CCAS 2020 Annual Report

CENTRAL COAST ACADEMY OF SPORT

2020 ANNUAL REPORT

1

2020 ANNUAL REPORT

04

06

OUR 2020 NUMBERS

CHAIRMAN'S REPORT

12 MAJOR AWARD WINNERS

18 CORPORATE PARTNERS

13 2020 HONOUR ROLE

20 2020 SPORTS REPORTS

08 DIRECTOR'S REPORT

14 VALUES, VISION, MISSION

10 FUTURE DEVELOPMENT REPORT

16 FUTURE PLAN STRATEGY

46

48

OUR FINANCES AT A GLANCE

FINANCIAL REPORT

AFL SQUAD

CCAS MINGARA RECREATIONAL DAY

CCAS HOCKEY

UA A SPORTS TESTING DAY

CCAS ATHLETE CELEBRATION

2020 ATHLETE AWARD WINNERS

3

OUR 2020 NUMBERS

343 PARTICIPANTS

53% FEMALE 47% MALE

12 DIFFERENT SPORTS 13 TALENT PROGRAMS

CONTRIBUTES 9.4M TO THE ECONOMY

199 LINKED COMMUNITY ORGANISATIONS

OVER 37 AUSTRALIAN REPRESENTATIVES SINCE INCEPTION

4

100+ YEARS OF COLLECTIVE STAFF/ BOARD EXPERIENCE

114 COACHES AND VOLUNTEERS

3,915 ATHLETE'S SINCE INCEPTION

OVER 6,200 VOLUNTEER HOURS

OVER 280K VOLUNTEER VALUE IN 2020

VALUE OF 15 JOBS TO THE REGION

5

CHAIRMAN’S REPORT

again recognised and the CCAS Major Award Winners were announced. My congratulations to every athlete who won awards and received graduation certificates.

2020 will be remembered as a year like no other. The timeframe that the CCAS team were able to start delivery of the statewide education program was crucial to the success of the 2020 sports programs.

Our lockdown and return to play strategies were outstanding and showed what is possible to achieve when necessity drives innovation.

As the Founding Chairman of the Central Coast Academy of Sport, it is pleasing to again to report on another very successful year for the organisation both on and off the sporting field.

In 2020 we witnessed the organisation continue an upward trend in the provision of high level pre-elite training programs for some 350 athletes of our region.

The Central Coast Academy of Sport’s mission is to provide training and eductaion to talented athletes in a localised environment. In what was a challenging year the organisation has again successfully fulfilled this goal by permitting many of the families living in the area to seek opportunities for their children on the Central Coast and not have to travel to Sydney or Newcastle.

I offer my and the Boards congratulations to the major award winners presented at the annual awards evening: • Male athlete of the Year: Alexander Jones (Hockey) • Female athlete of the Year: Stella Norris (Triathlon) • Chairman’s Award Winner: Olivia Miles (Netball) & Brianna Kelly (Basketball) • The Ray Sandell Dedication to Sporting Excellence Award: Jason Millers (CCAS Golf Squad Manager) • RASi Coaches Award: Brett Johnson (CCAS Hockey Program Head Coach) The 2020 awards celebrations again followed the changed format introduced by Emily Burgess-Moore.

The goal was to ensure all athletes could participate in a fun games event while still being able to recognise the outstanding achievements of the overall award winners. That was certainly achieved through the outstanding organisational skills demonstrated by Emily and the CCAS team. All 2019/20 program and 2020 program athletes were invited to participate in a revised Athlete Celerbation which followed all COVID-19 saftey guidleines. Following such a challenging year (with many of the programs having to end slightly earlier) the event was a really important afternoon to celebrate and share the achievements of CCAS athletes.

This games afternoon was followed by a separate formal evening at Mingara Recreation Club. In a COVID safe environment the CCAS program award winners were 6

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. A sincere thank you to Ian Robilliard OAM, Emily Burgess-Moore and Robyn Low-Hart for your support over the past year.

I would personally like to thank my fellow Board members, Ian Robilliard OAM, Mike Rabbitt OAM, Carolyn Kay, Steve McWhirter, Lawrie McKinna, Sarah Ferman and Meg Granger 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.

What lies ahead? In 2021 I’m confident of further growth for the Central Coast Academy of Sport in sporting programs such as volleyball both indoor and beach, rugby union, growth in our online education program 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. As we trainsition out of CV-19 our corporate partnership program takes on an even more significant relevance than any year previously, I remain confident a number of key investment strategies will be finalised to strengthen our financial sustainability.

We will always 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 likeminded businesses for the benefit of all involved.

I again extend my sincere gratitude and thanks for your support throughout 2020 and I look forward to your continued involvement with the Central Coast Academy of Sport for many years to come.

Mark Holton Chairman

CCAS AFL ACADEMY GAMES

INDIGENOUS TALENT ID MEMBERS

TORAH ROSE

GOLF- ACADEMY GAMES

CCCAS ATHLETE CELEBRATION

CCAS NETBALL UMPIRES

7

MANAGING DIRECTOR’S REPORT

The online education strategy was underpinned by the financial support of ClubsNSW, the fact the RAS network had access to leading education modules via an online platform would ensure excellent engagement opportunities with our athletes, these modules of work became extremely important. Online education was at the forefront of how the CCAS engaged with our athletes and this proved extremely successful throughout the many months of working remotely. Zoom, Teams or WebEx became the new buzz words, if it wasn’t one of these video platforms it was something similar!

What a year and what a challenge for the Central Coast Academy of Sport, results under the most extreme circumstances have seen the CCAS record some of the most compelling and most satisfying results since the organisations inception back in 2004.

The CCAS started the year with the bush fire crisis, and the associated problems such as smoke closure of venues, this interruption would transition into a far more concerning problem when the COVID-19 pandemic hit our operations.

Never in our history have we faced such a drastic and catastrophic dilemma in the sports industry.

