017. This meant a new fiveyear plan had to be developed and this was initiated in October 2017. Unlike previous

five year plans the CCAS sought external advice and through the engagement of key supporters of the organisation a new plan has been developed and fully endorsed by the CCAS Board of Directors. A full day was set aside to chart the path forward for the CCAS, a new plan 2018 – 2022 has now been implemented and some key changes have been identified. Changes in staff structure was again evident in 2017. The organisation welcomed Mark Tipple as the programs and media coordinator, Emily Burgess-Moore stared the year before taking maternity leave in late August and Andrew McNee came in as Emily’s replacement. With any change in staff some disruption can occur, but this was minimized and quite a seamless transition was evident in 2017. The CCAS continued to support School and University Placement’s, this work integrated learning opportunities certainly provided many valuable hours of School and University in-servicing that in turn certainly helped the organisation with regard human resource management. The CCAS continued to utilise Dynamic Training & Taxation Services (DTTS) for the management of all financial services. The Academies office remains at the Regional Athletics Track within the Mingara Recreation Club complex and the office continues to serve the organisation well. I often say the CCAS would not exit in our current state without the ongoing valued support of Mingara, our sincere thanks to Phil Walker (Chairman) and his Board, and the Management staff led by Paul Barnett for their genuine interest in the working of the Central Coast Academy of Sport. The CCAS is a member of the Regional

Academies of Sport Inc. RASi was originally set up to provide a governance platform for the delivery of the Academy Games and secondly to build sponsorship revenue for the Member Academies. 2017 was a watershed year in both areas with the ClubsNSW Academy Games a stand out event for RASi members and a global partnership signed in July 2017 with ClubsNSW for the consistent delivery of education topics across the network. The CCAS has removed our licensing support to the Gold Coast Academy of Sport, changes in Board structure at the GCAS has seen the Central Coast Board take the responsible action to limit our involvement at the Gold Coast. The Gold Coast is currently in the process of purchasing the trade mark and ip from the Central Coast Academy of Sport, while negotiations have been on going, the relationship between the organisations remains positive. The support provided by CCAS to the Gold Coast has been extremely worthwhile and beneficial to both parties. Finance and Assets: The 2017 Financial figures are again pleasing; in yet another year when finances remained tight it was pleasing that the NSW Government increased annual funding to Regional Academies. NSW Government funding is essential for Academies to operate to the required level to service the many sporting needs of our respective regions. To have received an increase in 2017 it meant that grant monies paid to Academies was now more closely aligned to a CPI increase that hadn’t been realised for close to a decade. The total equity of the Academy remains strong at $234,589.00. In a year of increased staff costs it is pleasing that the organisation

was able to generate $787,868.00 in total revenue and record an operating. surplus of $82,256.00 following the restated financial result in 2016. The CCAS recorded a net surplus of $82,256 for the year, a most pleasing result. Thanks to Bishop Collins the new auditors of the CCAS, Bishop Collins have been very diligent in their work and in their assessment of management matters that can assist the CCAS implement further practices to improve performance of the organisation. It is important to again acknowledge the valuable support received from organisations and companies such as: The NSW Government (via the Office of Sport), The University of Newcastle (UON), Mingara Recreation Club, Central Coast Council, The Greater Bank, NBN Television, Southern Cross Austereo (107.7 2GO,and 101.3 SEAFM), Oddball Marketing, Callaway, ClubsNSW, Club Terrigal, Crowne Plaza Terrigal, Central Coast Granite, Viatek, Scribal Group, Atlas IT, Water To Go, Gosford RSL, Under Writing Agencies Australia (UAA), Hockey NSW, Central Coast Hockey, Netball NSW, Basketball NSW, Cycling NSW, Jack Newton Junior Golf, Mingara One, Coast Sport Physio & Sports Medicine, Hills Street Sports Medicine, these companies continue to make important contributions to support the CCAS. To these organisation and the many more venues such as Central Coast Grammar School, Central Coast Adventist School, who have supported the programs and events over a busy 2017 I offer a very important vote of thanks. During 2017 it was important that RASi took more of a leadership role in the commercial execution for the collective, the flow on effect was a positive one for the organisations finances and assets. The

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MANAGING DIRECTORS REPORTRT securing of ClubsNSW as a sponsor of the collective was ground breaking in terms of collective benefits to member academies. IT and Systems: The CCAS IT system is well structured to support the operations of the Academy. A change to the closed members section occurred late 2017 when the organisation moved to ‘Team App’. Team App is a communication portal that has mobile capabilities which saw far greater engagement between the CCAS, its athletes and families. Team App has provided a far better engagement tool for the organisation and further benefits will be realised as more Academies take up this technology.

Sports Programs: The focus in 2017 was again centered on engagement with State Sporting Organisations (SSO’s) and the execution of MoU’s to ensure the delivery of benefits was further aligned with the SSO and the FTEM Model. The FTEM Model continues to gain traction each and every year. By Christmas 2017 MoU’s were executed or were used as reference points in terms of program content and structure with: AFL NSW/ACT, Athletics NSW, Basketball NSW, Cycling NSW, Netball NSW, Jack Newton Junior Golf, Hockey NSW, and Tenpin Bowling NSW. Ongoing discussions remain with Surfing Australia and Surfing NSW and Touch Football NSW. The alignment of State Sporting Organisations to the CCAS has been a key performance indicator the past year and the results are very pleasing, while work remains with some SSO’s, on a whole the uptake of MoU’s by individual academies and / or RASi has been most pleasing. 2017 saw program scholarships provided

for two hundred and thirty six (236) athletes with one hundred and thirty three (133) men and one hundred and three (103) women taking part across fourteen (14) programs. These results are extremely pleasing with an increase in athlete numbers and sports offered during the past year.

Commercial Operations: The CCAS is pleased to report the following partnerships remained in place during 2017; NSW Government (Platinum), The University of Newcastle (Platinum), Mingara Recreation Club (Platinum), NBN TV (Platinum), Southern Cross Austereo (Platinum), Central Coast Council (Platinum), Underwriting Agencies Australia (Platinum), Oddball Marketing (Platinum), Callaway (Golf), The Greater Bank (Platinum), Gosford RSL (Cycling), ClubsNSW (global via RASi), Central Coast Grammar School (Venue Support), Crowne Plaza Terrigal (Surfing), Central Coast Granite (Touch Football), Club Terrigal (Netball and Basketball), Viatek (Awards Evening), Mingara One (Venue Support), Water to Go (Supplier), Scribal (Awards Evening), Hills Street Sports Medicine (Netball and Basketball), Coast Sports Physiotherapy (Golf, Touch Football and Swimming), Sporte Leisure (Golf), Shelly Beach Golf Club (Venue), Magenta Shores Golf Club (Venue), Kooindah Waters Golf Club (Venue), Central Coast Adventist School (Venue), Hudson Global Logistics (Basketball), Swish Technics (Basketball), in addition to these partnership agreements numerous supply arrangements that build the athletes ‘privilege of association’ remained current during 2017.

Hockey NSW, Netball NSW, Tenpin Bowling. Supply arrangements have continued during the past period and again companies such as, Gatorade (Supplier), Victor Sports (Supplier), Insurance Advisor Net (Supplier), Mingara One (Venue), Performance Podiatry (Supplier), are but some of the supply agreements maintained in 2017 that build further value to the organisation and to the athletes with we represent. To the Chairman Mark Holton his leadership is truly second to none and his commitment to the organisations remains as strong today as it did in 2003 when the CCAS was merely an idea. Thanks to fellow Directors: Mike Rabbitt OAM, Carolyn Kay, Nikki Garrett, Steve McWhirter and Lawrie McKinna for your time, expertise and resourcefulness. Like the Directors the management staff at the Academy have a genuine interest in providing opportunities for the athletes with whom we represent. My sincere thanks to Emily Burgess-Moore, Mark Tipple, Andrew McNee, Jan Mayfield, Ray Sandell OAM, Linda Holton (DTTS), Meg Granger (DTTS) and Christine Robilliard for their ongoing support to the organisation.