Total closure of businesses was the new norm and the Regional Academies of Sport (RAS) were not exempt, RAS took a very pro-active and mutually aligned position with the immediate cancellation of the Your Local Club Academy Games on 20th March. A decision the following Monday to halt all RAS sport programs further demonstrated the proactive approach that the RAS network took.

As sport literally ground to a halt overnight, the RASi network made a regional commitment to try and operate with continued ‘touch points’ to our athletes and this would prove groundbreaking when sport was fully under siege. The RAS online engagement strategy became such an important one, the connection to our athletes was important, not just for their mental health but also for the need to remain in touch with other athletes and coaches, it was a critical decision and one upon reflection that demonstrated the true worth of an effective network like the Regional Academies.

To say I’m proud of how the Central Coast Academy of Sport operated during these very uncertain times is a significant understatement, the CCAS provided a guiding light during very difficult and uncertain times, many success stories were forged, and these stories contributed to the success we were able achieve and deliver for the Central Coast and the athletes under our care.

8

In 2020 RASi had re-written a Business Case (2020 – 24) for submission to Treasury to secure a multiyear agreement with the NSW Government. CV-19 threw everything around budget deliberations into chaos, budget processes were delayed and in reality, were abandoned for eight (8) months. The April budget where RAS was expected to secure increased funding and an increased term simply didn’t eventuate, like other operations it was placed into hibernation.

Like many SME’s the CCAS was in survival mode, with the application of the Federal and State Government stimulus measures the organisations not only survived but the Central Coast Academy of Sport prospered with the ability to continue to operate and continue to engage with our regional athletes.

In December 2020, confirmation thought the Office of Sport saw the RAS network receive groundbreaking financial relief for the eleven (11) Academies in operation.

The funding announcement made by the HON Geoff Lee would see the CCAS receive a welcomed stimulus boost and this would help lay the platform for an exciting 2021.

The CCAS enjoys a strong market presence and is commercially well supported by both private and public sector organisations. In 2020 a year when one could expect commercial separation between a sponsoring company and the CCAS, this did not happen. Can you imagine how important this is when CV-19 would allow companies to walk away for a commercial partnership, this didn’t happen, not one commercial partner of the CCAS severed ways.

This is a demonstration of the many true and lasting partnerships that the CCAS enjoys. As a valued community organisation the number of supporting companies that made comments like or similar to this one was common: “you have our support, it’s during difficult times when you need us most and we will provide that to you.” Many media alerts during CV-19 times were titled, “certainty during uncertain times”, to the many corporate partners this level of support both financial and in kind sets the CCAS apart from many other community based organisations. This support is never taken for granted, far from it, without your support we simply can’t provide the support to Central Coast athletes.

CCAS 2020 LIFE MEMBERS

To our many platinum partner, sport partners and suppliers including, NSW Government, Mingara Recreation Club, the University of Newcastle, Central Coast Council, Underwriting Agencies Australia, Coast Sport, Southern Cross Austereo, NBN Television, Oddball Marketing, ClubsNSW, Greater Bank, Central Coast Granite, Gosford RSL, ClubsNSW, Mingara One, Viatek, NSW Institute of Sport, Bishop Collins, Golf Hub, Poche Indigenous Health, Crowne Plaza Terrigal Pacific, Manly Warringah Sea Eagles, Central Coast Triathlon, Triathlon NSW, Basketball NSW, Netball NSW, Jack Newton Junior Golf, Shelly Beach Golf Club, Donnica Clarke Foundation, Central Coast Adventist School, Central Coast Grammar School, Scribal, all have made and continue to make an incredible difference to the offerings the CCAS can provide. The strength of the CCAS community partnership program is the life blood of the organisation and I take my hat off to each and every company that continues to align their support to one of the region’s most important community assets.

Financially 2020 was a successful year, the surplus before income tax amounted to $154,638 and this was a direct result of the Federal Government support both via stimulus (Job Keeper) and grants (State Government) made available during the pandemic. In total the CCAS received $126,764 in stimulus and grant support and this allowed the CCAS to maintain staffing levels and keep people employed during the pandemic. The total equity of the company at the end of the financial year is a very pleasing $437,265.

Three life Members were inducted to the organisation at the annual awards evening in December 2020, congratulations to Carolyn Kay, Jan Mayfield and Ian Robilliard OAM, each has played a significant role in the development of the organisation. Life Membership was approved at the Board held 5th March and each recipient was presented during the formal awards evening in

December 2020. Congratulations to Mark, Mike and Ian on your many years of service to the CCAS. The financial infographic in the annual report is pleasing, the highlights include: Total Revenue $865,974, Total Expenses $711,336, Total Surplus $154,638, Total Equity of the Company $437,265, Equity Growth 54.74%, Cash at the End of the Financial Year $465,658.

The CCAS has been well served by a highly effective and well qualified Board of Directors, under the leadership of Chairman Mark Holton I have been fortunate to have received incredible support and advice throughout a year like no other, the support, interest and genuine care from the Board is noted and greatly valued.

During the CV-19 lock down the CCAS Board held many more meetings (both formal and informal) to ensure the organization survived, the ability to accurately monitor fortnightly cash flow was analyzed very closely, the cash flow projections were both accurate and in depth, the Board offered great support and provided unparalleled leadership during an extremely difficult time. A very sincere thanks to the CCAS Directors; Mark Holton (Chair, Audit and Governance), Steve McWhirter (IT and Systems), Carolyn Kay (Commercial Acquisition), Meg Granger (Financial Operations), Sarah Ferman (Events) and Lawrie McKinna (Commercial Acquisition). Finally, thanks to the exceptional staff in Emily Burgess-Moore and Robyn LowHart, two ladies that go well beyond what a normal work / life balance should look like, the organisations success is a direct link to their never-ending support and the advice and guidance provided to all staff by the Board.

Ian Robilliard OAM Managing Director

9

FUTURE PLANS REPORT 1. Administration

During CV-19 much planning occurred around the concept of a Shared Services model of operation, where the ability to drive greater efficiencies throughout the operations of the CCAS and the Hunter Academy of Sport (HAS) was regularly discussed. What has transpired is an acceptance to proceed with a shared services model of operation, an MOU between the CCAS and the HAS to ensure the respective organisations legal obligations are met and an open and transparent level of communication to make the concept work. The CCAS will never be a merged entity, CCAS will always retain our unique regional identity and the same will occur for the HAS. What will change is the operational way we do business; the specialist work loads of our respective staff and the merging of operational areas that will migrate services to a one supply chain platform.

For example, one auditor, one insurance company, one financial team, one CRM, one Board engagement tool and so forth.

The first public look at shared services is the appointment of a shared staff member, a role in the Athlete and Coach Coordinator is designed to be jointly funded and a shared role to drive efficiencies across the sporting programs offered by both organisations. Along a similar vein, two staff (one from HAS and one from CCAS) will become far more specialised, one in events and operations and the other in communications and marketing. By making the necessary staff adjustments both organisations will benefit from additional HR resources and resources that are specialist in nature.

2. Finance and Assets

The CCAS has enjoyed a strong year underpinned by the Federal and State stimulus packages made available to organisations to reduce the reliance of Job Keeper. The stimulus packages combined with the ongoing State Government grant funding has placed the CCAS in a relatively strong financial position. It would be remiss of me not to acknowledge the support by the Minister of Sport’s office and also the support received by the Staff at the Office of Sport. As sport embarks on a return to play that will hopefully resemble pre CV times the financial modeling to support this is well underway with a rewritten RAS Business Case for the period 2022 -2025.

In addition, the CCAS will undertake a financial benchmarking assessment with every Academy in NSW to assess the key financial drivers of the business against the financial results of the eleven Academies of Sport in operation. This project being run by Mark Holton and Meg Granger promises to be a key learning in the new year. The outcome is to ‘turn fiscal numbers into operational knowledge’! This project will be complete by June 2021 and the operational knowledge will drive efficiencies across the RAS network.

10

3. Sport Management

The CCAS core reason of being is to provide sport programs delivered locally for pre-elite athletes. 2021 will see a number of growth strategies in and around the sport programs on offer. We expect Rugby Union, Volleyball and Surfing to be introduced to increase our sport programs numbers to the 14 or 15 level. In addition, refinements to the content of each and every program will again be assessed and where necessary changes will be made. The RASi network are specialists in the talent pathway space and often this highly critical element of our organization is looked over by a number of State Sporting Organizations. The delivery of highly proficient localized training with specialist staff and engagement with Sports Science providers like Coast Sport is un-matched in terms of effective athlete development. Each and every program on offer can guarantee improvement of athletes who are scholarship holders at the CCAS. As sport post CV-19 takes a renewed look at how to best service sport the Regional Academies are uniquely placed to assist any SSO keen on driving opportunities across the network.

4. Commercial Operations

The commercial operations of the CCAS remains the foundation stone of the business in terms of both sustainability and sport program inclusions. What has been very noticeable is the positive engagement over the past reporting period and plans for the future period of the business remain as committed as the past year. At the heart of the commercial platform is the successful engagement and support with the NSW Government via the Office of Sport. This support is critical to the success the CCAS is able to deliver to the Central Coast region. It is hoped a four-year funding agreement with the Office of Sport will come to fruition by the close of Q2 2021 through budget deliberations to then come into effect from 1 January 2022.

Supporting the grants funding via the NSW Government is localized commercial support and global support by RASi. All three tiers of commercial support help provide the required funding for the CCAS to be a significant player in the regional setting.

5. Regional Academies of Sport

As the current Chair of the Regional Academies of Sport I can attest to the effectiveness of the collective of likeminded and like operated organizations. CV19 has shown that engagement is critical in the SME business environment. The nine (9) independent academies would meet every week via video conferencing to share ideas, talk through strategies that can and were expanded throughout the network and more importantly to check win with colleagues and see how each and every person was travelling through uncharted waters due to Cv-19. Those video meeting remain and the effects have been simply outstanding. RASi has never been stronger, never been more effective and the sharing of knowledge

YOUR LOCAL CLUBS ACADEMY GAMES

has been outstanding. The most pertinent example being the work done collectively for the Business Case development, as NSW Government budget deliberation are occurring as this report is being written I hope to in the near future talk through some exciting news around recurrent funding for RASi. The Your Local Club Academy Games were be held in Newcastle in April 2021, and post Newcastle event will move to the Southern Sports Academy in Wagga. This is an exciting move and congratulations to Brett O’Farrell and the staff at the Hunter Academy for the staging of an exceptional event.

With the completion of the event in the Hunter it is exciting that the Your Local Club Academy Games will move to Wagga Wagga for the period 2022-2024 with the Southern Sports Academy as the host. We wish Mark Calverley and his team every success with the staging of the Academy Games in Wagga Wagga over the three year term.

RASi has nine independent organizations aligned to the RASi network, two Government operated Academies currently sit outside of the RASi governance structure. It is hoped, indeed anticipated over the next 12 month period that the two Government operated academies (Far West and South East) will transition to independence and increase RASi coverage to eleven academies all operating under the same governance structure. Exciting times ahead for the Regional Academies of Sport.

6. State Sporting Organisations

RASi will be presenting to approx. 40 SSO’s CEO around the work RASi does throughout regional NSW. The purpose of the seminar is to inform and educate SSO of a delivery arm that at times could be described as underutilized. With the effectiveness of RASi now clearly evident, it makes sense that greater engagement across the sports network should be considered, the first step in this strategy is to effectively engage with SSO and the first chance to do this will be in Q2 2021. The intent of the engagement is to demystify how RASi works, to outline the benefits that association can deliver and the potential extra coverage to pre-elite athletes that RASi has touch points with. It is hoped this process will generate an increase in SSO programs across the RASi network.