Ian Robilliard OAM Managing Director

State Sporting Organisation support includes: AFL NSW/ACT, Basketball NSW, Cycling NSW, Jack Newton Junior Golf,

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FUTURE DEVELOPMENTS REPORT Administration A new Strategic Development Plan was completed late 2017 with implementation to occur from January 2018. A number of valuable changes or focus areas have been identified in the new SPD. The focus on remaining relevant in the industry tops the list, greater engagement with parents, to be an influencer for sport on the Central Coast, brand equity development and a review of the key result areas in athlete development, finance, governance, marketing and promotion, and people were all well considered and identified as key result areas for the organisation. To identify a number of immediate key actions it would include areas from each listed above: a. The alignment of all CCAS sport programs with a distinct role in the athlete development pathway for all programs and develop MoU’s with SSO support. b. To strengthen the CCAS financial position. c. To maintain a dynamic succession plan and include a rejuvenation of the CCAS Board. d. To maintain effective staff numbers based on capacity and demand. e. To enhance and build the profile of the CCAS in the Central Coast community. f. To develop strong relationships with external stakeholders. g. To deliver an effective coach development blueprint to upskill and attract the highest level of coaches to the CCAS Sporting programs. Finance and Assets The CCAS continues to operate on an Activity Based Costing (ABC) Model for program delivery, this means an internal change is applied to the budget for each of

the sport programs on offer, it allows the CCAS to assign costs for indirect expenses to each program. Some costs are difficult to assign, indirect costs such as staff time is one example, some sport programs include extensive staff hours, this time should be applied to the actual costs of the activity and hence an expense to recognise the activity based system is applied to each sports program budget. By using the ABC system, the CCAS has a model of financial operation that better recognizes and applies expenses based on time and expertise applied. It is evident that those sports with a limited talent base or talent depth require significant sponsorship to survive, without commercial support those sports with a smaller talent base would have too great a registration fee to make the program meaningful and affordable. The ABC costing model will remain WIP for 2018, programs that are cost negative will be assessed and the Board will make a determination on whether such sports should continue or be moved onto the Future Stars platform. Financial strength is a clear KPI for the next stage of the SDP, it is essential that the CCAS continues to diversify income streams as this remains the life blood of the organisation. The CCAS can have the best programs, cater for the best athletes, provide the most qualified coaches, but without a strong financial base the organisation will be unable to fully deliver the promise of supporting the best young athletes of the region. As companies and organisations appear to want more for less the CCAS must be mindful of maintaining a strong and resilient investment model.

Sport Management The CCAS can’t be, and isn’t all thing to all sports, rather, a sport seeking to gain a competitive advantage by working in a mutual capacity with aligned goals has a far better chance of successful engagement with the CCAS as opposed to some sports simply seeking handouts from the CCAS or worse, are rogue operators in sport seeking a fast buck. As a not-for-profit organisation every dollar raised, and every dollar spent is considered against the financial security of the organisation and against the benefits an investment is able provide the athletes of our region. Prudent income attraction and expenditure is always considered in how it can best be used to assist the athletes of the region. The interactions between finance and sports program performance is ongoing and will remain so. Successful sport engagement remains a key performance indicator for the organisation, that said, it is clear that successful sports programs are driven by a number of essential elements: a. Quality leadership, sporting programs that have a committed head coach and the head coach is well supported by assistants and managers provides a working example of successful programs. b. Commercial support into programs will ensure the content is robust enough to impart change to participant athletes. While the user pays model works, programs with additional sponsorship support are clearly in front of those programs that don’t have the financial reserves to build the program. To impart change, to modify behaviors, to be true to ‘what sets us apart’, each

program must have the necessary content to challenge each and every participant, this is clearly helped by commercial support. c. SSO engagement and interactions to the FTEM Model is now the norm as opposed to the exception to the rule. The FTEM Model is having far greater uptake due to the concerted efforts of the RASi network. This uptake creates consistency in eligibility across each program and that in turn allows for meaningful competition at events such as the Your Local Club Academy Games, or inter Academy events. Marketing and Promotion. The CCAS enjoys a reasonably strong market presence, helped by outstanding support from media partners in NBN TV and Southern Cross Austereo, our mass market messages are consistent and well promoted. Further emphasis will be made in 2018 on building the digital marketing channels. Team App is a good solution in the engagement space, but an expectation that commercial partners do have a significant role to play in this area of development will be pursued in 2018. Facebook numbers have recently surpassed 3,000 and at every orientation program and TAP camps and activities athletes are reminded on the importance of following the CCAS. It is planned this number will grow by 500 in 2018 through a concentrated effort to utilise the digital media channels in a more strategic way. Commercial Operations. Commercial operations remain as the life blood of the organisation, without a growing income stream the organisation can stagnate, if a business isn’t growing

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FUTURE DEVELOPMENTS REPORT its revenue base, coupled with prudent expense line management the financial well-being of the organisation is at risk. A number of changes to the corporate platform will be introduced in Q1 2018, every commercial proposal will be presented via a graphically designed presentation that will complement the online corporate profile. While a modest expense will be incurred it is hoped this approach will have greater uptake in the commercial sector. Organisation that are currently under renewal review include:

The work of Regional Academies of Sport Inc (RASi) and the willingness to explore group benefits is now a reality. 2018 should be a watershed year in how RASi continues to develop for the benefit of the nine (9) member Academies and the two (2) government run Academies. The benefits of group purchasing, collective bargaining and commercial sponsorship that flows across the collective are a few areas that should be further realised during the next reporting period.

The University of Newcastle, every attempt has been made to introduce a Tri-Partisan model between UON, the Hunter Academy and the CCAS, this model certainly appears to have merit, but the uptake has been frustrating and slow. With new sports comes new opportunities, with the introduction of Hockey we saw UAA take up that sport to compliment the Indigenous Talent ID program, Womenâ€™s AFL will also mean an opportunity for new sport sponsor.

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2017 CCAS MAJOR AWARD WINNERS

2017 CCAS SPORTS PROGRAM AWARD WINNERS

Sport

Award

Recipient

Sport

Award

Recipient

Athletics

Male Athlete of the Year

Tyler Gunn

Athletics

Athlete of the Year

Tyler Gunn

Netball

Female Athlete of the Year

Brooklyn O’Mara

Encouragement Award

Katie Gunn

Swimming

Chairmans Award

Cassandra Van Bruegel

Athlete of the Year

Jamal Shoaib

Surfing

Ray Sandell Dedication to Sporting Excellence

Sandra English

Encouragement Award - Male

Hudson Bush

Encouragement Award - Female

Boston Pate

Athlete of the Year

Liliya Tatarinoff

Encouragement Award

Tom Yallouris

Future Stars

Athlete of the Year

Hayden Dillon

Encouragement Award

Isabella Fitzgibbon

Golf

Athlete of the Year

Liam Gocher

Ecouragement Award

Riley Millers

Athlete of the Year

Brooklyn O’Mara

Encouragement Award

Charlotte Flynn

Athlete of the Year

Joel Vaughan

Encouragement Award

Molly Picklum

Athlete of the Year

Nathan Ward

Encouragement Award - Male

Fergus Henderson

Encouragement Award - Female

Jessica Pollard

Athlete of the Year

Cody Frost

Encouragement Award - Male

Kaya Ardita

Encouragement Award - Female

Brooke Goodhand

Athlete of the Year

Damon Lloyd

Encouragement Award

Cameron Johnson

Basketball

Cycling

Netball

Surfing

Swimming

Touch Football Female Athlete of the Year Brookyln O’Mara with Mayor Jane Smith, Chairman’s Award Recipient Cassandra Van Bruegel and Male Athlete of the Year Tyler Gunn

Tenpin Bowling

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MISSION The Central Coast Academy of Sport provides professional and well-supported programs for pre-elite & elite athletes from the Central Coast Region to further their potential.

VISION To be the industry leader in the development of pre-elite athletes from the Central Coast.

VALUES

Innovation

Integrity

Trust

Enthusiasm

Leading the way

Accountable and Professional

Open and honest in

Passionate in the

our dealings

pursuit of our objectives

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CCAS FUTURE PLAN STRATEGY

People

Athlete Development

• Talent development & talent ID opportunities. • RASi position in a collaborative pathway. • Explore opportunities to deliver education to coaches, parents and administrators • UoN and ClubsNSW education opportunities into community • Parent engagement / communication • More effective coach development • More efficient volunteer recruitment and engagement. • Tapping into Retiree skill set.