Executive Summary

2021 promises to be another busy yet exciting time for the CCAS, a number of key focus areas are clearly on the CCAS and RASi radar. Coach Education, sport program growth, athlete number increases, sharing of service delivery, staff specialisation, commercial acquisition are all underway as this report is being written.

For me the most important element of organizational growth resides around the continued ability to deliver quality programs locally on the Central Coast. Our work is undertaken and delivered in a great region and the CCAS will continue to build opportunities that will further position the CCAS as one of this region’s most valued community assets.

11

MAJOR AWARD WINNERS

MALE ATHLETE OF THE YEAR ALEXANDER JONES: HOCKEY

FEMALE ATHLETE OF THE YEAR STELLA NORRIS: TRIATHLON

CHAIRMANS AWARD OLIVIA MILES & BRIANNA KELLY NETBALL & BASKETBALL

2020 LIFE MEMBERS JAN MAYFIELD, CAROLYN KAY IAN ROBILLIARD OAM

RAY SANDELL DEDICATION TO SPORTING EXCELLENCE JASON MILLERS

RASI COACHES AWARD BRETT JOHNSON

12

MARK HOLTON - CHAIRMAN'S SPEECH

2020 HONOUR ROLE: SPORT

AWARD

RECIPIENT

AFL

Athlete of the Year - Male

Thomas Hooke

Athlete of the Year - Female

Imogen Gray

Encouragement Award- Male

Koby Ede

Encouragement Award- Female

Ellie Weber

Encouragement Award - Male

Sam Liddell

Encouragement Award- Female

Annie Lowbridge

Athlete of the Year - Female

Chelsea Vernon-Elliot

Encouragement Award - Male

Gabriel Thomson

Encouragement Award - Female

Brianna Kelly

Athlete of the Year

Georgia Clune

Encouragement Award

Aaron Neville-Smith

Athlete of the Year - Male

Alexander Jones

Athlete of the Year - Female

Jazmyne Bissaker

Encouragement Award - Male

Cooper Gifford-Cock

Encouragement Award - Female

Lillie Alexander

Athlete of the Year

Savannah Castellino

Encouragement Award

Allie Reid

Netball Umpires

Athlete of the Year

Anastazia Dunn

Swimming

Encouragement Awards

Olivia Edwards, Tahj

Athletics

Basketball

Golf

Hockey

Netball

Regattieri & Tom Liddell Triathlon

Touch Football

Athlete of the Year

Stella Norris

Encouragement Award

Marianne Papalexion

Athlete of the Year

Brandy Simpson

Encouragement Award

Jai Callaghan 13

MISSION, VISION, VALUES

MISSION THE CENTRAL COAST ACADEMY OF SPORT PROVIDES PROFESSIONAL AND WELLSUPPORTED PROGRAMS FOR PRE-ELITE & ELITE ATHLETES FROM THE CENTRAL COAST REGION TO FURTHER THEIR POTENTIAL .

VISI

TO BE THE INDUS THE DEVELOPMEN ATHLETES FROM TH

14

VALUES

INNOVATION: LEADING THE WAY INTEGRITY: ACCOUNTABLE & PROFESSIONAL TRUST: OPEN & HONEST IN OUR DEALINGS ENTHUSIASM: PASSIONATE IN THE PURSUIT OF OUR OBJECTIVES

ION

STRY LEADER IN NT OF PRE-ELITE E CENTRAL COAST.

15

FUTURE PLAN STRATEGY

PEOPLE

GOVERNANCE

Talent development & talent ID opportunities.

Ensure a skill-based Board with rejuvenated Board members to the organisation.

RASi position in a collaborative pathway.

Explore opportunities to deliver education to coaches, parents and administrators.

The Board must be engaged with the business with a complimentary skill set.

Develop succession plan and visit succession at every Board meeting.

UoN and ClubsNSW education opportunities into community.

Maintain effective staff numbers.

Parent engagement / communication.

CCAS model expansion.

More effective coach development.

More efficient volunteer recruitment and engagement.

Tapping into Retiree skill set.

16

FINA

Achieve fund

Ensure diversity o organisation, in

Stabilize IT systems & IT is maintained

Redevelopment of C of Excellenc

Diversify funding event oppo

ANCE

ding security.

of funding to the ncluding grants.

& ensure capacity in d and developed.

CCAS Office (Centre ce for Sport)

streams consider ortunities.

MARKETING & PROMOTION

ATHLETE DEVELOPMENT

Increase community recognition of CCAS.

Develop talented Central Coast athletes.

Brand development, eg billboards, promotional material, rate notices via CCC, bumper stickers.

Engage external stakeholders.

Improve program quality and program content.

Increase the number of sporting programs without losing quality.

Improve stakeholder communication.

Partner with SSO / local associations, engaged stakeholders.

Increase TVC + Radio Ad campaigns.

Concentrate on known sports.

Increase digital marketing footprint.

Explore program expansion in ‘growth’ sports.

Maintain no less than 12 sporting programs.

17

CCAS 2020 SPONSORS

PLATINUM SUPPORT

SPORT SUPPPORT

18

COMMUNITY SUPPORT

SUPPLIERS & VENUES SUPPORT

19

2020 SPORTS REPORTS

22

20

24

26

28

AFL

ATHLETICS

BASKETBALL

GOLF

30

32

34

HOCKEY

INDIGENOUS TALENT ID

NETBALL

NETBALL UMPIRES

38

40

42

44

SWIMMING

TRIATHLON

TOUCH FOOTBALL

WATERPOLO

36

IAN ROBILLIARD OAM, STEVE MCWHIRTER, MARK HOLTON

CCAS SWIMMING SQUAD

CCAS BASKETBALL

TRIATHLON - ACADEMY GAMES

CCAS GOLF SQUAD

COAST SPORT AND THE CCASS BASKETBALL MEMBERS

21

SPORTS REPORTS SPONSORS

"THE ADDITION OF OVER 80 ATHLETES

CERTAINLY HAD ITS CHALLENGES AND NE

LEARNINGS WERE TAKEN AWAY TO ENSUR THE NEXT PROGRAM RUNS EVEN MORE EFFECTIVELY AND EFFICIENTLY."

CCAS AFL PROGRAM 2019- 2020

T

he Central Coast Academy of sport AFL program took a huge Step forward with the addition of squads in the U/15 and U/17 age groups for male and female athletes, taking the program from three (3) groups the previous year to eight (8).

This massive increase meant that more talent coaches were required to conduct sessions throughout the 6 Months as well as plan for games and mentor athletes for future opportunities. We were fortunate enough to have local coaches with experience in previous talent pathways, local representative fixtures and current talented Club Coaches and Senior footballers to take on coaching roles for each squad ensuring the standard was consistently high.

This extra addition also supported older athletes with a pathway into talent opportunities that may not have been available to them without their involvement in this program.

Coming out of a COVID period was always going to be challenging with participation numbers and commitment to an extended program but fortunately there was sufficient numbers for most of our face-toface sessions and some great results for the online education and testing sessions.

A few highlights for the program included the introduction of older age groups especially in the female talent space, the inter Academy match play in

22

December against the Hunter Academy of sport which included the U/13, U/15 and U/17 boy and girl squads and 4 of our Academy U/15 and U/17 Girl athletes were given the opportunity to play in the Sydney Swans talent teams with games against the GWS Giants Academy in March. The major highlight will be seeing 5 of our squads playing in the Academy Games in April against Academy squads from across the state held in Newcastle.

The addition of over 80 athletes certainly had its challenges and new learnings were taken away to ensure the next program runs even more effectively and efficiently. Overall, the program was successful with many athletes returning from previous years showing improvement in all areas and new athletes commenting on the value of the extra educational platforms available to them throughout the program.

COACHING STAFF Mitchell Ede Stephen Burke David Fairchild Ashleigh Knight Luke Le Page

Brooke Mabey Kyle Robinson Morgan Ross Terry West

EW

RE

SQUAD MEMBERS Dev. Squad Boys Cooper Armstrong Tyron Bird Aidan Burke Declan Coles Patrick Crowdy Norm Dall Calan Durick Bayley Field Lachlan Foster Isaak Goulding Dylan Jakes Blake Leivesley Zave Mckiernan Harry O'Donoghue Clay Partelle Connor Swan Henry Skinner William Stubbs-Mills Jaspah Tomkins Ethan West

Dev. Squad Girls Aurora Barclay Charlotte Mills Lacy Myers Pia Peterson Erin Roche Coco Sheridan Ella Tuckfield Sophie Watson

U/13 Boys

Samuel Austin Jack de Leon Koby Ede Mitchell Faulkner Alex Gibson Thomas Hooke Jason Kacarovski Bryce Kearney Liam Pass Kaiden McNamara Austin Raff Ben Sapsford Reeve Simmons Ben Stewart Lucas Toms Deacon West

U/13 Girls Kayla Adam-Heron Amelie Boonstra Nia Donnelly Morgan Edwards Evie Gordine Imogen Gray Lillyan Gutierrez Olivia Hemming Kiarra Hofbauer Amy Lewry Darcy Morrisby Mahlia Pollington Grace Ramanauskas Matilda Risstrom

Amelia Roche Scarlett Sheridan Scarlett Simmons Arowen Smith Emmerson Squires Evie Walkaden Lucinda Watson Kiara West

U/15 Boys

Toby Burns Jai Pastoors Marley Medina Mitchelle Leete Liam Roche Noah Nakagawa Aaron Short Spencer Andrews Bohringer

U/15 Girls

Alison Arthur Savanna Barr Durick Gracie Willow Harris Amelie Hatcher Isobel Hingerty Charlotte Kidd Arjah Long Charlotte Morris Bella-Rose Pennell Annalise Sadler Chloe Sapsford

Meadow Shearer Kaiya Tomkins Brooke Turner Taya white

U/17 Boys

Ryan Arthur Max Barsby Baxter Beams Jye Boby Luke Flack Ryan Kesby Darcy Pearson Zain Robards Jackson West Olli Williams

U/17 Girls

Jazmyn Bender Sienna Bolton Sydney Boonstra Allegra Dewan Cheyenne Dicker Catrin Donnelly Charlie Duffy-Sykes Kaylee Emery Peggy Enders Zali Mertens Eliza Schramm Phoebe Sheridan Arabella Stevens Reannon Warr

23

SPORTS REPORTS SPONSORS

"THE FACE-TO-FACE SESSIONS WERE FORT

WITH THE BEST COACHES THAT THE CENT

HAS TO OFFER – COACHES THAT HAVE AT

COMPETING AT INTERNATIONAL AND OLY

CCAS ATHLETICS PROGRAM 2020

T

he 2020 Central Coast Academy of Sport Mingara One Athletics program was launched during the COVID -19 pandemic. The program was launched as part of a Winter Sports Online program with Touch Football and Swimming. The three (3) Winter Sports began with all of the educational components of the program delivered via online platforms as face-to-face sporting activities were not operational.

The online Educational components consisted of Sports Psychology, Nutrition, Group Injury Prevention and Performance Program, “A Night with The Stars” webinar and ex athlete chat.

Sports Psychology webinars were focussed on four (4) key areas that would assist the athletes in their sports, but also in everyday life and in particular in dealing with issues surrounding the pandemic such as isolation.

Coast Sport ran the Group Injury Prevention and Performance Program via Zoom – the sessions were fortnightly strength and flexibility sessions aimed at enhancing the athlete’s range of motion, mobility and strength.