• Develop talented Central Coast athletes • Improve program quality and program content. • Increase the number of sporting programs without losing quality. • Partner with SSO / local associations, engaged stakeholders. • Concentrate on known sports • Explore program expansion in ‘growth’ sports • Maintain no less than 12 sporting programs

Governance

Ensure a skill-based Board with rejuvenated Board members to the organisation. The Board must be engaged with the business with a complimentary skill set Develop succession plan and visit succession at every Board meeting Maintain effective staff numbers CCAS model expansion

• • • • • •

Increase community recognition of CCAS Brand development, eg billboards, promotional material, rate notices via CCC, bumper stickers. Engage external stakeholders Improve stakeholder communication Increase TVC + Radio Ad campaigns Increase digital marketing footprint

• • • • •

Achieve funding security. Ensure diversity of funding to the organisation, including grants, Stabilize IT systems & ensure capacity in IT is maintained and developed. Redevelopment of CCAS Office (Centre of Excellence for Sport) Diversify funding streams consider event opportunities

Marketing & Promotion

Finance

• • • • •

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PLATINUM SUPPORT

COMMUNITY SUPPORT

SPORT SUPPPORT

SUPPLIERS & VENUES SUPPORT

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SPORTS REPORTS AFL

24-25

Basketball 26-27 Cycling

28-29

Future Stars

30-31

Golf 32-33 Indigenous Talent ID Program

34-35

Netball 36-37 Surfing

38-39

Swimming 40-41 Tenpin Bowling

42-43

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AFL The Central Coast Academy of Sport AFL Program was revamped during the past year to cater for a younger age group of athletes. The age groups introduced included U10 and U12 aged boys, this program was modeled off the successful Hunter Academy Program and was endorsed by AFL: NSW/ACT and was an immediate success. Once the program was announced the interest by parents to apply for their sons was incredibly strong. The final intake was set at twenty-four (24) and the talent depth in this younger age group was pleasing. The coaching group had a great deal of AFL experience across a variety of levels. They were led by Sam Shergold, The program operated on a Sunday morning and while this was a little problematic in terms of being on a Sunday, it appeared to work in that conflicts with other training and games was certainly minimized. The use of Sundays also meant easier access to the very limited training fields available on the Central Coast. The participants (and parents) showed great dedication to the program, many of whom committed to an hours travel in order to attend the training sessions. Throughout the duration of the program participants attended training sessions that introduced them to many new drills designed for

representative players, and a focus on building fundamental skills was a focus for the duration of the program. The Academy athletes undertook a number of educational seminars supported by the new ClubsNSW Education curriculum, some adjustments were made to carter for the younger age group, it was clear the off-field sessions remain important as a point of difference to ‘club land’. The 2017-18 AFL boys program will create a platform for the introduction of a girl’s program early 2018. It is hoped this pilot program will gain further traction on the Central Coast and will become a regular sporting program on the CCAS program matrix.

SQUAD MEMBERS U10 • • • • • • • • • • • •

Zachary Beier Cooper Fardon Fletcher Gersbach Thomas Hooke Oliver Horne Brady Mackay Noah Matthews Harrison McClusky Jesse McNeish Kai Richards Ryan Wenger Deacon West

U12 • • • • • • • • • • • •

Cohen Crook Kieran Diamond William Hodder Nathan Hughes Noah Lear Cooper McNeish Flynn Peters Jack Petrie Liam Roche Calan Tucker Cody Wattus Riley Armstrong

It is a great reflection of a good program when the overall CCAS Male Athlete for 2016 was a part of the squad. Jason Roach is the inaugural AFL athlete winner of this prestigious prize. The AFL coaching staff and players would like to thank the Central Coast Academy of Sport for all their ongoing support and assistance throughout the season,

COACHES Scott Reed - Head Coach Sam Shergold - Squad Manager

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BASKETBALL The Central Coast Academy of Sport ClubsNSW Basketball program has been a ‘flagship’ program since the CCAS was founded back in 2004. The 201718 program introduced a number of adjustments to ensure content delivered met the Developing Athlete Program (DAP) curriculum of Basketball NSW. The DAP program is an endorsed pathway in the BNSW High Performance Program. The primary aim of the DAP is to firstly identify suitable athletes to undertake the program, and to then introduce athletes to the values and standards sought by the State governing body (BNSW). The CCAS has certainly achieved this in partnership with BNSW, CCAS has taken a lead role on building a quality program designed to challenge the participants so they are aware of what’s required to move up the performance pathway. The 2017-18 program had many highlights for both athletes and coaches. Expert coaching sessions, valuable education seminars and the squad tour to Newcastle were invaluable for the athletes and coaches’ development.

coaches have been introduced to important coaching techniques through this program. Trainings sessions were held once a week at Central Coast Adventist School and each session was planned to be able to develop each individual player and team structure. This prepared the squad’s well for the challenges at the ClubsNSW Academy Games. Individual player development is a vital component in our athletes gaining selection in Country Tour and Country state team’s, at the time of writing a number of athletes have been a part of these squads and teams. The squad tour took place in Newcastle in mid-December. The tour was developed in close cooperation with the Hunter Academy of Sport and Western Region Academy of Sport. The camp is very important for individual skill development, the tour is a great teaching tool where athletes are challenged with getting the best performance when fatigued.. Athletes in attendance (including those from the Hunter Academy & Western Region Academy) were exposed to expert coaching and a true highperformance environment in Newcastle.

One essential aspect of a regional program is centered upon Coach education and the CCAS made huge steps in coach development with the 2017-18 program. The number of coaches involved with the program was ten (10), no other DAP program would have this number and quality of coaches available, a coach to athlete ration of 1:3 is a point of difference the CCAS is delighted about.

I would like to thank the primary partner of the Basketball Program ClubsNSW, venue support through the Central Coast Adventist School and financial support from Club Terrigal and Basketball NSW, in addition, supplier support from Hills Street Sports Medicine and Swish Technics all contribute to make this program one of the most successful on offer by the Central Coast Academy of Sport.

Improved coach education is one outcome of the DAP and the CCAS has been able to supply significant coach servicing. In addition the trainee / development

Thanks to BNSW for their support to the program and the endeavours of regional athletes. The 2017-18 program looks to be built on a very strong foundation.

SQUAD MEMBERS

COACHES AND MANAGERS

•

Ben Correy-Smith

• Cushla Alpen

•

Ben Cummins

• Sydney Boonstra

•

Eugene DeKock

• Siena Densem

•

Cooper Elliss

• Leah Doyle

•

Joshua Garbutt

• Kyla Fitzgerald

•

Ronan Grattan

• Lauren Griffiths

•

Lachlan Gunderson

• Jodi Haseler

•

Jack Jenkins

• Rubie Hassab

•

William Mogg

• Saba Horne

•

Liam Perry

• Brydie Hudson

•

Eli Taylor

• Keira Hudson

•

Dylan Tea

• Brianna Kelly

•

Kobe Tea

• Genevieve Keys

•

Cody Wells

• Georgia Tea

•

Isaac Wooller

• Chelsea Vernon Elliott

•

William Worthington

• Jade Yardley

Will Granger – Head Coach John Gunderson – Assistant Coach Tim Hudson – Assistant Coach Hamish Loader – Assistant / Development Coach Taylah Thomas – Assistant / Development Coach Jack Mills – Assistant / Development Coach Chris Collins – Assistant / Development Coach Aimee Pope – Trainee / Development Coach Nick Hassib – Trainee / Development Coach Ian Robilliard – Mentor Coach Wayne Cassidy – Manager Suzie Tyson – Manager

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CYCLING The Gosford RSL Central Coast Academy of Sport Cycling Program again had major changes to the previous year’s program. The revised program certainly had a change in terms of coaching and technical support. The 2017-18 program enjoyed a number of highlights, a number of athletes achieved podium finishes in CNBSW events, a better engagement program was introduced to ensure athletes and parents were fully informed on the program events and schedules, and finally coach to athlete interactions was a major focus for the revisions introduced. The program now has a foundation on which to build. The 2017-18 Gosford RSL Cycling program was able to provide a level of assistance that became the pre-cursor to a far more integrated and robust program. The perennial problem in cycling is the interactions between an athlete’s home coach and the CCAS Head Coach.

This is a political problem that I’m not sure the CCAS can overcome or indeed is equipped to overcome. The potential for conflict is almost unavoidable and remains a nuance of the program, surely CNSW must deploy some time in an effort to overcome this political problem. The current Head Coach of the program is Mick Curran, Mick’s knowledge and experience is highly valued and he brings a new level of technical expertise to the program. Mick is totally aware and understanding of the need to keep all people in an athlete’s support team up to speed on what is happening, this includes training loads, strength & conditioning, performance plans, event listings as examples. With the support of Cycling NSW and with the ongoing use of Individual Performance Plans (IPP) those in the program can certainly get a benefit, it is the cost to benefit ratio that remains very much top of mind for this program to grow and develop.

COACHES

SQUAD MEMBERS

Mick Curren – Head Coach

• Indi Starr Bennett

Gary White – Assistant Coach

• Elizabeth Huggins

Mark Tatarinoff - Manager

• Lani Bennett • Anya Tatarinoff • Lincoln Hey • Liliya Tatarinoff • Thomas Yallouris

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FUTURE STARS The ClubsNSW Future Stars Program continues to deliver support and development opportunities to Central Coast athletes excelling in a sport that currently sits outside one of the high-performance programs offered by the Central Coast Academy of Sport, or if the athlete does not fit within the scholarship criteria that relates to their specific sport, for example age. The ClubsNSW Future Stars program provides value added support in the form of complimentary or highly discounted valuable benefits. These benefits include, but are not limited to, media promotion, gymnasium membership at Mingara One (including pool access), nutrition consulting, musculoskeletal screening, sports business consulting and professional services at Hill Street Sports Medicine and Performance Podiatry.

The Future Stars program aims to support talented local athletes across a variety of sports. Boxer Josh English, Tennis Player Chloe Costelloe and Triathlete Sunny Starr-Carusi were three athletes to benefit from the programâ€™s offerings, with each excelling in their chosen sport. The future stars continue to excel in their chosen sporting domain with the support of the Central Coast Academy of Sport playing an important role in the athletes ongoing development. This program has benefited many of the Central Coastâ€™s finest athletes and a recent initiative with the Donnica Clarke Foundation will see the program numbers continue to grow. The CCAS is proud to offer the regions talented athletes the opportunity to both develop and excel as sports men and women and as positive members of the Central Coast community.

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GOLF Callaways entered the second year of a three year partnership with the Central Coast Academy of Sport and the 201718 program was another very robust program. All participants received a very generous offering of Callaway gear at the commencement of the program and this certainly set the tone for the included athletes during the eight months of operation. The Callaway Golf Program was supported magnificently by our traditional course sponsors of Shelly Beach Golf Club, Magenta Shores Golf Club and Kooindah Waters Golf Club, whose ongoing support the CCAS greatly appreciates. The golf squad was supported by Manager Jason Millers who made a huge effort to help attract participants to the 2017 program, I suspect without Jason’s strong recommendations into the golf clubs of the Central Coast the program may not have operated this past year, thanks Jason for your efforts in helping this program operate. The Program started with a weekend camp leading into the Shelly Beach open amateur where Liam Gocher ran second overall with Jake Kable winning the junior section, in fact, four squad athletes in total placed in the event.

The program consisted of ten Tuesday sessions, shared between our three main courses. These sessions included skills testing, tuition, course management and shot selection. We held a Saturday round at The Springs where Jye Crowe won, holding off Danny Pedzikiewicz with 38pts on a count back. Liam Gocher finished third one back with 37pts 73 scratch a fine score. Education sessions were held at Mingara One for a conditioning session, The Glen for drug and alcohol education and Shelly Beach where Tyson Scott from the Mariners staff delivered a session on the perils of social media. Many thanks to those who shared their time and expertise with the Squad this year. The off courses education is a key inclusions that separates the Academy program for any other, thanks to the quality of these important inclusions. The program finished with the athletes competing at the Your Local Club Academy Games, while it was difficult in selecting the team for this event the CCAS team did exceptionally well. The team of Liam Gocher, Jake Kable, Noah Miller and Danny Pedzikiewicz won the team title. Liam Gocher finished third in the scratch event after leading most of the way into the final few holes. Danny Pedzikiewicz won the Nett on a count back for another strong showing.

SQUAD MEMBERS

COACHES

•

Emma Clouten

• Noah Miller

Peter Cliff – Head Coach

•

William Denniss • Riley Millers

Jason Millers – Manager

•

Josh Hawkshaw

• Cruz Pappalardo

•

James Linnet

• Danny Pedzikiewicz

•

Brock Miller

• Keegan Phillips

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INDIGENOUS PROGRAM The program now in its second year certainly grew based on the learnings and interest during the second year of staging of the concept. Underwriting Agencies Australia (UAA) was again fully immersed in the program roll out and the results in the second year have again surpassed expectations of how the indigenous community has come together to further build this important day and the program that follows. The Indigenous Talent ID day was held on Thursday 19th October were over 100 children registered and another large cohort of children turned up to participate in a variety of sports offered. The CCAS again received outstanding support from AFL, Golf, Touch Football, Basketball, Netball and Tests & Measurements. The response from the region in terms of children attending was outstanding. The Aboriginal community was fully involved, elders attended the day, a great cultural performance by the Berkeley Vale High School dance group commenced the day. The day ran from 9:30am to 3:00pm, there was sports galore and plenty of fun to be had on the day, with 20 identified athletes awarded scholarships from the CCAS. The concept of talent id is not new to our society, it took some time but the CCAS was able to filter the athletes into their chosen sports. For those who could seamlessly enter the CCAS sporting programs this was done, however, for many of the athletes identified it was necessary to introduce a step that was an easier fit than an immediate CCAS sports scholarship. The UAA Indigenous TID Program introduced a six week ‘sampler’ program where selected athletes gained access to Mingara One and a training regime developed by Matt Sonter to assist in the transition to a high-performance training program. The CCAS would like to thank Mingara One and the trainer Ryan Taylor-Murphy for his support to this program. 36

The ‘sampler’ program has provided a changed entry point for access to full scholarships, this was introduced to utilise the Mingara One complex as a start point to getting the athletes into a regular program and to introduce athletes to community sporting groups for regular activity based programs. The training sessions all looked at different skill development concepts, these included; weight training, cardio vascular training, yoga and massage. The six-week program was also about helping create a strong friendship and relationships between Mingara One gymnasium staff so the athletes felt at home when coming to train. All athletes were provided with a sixmonth gym membership supplied by the CCAS as part of the partnership program with Mingara Recreation Club. This initiative alone will see many of the identified athletes now able to further their athletic endeavours through this gateway program.

The CCAS is certainly very fortunate to have enlisted the help of Matt Sonter to help facilitate the program. Matt is a former high-level athlete and he is able to advise the athletes of the steps to higher level performance. This is a unique program that will surely make a difference in the young lives of the Aboriginal children and the lives of their immediate families. Sending a life changing message of living a healthy lifestyle. The CCAS wished to thank Michael Murphy the CEO for Underwriting Agencies Australia, the support by UAA has provided a program and extension that is otherwise not available to the indigenous population. Matt Sonter Program Manager and Aboriginal Advocate

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NETBALL The Central Coast Academy of Sport’s 2017 Greater Bank Netball program provided a high performance training environment for selected pre-elite netballers of the Central Coast. Led by new head coach Jessica Morgan, assistant coach Casey Judge and squad manager Donna Judge, the 2017 CCAS Netball program achieved fantastic results at events and saw multiple girls achieve state level success as individuals and in their association teams. The 2017 CCAS Greater Bank Netball squad was run from January to September 2017, with 22 athletes aged between 14 to 16 years old and drawn from one of the three Central Coast Netball associations. Central Coast Grammar School is the host venue for the Greater Bank Netball program, with great facilities catering to on-court training and off-court education sessions in the Richard Lorne Centre. Athletes had the opportunity to attend an InterAcademy training day at Netball Central in Homebush with the Western Sydney Academy of Sport, supported by Netball NSW. Alongside tournament play at the 2017 ClubsNSW Academy Games and the Australian Invitational Youth Games (AIYG), the experience gained by competing against and training with the best pre-elite netballers in NSW Academy programs is priceless. The 2017 ClubsNSW Academy Games was a very positive experience for both the division 1 & division 2 teams that represented CCAS. The division 1 team were undefeated throughout the tournament, playing some exceptional netball. The division 2 team had a successful tournament given the inexperience and youth in the team. Isabella DeVivo was named as one of the captains of the Central Coast Academy of Sport, receiving the honour of reading the athletes oath at the Academy Games Opening Ceremony.