The online educational program ran until the end of August. The face-to-face program was ready to launch as soon as restrictions permitted. The first session of the face-to-face component of the athletics program commenced at the end of July with a testing session at the Mingara Regional Athletics Track. The athletes

24

enjoyed being back on the track in a group setting and it was paramount to see where the athletes were physically and psychologically post isolation. The testing session was performed again at the conclusion of the program with huge personal best performances achieved.

The face-to-face sessions were fortnightly with the best coaches that the Central Coast has to offer – coaches that have athletes competing at International and Olympic level. The quality coaching sessions focussed on technique and development of the athlete’s skills in the chosen discipline.

Mingara Athletics Club Race Nights began to operate under restricted capacities and were eagerly contested by the athletes. Athletics NSW events slowly began to operate throughout the second half of the program – a welcomed return to some normal.

Some of the other exciting additions to the program were ex athlete and Olympic hopeful Tyler Gunn, who led the athletics squad through his warmup and drills – the group were able to see what work is required at the top level of the sport.

Nicola McDermott – Olympic qualifying High Jumper assisted in the retesting day, giving the athletes valuable tips as she is regularly tested, and providing an inspiration to the group to keep reaching for their goals.

TNIGHTLY

TRAL COAST

THLETES

YMPIC LEVEL."

SQUAD MEMBERS Jessie Blackwell Melissa Blume Bronte Carroll Taj Garner Aidan Gee Katie Gunn

Brayden King Sam Liddell Annie Lowbridge Cooper Noble Ashley Pernecker Ava Simos

COACHING STAFF Larry Spencer Lenore Beaton Mick Zisti Matt Horsnell

Mentor Coach Sprints Coach Sprints / Hurdles Coach Jumps Coach

25

SPORTS REPORTS SPONSORS

"THE IMPROVEMENT OVER THE SIX-SEVEN

OF THE PROGRAM IS ALWAYS QUITE STAG

IS EXTREMELY REWARDING FOR THE COAC SUPPORT STAFF INVOLVED. "

CCAS BASKETBALL PROGRAM 2019- 2020

T

he Central Coast Academy of Sport Central Coast Granite Basketball program provided opportunities for thirty-four (34) athletes.

The basketball program has continued on a path of continuous improvement, the program is very well supported and the content both practical and the off court educational elements provide a very robust program in terms of content. At this age (12-16 years of age) the primary driver of the program continues to be the development of the key underpinning fundamentals required to advance in the sport.

I would like to thank the following coaches for their commitments to the program: Program Head Coach – Will Granger, Men’s Head Coach – Hammish Loader, Women’s Head Coach - Jacinta Govind, supporting the Head Coaches’ are, John Gunderson, Taylah Thomas and Nick Hassab. Thanks also to the two trainee coaches who have started their coaching careers under the guidance of Will Granger, Holly Handley and Rubie Hassab, thanks also to Brent McMahon as the program manager Will Granger has provided great leadership to the program with every weekly session set out by Will and delivered by well credentialed coaches, this strategy ensure athletes are being introduced to the very things needed for them to advance to higher representative honours and hopefully in turn to state team (NSW Country or Tours Team) selection.

26

The benefits of training in a weekly session allows the coaches the chance to ensure important fundamental and team skills are not forgotten between gatherings.

The advantage the CCAS holds over other regional academies is the frequency of training and frequency of follow up. It is hoped this advantage will be witnessed at the Your Local Club Academy Games, the CCAS has over many years been the standout performer at this event and this is a direct result of the frequency and quality of coaching this program is able to provide.

The program duration as an off-season program provides a very good platform for the athletes as they come out of one representative season and are preparing for the next. The improvement over the sixseven months of the program is always quite staggering and is extremely rewarding for the coaching and support staff involved.

What has become very evident over many years of this program is the need to ensure at ‘club land’ athletes in the junior ages are introduced to both the importance and then the need to be regularly training / practicing the fundamental skills at a younger age. This is a high priority for BNSW across the state as without this point of emphasis the team strategies and structures won’t be built on the needed fundamental skills to perform the task expected in higher representative team’s and squads.

N MONTHS

GGERING AND

CHING AND

SQUAD MEMBERS The 2019-20 program is the fifth year of alignment with Basketball NSW, the key outcomes sought through alignment can be summarised as follows: • Identify talented athletes.

• Enhance opportunities for selection into state teams / squads, entry into BNSW programs and higher order steps in the BNSW pathway.

• Increase the level of success of those athletes at BNSW leagues and events.

• Provide coach development opportunities for RASi coaches and other suitable support personnel in the region.

In closing a huge shout out to Central Coast Granite for their ongoing support to the program, the support by Central Coast Granite makes an important contribution to the many aspects that would otherwise not be made available. Complimenting this support is the highly experienced Coast Sport, the venue at Central Coast Adventist Schools is second to none and rounding out the corporate partnership is Basketball NSW, our thanks to BNSW for continuing to identify and support the Regional Academy network and the important work done throughout regional NSW for the development of pre-elite athletes in their sport.

MEN'S

WOMEN'S

Felix Abela Hunter Curtis Clinton Fourie Brentan Gunderson Joshua Guers Cooper Hobbs Benjamin Hoffer Corey Knight Cruz McMahon Oscar McMahon Max Murray Micah Nisbett Oliver Power Jack Roberts

Olive Dahl Natalie Dalton Imogen Folitarik Skye Gerrish Annabelle Hedger Keira Hudson Alexis Lewandowski Taylah Mikkelsen Zoe Naylor Dakota Parke Sophie Prior Jemma Rae-Banks Jess Stone Mia Smyth Georgia Tomlins

COACHING STAFF Will Granger Jacinta Govind Hammish Loader John Gunderson Taylah Thomas Nick Hassab Ruby Hassab Holly Handley Ian Robilliard Brent McMahon

Program Head Coach Head Coach - Women Head Coach - Men Assistant Coach - Women Assistant Coach - Women Development Coach – Men Trainee Coach – Women Trainee Coach - Women Mentor Coach Manager CONTINUED...