The Australian Invitational Youth Games held in Maitland in September provided fun, yet tough netball. Both division 1 and division 2 teams played well but dropped games at crucial times to rule them out of championship contention, however providing good lessons on the importance of keeping focus through tense times in a match. One of the highlights of AIYG was the commitment a number of athletes showed by attending the AIYG Commonwealth Games themed dinner alongside the other academy teams, creating a lot of laughter and memories. Many individual milestones were achieved through the 2017 CCAS netball season. Elly Davidson, Milla Evans and Brooklyn O’Mara were selected in the NSW All Schools U/15 team. Charlotte Flynn represented NSW Combined Catholic Colleges U/15’s. Isabella DeVivo and Georgia Ray were a part of the Central Coast Heart Premier League U/20’s squad in 2017, being joined by Milla Evans, Jessica Kelly and Brooklyn O’Mara who have also gained selection for the 2018 season. Six members of the 2017 CCAS netball squad were also a part of the U/15 Wyong team that won the State Championship. Thank you to the primary partner of the CCAS Netball program Greater Bank, the venue support through the Central Coast Grammar School and Netball NSW who continue to greatly support the Academy programs and the junior development pathway.

SQUAD MEMBERS •

Elise Annabel

•

Milla Evans

• Charlee Proctor

•

Cassidy Ashe

•

Charlotte Flynn

• Georgia Ray

•

Kala Bennett

•

Jessica Kelly

• Brooke Stevenson

•

Holly Birchall

•

Erin Kessler

• Sera Aliti Tamaniceva

•

Ava Bowcock

•

Gillian Leecroft

• Chloe Timewell

•

Tiah Cox

•

Eden Matterson

• Alexa Walker

COACHES

•

Elly Davidson

•

Bree Miller

Jessica Morgan – Head Coach

•

Isabella de Vivo

•

Brooklyn O’Mara

Casey Judge – Assistant Coach Donna Judge – Squad Manage

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SURFING The 2016/2017 Crowne Plaza Terrigal surfing program was another success with fourteen (14) athletes taking part over the summer months. The program ran from October to March with the program concluding with a tag team event against the Hunter Academy of Sport at Soldiers Beach on the NSW Central Coast as an exhibition sport within the Your Local Club Academy Games. The content of the program consisted of maneuver and contest drills, fitness, video reviews and psychological testing. One of the highlights of the program was the introduction to breath holding run by highly qualified free diver Daron Alderman. This really helped the athletes with their mental approach to riding big waves, how to handle long hold downs and to calm the nerves before competition. This important aspect of the program took place at Mingara One swimming pool (one of our sponsors) and the athletes went through a half hour theory session followed by an hour in the pool holding their breathes and being tumbled around, which some enjoyed and some did not! Another great initiative from the Academy was a visit to “The Glen” rehab center. Here the athletes listened to 3 speakers who had alcohol and drug problems and who were trying hard every day to heal themselves. It was a great ‘eye opener’ for the athletes not to take life for granted and also the dangers of drug and alcohol abuse. We enjoyed a tour through the facilities at The Glen and ALL walked away a little more grateful and grounded.

The video analysis sessions is a great way for the athletes to see HOW they thought they surfed and how they ACTUALLY did surf, video analysis is a growing tool for the Academy program and an element that is important in this high performance environment it is a great way to demonstrate correct techniques. As mentioned before the program concluded with a tag team event against the Hunter Academy, which this year I’m happy to say we won and made up for last year’s loss, we are now 1 all and makes for a big tag team event at next year’s academy games which is to be hosted in the Hunter. A big thankyou to the two coaches – Sandra English and Marcus Davidson who enjoyed a great 2016/2017 program and who are both looking forward to the next program. Also thanks goes to the program sponsors, including Crowne Plaza Terrigal as the primary partner of the surfing program, Shelly Beach Golf Club and Mingara One for their venue support and the opportunity to use their great facilities, a huge thanks to all the parents for their commitment to get the athletes to and from the beach and all the athletes who participated and gave us nothing but their best.

COACHES Marcus Davidson and Sandra English – Joint Head Coaches

SQUAD MEMBERS • Joel Barry

• Cruz Pappalardo

• Jasmine Mccorquodale

• Sam Brown

• Danny Pedzikiewicz

• Eligh Noel

• Joel Buxton

• Noah Miller

• Keegan Phillips

• Emily Fealy

• Riley Millers

The video review was also a great tool to use throughout the program, the following week after a surf session the athletes would meet at Shelly Beach Golf Club and use their conference room to review the previous week’s session.

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SWIMMING The 2017 Mingara One Swimming program was selected from athletes with representation from the swimming clubs of the area. The swimmers ages ranged from 12 years up to 22 years. The program has the two top swimming venues on the coast to conduct training sessions, Peninsula Leisure Centre, Woy Woy and the Mingara One recreation centre. Both centres are world class facilities and both venues are important sponsors of the program, these venues provide access for the athletes to high class venues. The CCAS Mingara One swimming team trained together monthly during the winter season and finished with a team bonding day at the tree tops adventure park. The program consisted of a two-hour training session each month, within the sessions the program covered all strokes and skills required to maximize the skills of distances the athletes would compete. At each session we were fortunate to attract a guest coach who passed on information for the progression in the sport. Guest Coaches Philip MacWaith Dapto Swim centre coach and a coach on the NSW development swim programme spoke about the difficulties of training in the country regions of NSW yet overcoming these obstacles to gain National team standards.

Dimity Douglas 1984 Los Angeles Olympian Dimity gave an insight to representing Australian at a young age and the demands of an elite level swimmer. Dimity also spent time with the female athletes discussing the challenges of female development in sport. Cassandra van Breugel competed at the New Zealand national championships winning the 200 metres breaststroke and gained bronze medal in the 50 metres breaststroke. Cassie also competed well at the Australian uni games, winning 2 bronze and a silver. At the NSW state winter championships Cassie won the 200 and 50 breaststroke events setting new NSW country records. Our team of athlete competed throughout the year at the major championships, attendance at these events was critical to the success of the program: Coast and Valley, NSW state Country NSW state Age and NSW state Open. Coast Sport Physio & Sports Medicine Centre were invaluable at each session, educating the athletes in pre-training warm up as well as injury prevention skills. The program would not be possible without the generous support of Mingara One, Central Coast Council, Coast Sport and Water to Go.

COACHES Graeme Carroll - Head coach Assistant coach - Shane Shepard

SQUAD MEMBERS • Austin Atherton

• Daniel Smithers

• Kilian Carrel

• Patrick Uljan

• Declan Hamilton

• Cassandra van Breugel

• Amy Lawrence

• Danielle Vesper

• Daniel Mcloughlin

• Dylan Villa

• Caitlin Montgomery

• Nathan Ward

• Jessica Pollard

• Isaac Wightman

• Emily Roome

• Ariella Zofrea

C e nt ral C oast A cad e my of S p or t A n n u a l R e po rt 2 0 1 7

TENPIN BOWLING The second staging of the Central Coast Academy of Sport Tenpin Bowling Program was introduced to the market late 2017. Ten Pin Bowling have worked closely with the Regional Academy network to position the sport with a re-defined high-performance pathway, the driver of tenpin bowling into regional academies is Daniel Webb and his experience from the South West Sydney Academy of Sport was helpful in working with the Central Coast Academy of Sport for the introduction of this program in 2016. Daniel met with all RAS delegates mid-year to suggest TPB as a sport to be added the RAS network, his enthusiasm and interest in working with RAS was the catalyst for many individual academies to take up TPB, the CCAS was one of these. Tenpin Bowling is led by a very capable Head Coach in Dave Brooker, his experience in the sport was extremely useful in helping building the program from scratch. The use of the Gosford and Bateau Bay facilities was significant in terms of program affordability for the athletes within the program. Both venues provided lane usage at no charge to the participants and this saving was immediately passed onto he athletes in the program. Dave spent many hours working with the successful athletes in the program and the results at the ClubsNSW Academy Games is testament to his work and commitment to the new program. The program was structured to provide scheduled fortnightly training sessions on Sunday afternoons, this meant lane usage wasn’t overly effected by the Academy program and the timing also guaranteed good attendance at every session. The training session ran for two hours and a total of 40+ hours of training was provided during the pilot program.

With any new sport there is a lot of work done for the introduction of the sport to the CCAS program offerings, elements such as; information evening about the program, website development, venue liaisons, sponsor attraction, attraction of a suitable head coach, fliers and promotional material, marketing, vTeam internal communications, athlete trials and attraction are all important elements for the successful introduction of a new program, it is pleasing to report TPB appears well positioned for a second year offer.

The completion of the program aligned with the competition at the ClubsNSW Academy Games and it was here that the CCAS team really did excel. Five Academies contested the ClubsNSW TPB competition and congratulations to the CCAS team on winning the overall competition with a score of 565, some 18 points clear of second placed South West Sydney Academy of Sport. CCAS representatives recorded some impressive individual performances with Damon Lloyd average score of 211 leading all players, The CCAS team (4 representatives) running second in the team’s event, second in doubles (Ryan Baxter & Damon Lloyd) and Damon Lloyd third in singles, when these scores were combined this placed CCAS 1st overall, a fantastic result for a new program.

COACHES Dave Brooker – Head Coach Tracey Clark – Assistant Coach

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A YEAR IN REVIEW

C e nt ral C oast A cad e my of S p or t A n n u a l R e po rt 2 0 1 7

2017 FINANCES

Our Finances at a Glance

50-51

Directors Financial Report

52-53

Statement of Profit and Loss

Statement of Financial Position

56-57

Statement of Changes in Equity

Statement of Cash Flows

Notes to the Financial Statement

60-69

Back Cover

C e nt ral C oast A cad e my of S p or t A n n u a l R e po rt 2 0 1 7

Total Revenue: $790,539

Total Expense: $708,283

Net Surplus: $82,256

Total Assets: $635,894

Total Liabilities: $401,305

Total Equity (Retained Surplus): $234,589

C e nt ral C oast A cad e my of S p or t A n n u a l R e po rt 2 0 1 7

DIRECTORS FINANCIAL REPORT

DIRECTORS REPORT

The directors present their report, together with the financial statements, on the company for the year ended 31 December 2017.

Information on Directors

Directors The following persons were directors of the company during the whole of the financial year and up to the date of this report, unless otherwise stated: • • • • • • •

Mark Holton Ian Robilliard OAM Michael Rabbitt OAM Stephen McWhirter Carolyn Kay Nicole Garrett Lawrie McKinna

Short and Long Term Objectives The short and long term goals objectives of the Central Coast academy of sport are set out and overseen by the board of Directors through the strategic plan, the strategic plan is constantly monitor and supported by regular reviews and key performance measures. The key objectives of the board of directors are to set the strategic direction of the business and monitor the effectiveness of management, monitor financial welfare of the organisation including the approval of budgets and financial plans, ensure all statutory reporting requirements are met in a timely and effective manner, and to monitor staff levels and implement staff recruitment when necessary. Strategy for achieving the objectives Strategy for Achieving the Objectives The Central Coast Academy of Sport operates under three tiers of reporting to ensure appropriate and timely review of both the short and long term objectives of the organisation are continually met. Tier one relate to the strategic plan (2013-2017), which details the board aims and objectives of the organisation and details where key performance indicators should be at certain times throughout the plan. Tier two relates to the operation plan, which sits within the overall

strategic plan and contains key performance indicators and measurable targets to compliment the aims and objectives of the strategic plan. Tier three relates to periodic reviews of all staff to ensure each member of staff remains aware of their specific roles and responsibilities and that key performance areas of each staff portfolio are continually monitored and remain in line with both the operational and strategic plans of the organisation. Principal Activities The principal activities of the Company during the financial year were the promotion and provision of interest, participation and opportunities for athletes, coaches, officials and administrators of the NSW Central Coast region. The Central Coast Academy of Sport delivered high performance training programs across a variety of sports. There has been no significant change in these activities during the year. Performance Measures The performance of the company is measured and monitored through the operational plan which forms part of the overall strategic plan. The operational plan sets out key performance targets across key areas of the business and forms a base for the key performance indicators that make up each of the specific staff portfolios. Regular staff reviews are conducted by senior management, who also conduct an annual review of the operational plan, which is then presented to the Board of Directors. These in-depth reviews provide a clear indication of where the business is at and provide measurable outcomes in regard to the set targets and objectives of the organisation. Operating Result The surplus/(deficit) of the company before income tax amounted to $82,256 (2016: Restated deficit of $37,326).

Name: Title: Qualifications: Special responsibilities:

Mark Holton Chairman Master of Commerce, Fellow of CPA Australia Chairman & Chair of Audit and Finance Committee

Name: Title: Qualifications: Special responsibilities:

Ian Robilliard OAM Managing Director Bachelor of Education (PE) Managing Director and Chair of Operations

Name: Title: Special responsibilities:

Michael Rabbitt OAM Director Chairman of Marketing and Promotion

Name: Title: Qualifications: Special responsibilities:

Stephen McWhirter Director Bachelor of Education Chair of IT and Systems

Name: Title: Qualifications: Special responsibilities:

Carolyn Kay Director Bachelor of Business Chair of Commercial Operations

Name: Title: Special responsibilities:

Nikki Garrett Director Chair of Sports Programs

Name: Title: Special responsibilities:

Lawrie McKinna Director Chair Business Acquisitions

Meetings of directors The number of meetings of the company’s Board of Directors (‘the Board’) held during the year ended 31 December 2017, and the number of meetings attended by each director were: Attended Held Mark Holton Ian Robilliard OAM Michael Rabbitt OAM Stephen McWhirter Carolyn Kay Nicole Garrett Lawrie McKinna

4 4 3 1 4 2 3

4 4 4 4 4 4 4

Held: represents the number of meetings held during the time the director held office. 52

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DIRECTORS REPORT Contributions on winding up In the event of the company being wound up, ordinary members are required to contribute a maximum of $1 each. Honorary members are not required to contribute. Environmental issues The Directors believe the Company has complied with all significant environmental regulations under a law of Commonwealth or of a state or territory. Indemnifying officer or auditor During the year, the Company effected a Directors and Officer’s liability policy. The insurance policy provides cover for the Directors named in this report, the company secretary, officers and former Directors and Officers of the Company. The policy prohibits the disclosure of the nature of the indemnification and the Insurance cover, and the amount of the premium. No indemnities have been given or insurance premium paid, during or since the end of the financial year, for any person who is or has been an auditor of the company. Auditor’s independence declaration A copy of the auditor’s independence declaration as required under section 307C of the Corporations Act 2001 is set out immediately after this directors’ report. This report is made in accordance with a resolution of directors, pursuant to section 298(2)(a) of the Corporations Act 2001. On behalf of the directors

Mark Holton Ian Robilliard Chairman Managing Director

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STATEMENT OF PROFIT AND LOSS FOR THE YEAR ENDING 31 DECEMBER 2017

Current Assets

Note

2017

2016 Restated

Cash and Cash Equivalents

$520,647

$459,696

Trade and other Receivables

$27,326

$25,687

Inventories

$43,285

$43,100

Other

$7,437

$3,335

$598,695

$531,818

$37,199

$57,219

Note

2017

2016

Revenue

$787,868

$657,586

Other income

$2,671

$3,198

Expenses

2017

2016 Restated

Advertising

($142,882)

($118,805)

Audit and Accounting

($15,935)

($15,644)

Non Current Assets

Note

Cost of Goods Sold

($37,217)

($38,778)

Property, Plant and Equipment

Employee Benefits

($263,858)

($228,296)

Total Non Current Assets

$37,199

$57,219

Depreciation and Amortisation

($14,692)

($17,027)

Academy Expenses

($165,148)

($153,654)

Total Assets

$635,894

$589,037

Other Expenses

($46,480)

($50,373)

Finance Costs

($3,447)

($7,859)

Bad Debts

($782)

($5,280)

FBT Adjustments

($7,196)

($62, 394)

Assets Written Off

($10,646)

Surplus (deficit) Before Income Tax

$82,256

($37,326)

Income Tax Expense

$82,256

($37,326)

Other comprehensive income for the year

Total Comprehensive Income

$82,256

($37,326)

Surplus (deficit) After Income Tax

STATEMENT OF FINANCIAL POSITION ASSETS:

Total Current Assets

C e nt ral C oast A cad e my of S p or t A n n u a l R e po rt 2 0 1 7

STATEMENT OF FINANCIAL POSITION LIABILITIES:

STATEMENT OF CHANGES IN EQUITY

Current Liabilities

Note

2017

2016 Restated

2016

Trade and other payables

$49,512

$72,974

Borrowings

$53,189

Employee Benefits

Other

Total Current Liabilities

Retained Surpluses

Total Equity

Balance 1 January 2016

$189,659

$19,035

Deficit After Income Tax

($37,326)

$67,355

$75,828

Other Comprehensive Income

$228,000

Total Comprehensive Income

($37,326)