27

SPORTS REPORTS SPONSORS

"THE PROGRAMS INCLUSION OF

TUGGERAH ALLOWED THE ATHLE

EXPERTISE COACHING OF PGA PR BRAD MCINTOSH. "

CCAS GOLF PROGRAM 2019-202O

T

he CCAS Jack Newton Junior Golf Program was supported magnificently again by our course sponsors Shelly Beach Golf Club, Magenta Shores Golf Club and Kooindah Waters Golf Club, whose ongoing support the CCAS greatly appreciates. The Golf Hub at Tuggerah returning again this season to further the repertoire of venues and additional technical development and expertise on offer to the squad.

Callaway provided support via discounted equipment and merchandise.

The 2020/21 program included an Inter Academy Day with the Hunter Academy of Sport golf squad which was held at Horizons Golf and Charlestown Golf club.

The athletes were involved in different skills sessions throughout the day which allowed them to get in some extra practice for the Academy Games being held later in the year at these venues.

Further education sessions on tournament preparation, practice, fitness preparation and sports psychology were provided by Mark Ingrey, Heath Canning, Peter Cliff, Matt Green and John Novak. Both Mark Ingrey and Heath Canning have been involved with other joint sessions during the program.

Weekly sessions from October through to December and February to April held mainly at Shelly Beach Golf Club, added a variety of experience and coaching expertise. A monthly rotation at Kooindah Waters and Magenta Shores gave variety to the venues and a

28

chance to play two of the finest courses in the region.

Sessions were under the guidance and wealth of knowledge of Head Coach Peter Cliff. Guest appearance

by Glen Whittle provided an exposure to a Trackman training session. The programs inclusion of Golf Hub at Tuggerah allowed the athletes access to expertise coaching of PGA Professional Brad McIntosh. The squad had their Golf Swing Analysed with video feedback and areas of correction for the athletes to work on. The squad even played a virtual round of Golf on an overseas golf course.

The Golf Squad also had a Functional Movement Screening from Coast Sport, where the squad were put through a range of movement patterns, particularly relevant for golf and were assessed and graded. The results of the screening have revealed strengths and weaknesses and Coast Sport have provided a Strength program to address these.

The program will conclude with the Academy Games, scheduled to be playing at Horizons Golf Resort on day 1 and Charleston Golf Club on day 2. A two-day tour where the squad will put all of their expertise to the test.

Many thanks to those who shared their time and expertise with the Squad this year with a big thank you to Peter Cliff from Shelly Beach Golf Club, Mark Ingrey and Heath Canning from JNJG. For the CCAS athletes to be able to work so closely with these talented coaches only enhances their skill set and the overall Academy experience for all athletes.

GOLF HUB AT

ETES ACCESS TO

ROFESSIONAL

SQUAD MEMBERS MEN'S

Ngalan Ah-See Siddhartha Bezwada Gregory Brien Declan Connolly-Jackson Owen Herden Ryan Hooke Sebastian Maschek Riley Millers Archie Morris Aaron Neville-Smith Byron Organ Harrison Tanner Finlay Taylor

WOMEN'S

Georgie Clune Kiara Connolly-Jackson Desiree Herden

COACHING STAFF Peter Cliff Sean Herden

Head Coach Manager

29

SPORTS REPORTS SPONSORS

"EDUCATION SESSIONS INCLUDED SP

EDUCATION AND ANTI-DOPING EDUC

PREPARE THE ATHLETES FOR FURTH

LEVELS WITHIN THE HOCKEY PATHW

CCAS HOCKEY PROGRAM 2019- 2020

T

he 2020/21 CCAS UAA Hockey Program has had a successful year with many high standard young athletes contributing to a quality training environment throughout the program. The group of ten (10) boys and fourteen (14) girls trained weekly at the Wyong Hockey Complex, charged by Head Coach Brett Johnson.

The program ran from October to April concluding at Your Local Club Academy Games. The program commenced with some benchmark fitness and skills testing, that was retested with Coast Sport and the University of Newcastle students, incorporating strength, power, agility and fitness tests. Skills sessions included attack and defensive principles, goal shooting, and penalty corner specialist skills. Brett held a session on Culture and Team Values and incorporated goal setting in the session.

Education sessions included Sports Psychology Education and Anti-doping education, to best prepare the athletes for further representative levels within the hockey pathway. The athletes received a Functional

30

Movement Screening from Coast Sport, with a program to address areas of concern that may subject the athletes to injury in the future. The program was also designed to assist in the performance of the athletes by ensuring mobility and movement patterns were enhanced, allowing the athletes to perform at their best.

The squad attended an Inter Academy Matchplay day in February with the Hunter Academy of Sport and Sydney Metro Squad. The squads received on field training with specialist coaches, education sessions to encourage positive lifestyle choices and enhance performance and had many matches during the day. The day was a huge success, a great development opportunity held on the Central Coast to further the Hockey Squad’s progression.

The program will conclude in April at Your Local Club Academy Games, held on the home turf of Wyong Hockey Complex.

A huge thank you to the amazing coaching team that have lead the way with the CCAS Hockey program.

PORTS PSYCHOLOGY

CATION, TO BEST

HER REPRESENTATIVE

WAY."

SQUAD MEMBERS MEN'S

Jack Anderson Sam Carr Jacques Engelbrecht Cooper Gifford-Cock Harrison Hooper Lindsay McNally Noah Needham Ethan Shadbolt-Connors Callum Sligar Michael Southwell

WOMEN'S

Lillie Alexander Jazmyne Bissaker Stephanie Chandler Jessinda Clarke Charlotte Dobson Lauren Gee Ga Ga Gribble Alexis Mitchell Sophie Mitchell Halli Moore Emma Moore Charlotte Tarleton Sarah Tweedie Kaitlyn Willson

COACHING STAFF Brett Johnson Mark McDermott Roz Cheetham Kelly Greenwood Peter Moore Nic Holman

Head Coach Boys Assistant Coach Boys Assistant Coach Girls Assistant Coach Girls Assistant Coach Goalkeepers Coach

31

SPORTS REPORTS SPONSORS

INDIGENOUS TALENT ID PROGRAM 2020

U

nderwriting Agencies Australia (UAA) was again fully supportive of the Indigenous Talent ID (ITID) Program and this level of support is basically the life blood of the program, put simply if UAA did not support this program and the subsequent scholarship program that follows the ITID day, the program simply would not happen. To add to this support POCHE Indigenous Health Network has come on board as a secondary sponsor to help support local Indigenous athletes.