$398,056

$395, 837

Balance at restated 31 December 2016

$152,333

Balance 1 January 2017

$152,333

2017

Note

Non Current Liabilities

Note

Borrowings

$40,867

Surplus After Income Tax

$82,256

Employee Benefits

$3,249

Other Comprehensive Income

$3,249

$40,867

Total Comprehensive income

$82,256

Balance 31 December 2017

$234,589

Total Non Current Liabilities

Total Liabilities

$401,305

$436,704

Net Assets

$234,589

$152,333

$234,589

$152,333

$234,589

$152,333

Equity

Note

Retained Surpluses

Total Equity

Note

C e nt ral C oast A cad e my of S p or t A n n u a l R e po rt 2 0 1 7

NOTES TO THE FINANCIAL STATEMENT

STATEMENT OF CASH FLOWS Cash Flow From Operations

Note

2017

2016 Restated

Receipts From Customers (inclusive of GST)

$782,751

$676,355

Payments to suppliers and employees

($702,692)

($555,465)

Total

$80,059

$120,089

Interest Received

$2,671

$3,198

Finance Costs

($3,447)

($4,066)

Net Cash From Operating Activities

$79,283

$120,022

Cash Flow From Investing

Note

Payments for Property, Plant & Equipment

($5.318)

($2,762)

($5,318)

($2,762)

Repayment of Borrowings

($13,014)

($12,011)

Net Cash used in Financing Activities

($13,014)

($12,011)

Net Increase in Cash and Equivalents

$60,951

$105,249

Cash and Cash Equivalents at the start of the Financial Year

$459,696

$354,447

$520,647

$459,696

Net Cash used in Investing Activities

Cash Flow From Financing

Cash and Cash Equivalents at the end of the Financial Year

Note

Note 1. General information The financial statements cover Central Coast Academy of Sport Limited as an individual entity. The financial statements are presented in Australian dollars, which is Central Coast Academy of Sport Limited’s functional and presentation currency. Central Coast Academy of Sport Limited is a not-for-profit unlisted public company limited by guarantee. The financial statements were authorised for issue, in accordance with a resolution of directors, on 24 April 2018. The directors have the power to amend and reissue the financial statements.

Note 2. Significant accounting Policies The principal accounting policies adopted in the preparation of the financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated. New or amended Accounting Standards and Interpretations adopted The company has adopted all of the new or amended Accounting Standards and Interpretations issued by the Australian Accounting Standards Board (‘AASB’) that are mandatory for the current reporting period. Any new or amended Accounting Standards or Interpretations that are not yet mandatory have not been early adopted. Basis of Preparation These general purpose financial statements have been prepared in accordance with Australian Accounting Standards -Reduced Disclosure Requirements and Interpretations issued by the Australian Accounting Standards Board (‘AASB’), the and the Corporations Act 2001, as appropriate for not-for profit oriented entities. Critical accounting estimates The preparation of the financial statements requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the process of applying the company’s accounting policies. The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial statements, are disclosed in note 3. Revenue Recognition Revenue is recognised when it is probable that the economic benefit will flow to the company and the revenue can be reliably measured. Revenue is measured at the fair value of the consideration received or receivable. Sale of Goods Sale of goods revenue is recognised at the point of sale, which is where the customer has taken delivery of the goods, the risks and rewards are transferred to the customer and there is a valid sales contract. Amounts disclosed as revenue are net of sales returns and trade discounts. Grants Non reciprocal grants are recognised as income when the grant is received. Reciprocal grant income is recognised on a percentage completion basis. Where this cannot be reliably estimated, revenue is only recognised to the extent of the recoverable costs incurred to date, with the remainder carried forward in the statement of financial position. Interest This is a method of calculating the amortised cost of a financial asset and allocating the interest income over the relevant period using the effective interest rate, which is the rate that exactly discounts estimated future cash receipts through the expected life of the financial asset to the net carrying amount of the financial asset.

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NOTES TO THE FINANCIAL STATEMENT

Other revenue Other revenue is recognised when it is received or when the right to receive payment is established.

transferred directly to retained profits.

Income tax As the company is a charitable institution in terms of subsection 50-5 of the Income Tax Assessment Act 1997, as amended, it is exempt from paying income tax.

Trade and other payables These amounts represent liabilities for goods and services provided to the company prior to the end of the financial year and which are unpaid. Due to their short-term nature they are measured at amortised cost and are not discounted. The amounts are unsecured and are usually paid within 30 days of recognition.

Current and non-current classification Assets and liabilities are presented in the statement of financial position based on current and non-current classification. An asset is classified as current when: it is either expected to be realised or intended to be sold or consumed in the company’s normal operating cycle; it is held primarily for the purpose of trading; it is expected to be realised within 12 months after the reporting period; or the asset is cash or cash equivalent unless restricted from being exchanged or used to settle a liability for at least 12 months after the reporting period. All other assets are classified as non-current. A liability is classified as current when: it is either expected to be settled in the company’s normal operating cycle; it is held primarily for the purpose of trading; it is due to be settled within 12 months after the reporting period; or there is no unconditional right to defer the settlement of the liability for at least 12 months after the reporting period. All other liabilities are classified as non-current. Deferred tax assets and liabilities are always classified as non-current.

Borrowings Loans and borrowings are initially recognised at the fair value of the consideration received, net of transaction costs. They are subsequently measured at amortised cost using the effective interest method. Where there is an unconditional right to defer settlement of the liability for at least 12 months after the reporting date, the loans or borrowings are classified as non-current.

Cash and cash equivalents Cash and cash equivalents includes cash on hand, deposits held at call with financial institutions, other shortterm, highly liquid investments with original maturities of three months or less that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value. Trade and other receivables Trade receivables are initially recognised at fair value and subsequently measured at amortised cost using the effective interest method, less any provision for impairment. Trade receivables are generally due for settlement within 30 days. Inventories Finished goods are stated at the lower of cost and net realisable value on a ‘first in first out’ basis. Cost comprises of purchase and delivery costs, net of rebates and discounts received or receivable. Net realisable value is the estimated selling price in the ordinary course of business less the estimated costs of completion and the estimated costs necessary to make the sale. Property, plant and equipment Plant and equipment is stated at historical cost less accumulated depreciation and impairment. Historical cost includes expenditure that is directly attributable to the acquisition of the items. Depreciation is calculated on a straight-line basis to write off the net cost of each item of property, plant and equipment (excluding land) over their expected useful lives as follows: Plant and equipment Motor vehicles The residual values, useful lives and depreciation methods are reviewed, and adjusted if appropriate, at each reporting date. An item of property, plant and equipment is derecognised upon disposal or when there is no future economic benefit to the company. Gains and losses between the carrying amount and the disposal proceeds are taken to profit or loss. Any revaluation surplus reserve relating to the item disposed of is

Finance costs Finance costs attributable to qualifying assets are capitalised as part of the asset. All other finance costs are expensed in the period in which they are incurred. Employee benefits Short-term employee benefits Liabilities for wages and salaries, including non-monetary benefits, annual leave and long service leave expected to be settled wholly within 12 months of the reporting date are measured at the amounts expected to be paid when the liabilities are settled. Other long-term employee benefits The liability for annual leave and long service leave not expected to be settled within 12 months of the reporting date are measured at the present value of expected future payments to be made in respect of services provided by employees up to the reporting date using the projected unit credit method. Consideration is given to expected future wage and salary levels, experience of employee departures and periods of service. Expected future payments are discounted using market yields at the reporting date on national government bonds with terms to maturity and currency that match, as closely as possible, the estimated future cash outflows. Defined contribution superannuation expense. Contributions to defined contribution superannuation plans are expensed in the period in which they are incurred. Fair value measurement When an asset or liability, financial or non-financial, is measured at fair value for recognition or disclosure purposes, the fair value is based on the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date; and assumes that the transaction will take place either: in the principal market; or in the absence of a principal market, in the most advantageous market. Goods and Services Tax (‘GST’) and other similar taxes Revenues, expenses and assets are recognised net of the amount of associated GST, unless the GST incurred is not recoverable from the tax authority. In this case it is recognised as part of the cost of the acquisition of the

C e nt ral C oast A cad e my of S p or t A n n u a l R e po rt 2 0 1 7

NOTES TO THE FINANCIAL STATEMENT asset or as part of the expense. Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or payable to, the tax authority is included in other receivables or other payables in the statement of financial position. Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities which are recoverable from, or payable to the tax authority, are presented as operating cash flows, commitments and contingencies are disclosed net of the amount of GST recoverable from, or payable to, the tax authority.

Extract of Statement of financial position

Current Assets

2016

Adjustment

2016 Restated

Other

$6,814

($3,479)

$3,335

Total Assets

$592,516

($3,479)

$589,037

Trade and other Payables

$56,397

($16,577)

$72,974

The preparation of the financial statements requires management to make judgements, estimates and assumptions that affect the reported amounts in the financial statements. Management continually evaluates its judgements and estimates in relation to assets, liabilities, contingent liabilities, revenue and expenses. Management bases its judgements, estimates and assumptions on historical experience and on other various factors, including expectations of future events, management believes to be reasonable under the circumstances. The resulting accounting judgements and estimates will seldom equal the related actual results. The judgements, estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities (refer to the respective notes) within the next financial year are discussed below.

Total Liabilities

$420,127

($16,577)

$436,704

Net Assets

$172,389

($20,056)

$152,333

Retained Surpluses

$172,389

($20,056)

$152,333

Total Equity

$172,389

($20,056)

$152,333

Estimation of useful lives of assets The company determines the estimated useful lives and related depreciation and amortisation charges for its property, plant and equipment and finite life intangible assets. The useful lives could change significantly as a result of technical innovations or some other event. The depreciation and amortisation charge will increase where the useful lives are less than previously estimated lives, or technically obsolete or non-strategic assets that have been abandoned or sold will be written off or written down.

Revenue Athlete Registration and Event

$107,835

($3,479)

$104,356

Total Revenue

$661,065

($3,479)

$657,586

FBT Adjustments

($45,817)

($16,577)

($62,394)

Total Expenses

($681,533)

($16,577)

($698,110)

Deficit Before Income Tax

($17,270)

($20,056)

($37,326)

Comparatives Certain comparative figures have been reclassified to conform to the current year’s presentation

Note 3. Critical accounting judgements, estimates and assumptions

Economic dependency on NSW Department of Sport and Recreation The continued operations of Central Coast Academy of Sport is dependent on the grant funding and subsidies received from the NSW Department of Sport and Recreation. Funding is received yearly in advance.

Note 4. Restatement of Comparatives Prior period restatement In March 2018, the Board undertook a detailed review of the recognition and measurement of assets and liabilities of the company. This review identified two errors in prior periods relating to current assets and current liabilities. The first error related to the capitalisation of bad debts of $3,479. The second error was the omission of a prior period FBT liability. The cumulative effect of this error is impracticable to determine in each previous financial year. However the cumulative effect of the error to the 31 December 2016 financial report is $16,577. In accordance with AASB 108 Accounting Policies, Changes in Accounting Estimates and Errors, the Board has restated the opening balances of assets and equity for the earliest period for which retrospective restatement is practicable. Accordingly, this is recognised in the comparative balances of the 2017 financial report. This error resulted in the restatement of the following line items for the year ended 31 December 2016. • Other current assets decreased by $3,479 • other current liabilities increased by $16,577 • operating deficit increased by $20,056

NOTES TO THE FINANCIAL STATEMENT

Current Liabilities

Equity

Expenses

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NOTES TO THE FINANCIAL STATEMENT Note 5. Sales Revenue

2017

2016 Restated

Grants Recieved

$258,000

$173, 000

Athlete Registration and Event

$127,862

$104,356

Sponsorship Revenue

$762,167

$641,023

Other Revenue

$25,701

$16,563

Revenue

$787,868

$657,586

Note 6. Other Income Interest Received

$2,671

$3,198

$520,647

$459, 696

Note 7: Current Assets - Cash and Cash Equivalents Cash at Bank on Hand Note 8: Current Assets - trade and other receivables Trade Receivables

$27, 326

$25,687

Note 9: Current Assets - Inventories Finished Goods - at cost

NOTES TO THE FINANCIAL STATEMENT Note 11: Non - Current Assets Property Plant & Equipment

2017

2016 Restated

Office Equipment- at cost

$93,971

$99,299

Less: Accumulated Depreciation

($86,031)

($81,092)

Total

$7,940

$18

Motor Vehicles

$71,359

Less: Accumulated Depreciation

($42,100)

($32,247)

Total

$37,199

$57,219

Reconciliations of the written down values at the beginning and end of the current financial year are set out below:

Office Equipment

Motor

Total

Balance at 1 January 2017

$18,207

$39,012

$57,219

Additions

$5,318

Disposals

($10,646)

Depreciation

($4,939)

($9,753)

($14,692)

Balance at 31 December 2017

$7,940

$29,259

$37,199

$43,285

$43,100

Prepayments

$7,319

$3,217

Other Deposits

$118

Note 12: Current Liabilities Trade and Other Payables

2017

2016 Restated

Total

$7,437

$3,335

Trade Payables

$10,453

$16,656

FBT Payables

$16,577

Other Payables

$39,059

$39,741

Note 10: Current Assets - Other

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NOTES TO THE FINANCIAL STATEMENT

NOTES TO THE FINANCIAL STATEMENT Note 13. Current Liabilities - Borrowings

2017

2016 Restated

Note 18: Equity - Retained Surpluses

2017

2016 Restated

Credit Cards

$12,376

$6,075

Retained Surpluses -Beginning of Year

$152,333

$189,659

Hire Purchase

$40,813

$12,960

$82,256

($37,326)

Total

$53,189

$19,035

Surplus / (defecit) after income tax expense for the year Retained Surpluses at the end of the financial year

$234, 589

$152, 333

Annual Leave

$35,870

$43,193

Long Service Leave

$31,485

$32,635

Total

$67,355

$75,828

$145, 320

$137, 535

Sale of goods and services: Sale of Goods and Services to Gold Coast Academy of Sport

$4,084

$16,500

Payment of goods and services: Purchase of Goods and Services from Gold Coast Academy of Sport

$302

Purchase of Goods and Services from Skilled Sports Pty Limited

$7,700

Purchase of Goods and Services from Dynamic Taxation of Training Services

$11,055

$11,165

Purchase of Goods and Services from Smithink Advisory

$2,750

Note 14: Current Liabilities - Employee Benefits

Note 19: Key Management Personnel Disclosures Compensation The aggregate compensation made to directors and other members of key manafgement personnel of the company is set out below.

Note 15: Current Liabilities Other Subsidies and Grants Recieved

$228,000

Aggregate Compensation

Note 16: Non-Current Liabilities - Borrowings Hire Purchase

Note 20: Related Party Transactions -

$40,867

Key Management Personnel

Disclosures relating to key management personnel are set out in note 19

Total Secured Liabilities The total secured liabilities (current and non current) are as follows:

Transactions with Related Parties

Bank Loans

$12,376

$6,075

Hire Purchase

$40,813

$53,827

Total

$53,189

$59,902

The Following transactions occured with related parties

Note 17: Non- Current Liabilities Employee Benefits Long Service Leave

$3,249

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NOTES TO THE FINANCIAL STATEMENT Ian Robilliard (Managing Director) is a current director of Skilled Sports Pty Limited and a former director (Resigned April 2017) of the Gold Coast Academy of sport. Mark Holton (Chairman) is a director of Dynamic Taxation and Training and Smithink Advisory Pty Ltd. Receivable from and payable to related parties There were no trade receivables from or trade payables to related parties at the current and previous reporting date. Loans to/from related parties There were no loans to or from related parties at the current and previous reporting date. Terms and conditions All transactions were made on normal commercial terms and conditions and at market rates. Note 21: Events after the reporting period No matter or circumstance has arisen since 31 December 2017 that has significantly affected, or may significantly affect the company’s operations, the results of those operations, or the company’s state of affairs in future financial years. Directors Declaration In the Director’s Opinion: • the attached financial statements and notes comply with the Corporations Act 2001, the Australian Accounting Standards - Reduced Disclosure Requirements, the Corporations Regulations 2001 and other mandatory professional reporting requirements; • the attached financial statements and notes give a true and fair view of the company’s financial position as at 31 December 2017 and of its performance for the financial year ended on that date; and • there are reasonable grounds to believe that the company will be able to pay its debts as and when they become due and payable. Signed in accordance with a resolution of directors made pursuant to section 295(5)(a) of the Corporations Act 2001 On behalf of the directors

CENTRAL COAST ACADEMY OF SPORT 2017 ANNUAL REPORT

Mark Holton Ian Robilliard Chairman Managing Director 24 April 2018