The 6 Week Program has provided an adjusted 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.

After looking unlikely due to COVID-19 restrictions the 2020 Indigenous Talent ID day was held at Breakers Stadium. Over 100 students registered and attended to participate in a variety of sports offered. The CCAS once again received outstanding support from the AFL, Golf, and Basketball representatives. The response from the region in terms of students attending was one of the best to date.

The CCAS wish to thank Michael Murphy the CEO of Underwriting Agencies Australia, the support by UAA has provided a program and extension that is otherwise not available to the indigenous population.

As per the previous years, an Indigenous Talent ID 6 Week Training Program was offered to selected athletes, these athletes gained access to Mingara One and were shown different training styles each week. The CCAS would like to thank Mingara One for their support.

The training sessions all took different forms including; a spin class, athletics sessions at the track, basketball session, touch football session and a team building session run by Teams Challenge Australia.

32

The CCAS would like to acknowledge the support provided by Matt Sonter and Bradley Bennett to help facilitate the program throughout Central Coast schools.

"THE CCAS ONCE AGAIN RECEIVED OUTSTA

SUPPORT FROM THE AFL, GOLF, AND BASK REPRESENTATIVES. THE RESPONSE FROM

REGION IN TERMS OF STUDENTS ATTENDIN ONE OF THE BEST TO DATE."

SQUAD MEMBERS Camdyn Bond Rhiley Bull-McMinn Yasmin Burazer Georgie Clune Timaima Connor Grace Dabin Richard Darell Zane Evans Jayda Grant Miles Kent Brayden King Rohan Kumar Jazlee Marsh

James Marshall Caleb Pierce Kieran Rylands Harry Stack Scarlett Stack Noah Stevenson Drew Stokes Keenan Tufi Brooke Turner Ellie Waters Taya White Adin Whitton

ANDING

KETBALL THE

NG WAS

33

SPORTS REPORTS SPONSORS

CCAS NETBALL PROGRAM 2020

T

he Central Coast Academy of Sport’s 2020 Greater Bank Netball program provided a highperformance training environment for selected pre-elite netballers of the Central Coast. Led by head coach Jessica Morgan, assistant coach Casey Judge, development coach Jessie-Ellen Standen and squad manager Donna Judge, the 2020 CCAS Netball program achieved fantastic results in what was a challenging year.

Following two selection trials (held in November 2019) a final squad of 30 was announced prior to Christmas 2019. The year started off with sessions having to be cancelled due to flooding followed by the entire face-toface program being put into hibernation due to COVID 19. CCAS was able to deliver online support and programs to the Netball squad throughout the face-to-face hibernation.

Highlights for the CCAS 2020 Netball program include: Greater Series weekend. This allowed for a weekend of team building and match play which was thoroughly enjoyed by all. As many competitions were cancelled this year due to COVID 19 this weekend gave the 2020 program athletes the opportunity to showcase their skills and play together as a team.

Mingara fitness session; The girls were put through their paces and really challenged themselves in the areas of strength and fitness. A great way to start the 2020 program.

34

Inclusion of Coast Sport; their expertise and knowledge significantly improved our processes with musculoskeletal screening, fitness testing, warm up and cool down this year. To have the Coast Sport team so willing to engage with the program, even under difficult circumstances has been a real value add.

Tik Tok, Greater Bank and Netball NSW challenges: the girls really enjoyed working together (from home in many cases) to put together these challenge videos.

Observing the Central Coast Heart Training sessions via zoom: our Head Coach Jess Morgan attended the session and live streamed it via zoom for the CCAS girls to watch. Jess was able to answer any questions and speak to the CCAS girls about what they were watching.

Although 2020 had many disappointments (the cancellation RASi camp, Academy Games etc) CCAS were still been able to deliver a full program. This wouldn’t have been possible without the full support of the coaches and managers.

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 Tamika Bailey Savannah Castellino Taylah Clark Kandi Cousins Mareta Crowdy Tenaya Emery June Foini Ngaria Gemmell Iris Hampson Koa Hampson Tiana Jacob Charlotte Lockett Ellie Mccaughan

Olivia Miles Maraea Paea Allie Reid Anabelle Ross Charlotte Rousell Makenzee Ryan Maddison Sternbeck Beth Stewart Paige Uzelac Madysen van Kints Brooke Weber Ellie Williams

COACHING STAFF Jessica Morgan Casey Judge Jessie-Ellen Standen Donna Judge

Head Coach Assistant Coach Development Coach Squad Manager

35

SPORTS REPORTS SPONSORS

"THANK YOU TO THE PRIMARY PARTNER OF THE C PROGRAM GREATER BANK, THE VENUE SUPPORT

CENTRAL COAST GRAMMAR SCHOOL AND BATEAU AND NETBALL NSW WHO CONTINUE TO GREATLY

ACADEMY PROGRAMS AND THE JUNIOR DEVELOP

CCAS NETBALL UMPIRES PROGRAM 2020

T

he Central Coast Academy of Sport’s 2019 Greater Bank Netball Umpires program provided an important pathway program for local aspiring umpires. Following the application period seven (7) umpires were selected to join the 2020 program. The seven umpires selected undertook a similar schedule of training to the netball program. The umpires received expert coaching from Head Coach Karlee Farthing and Assistant Coach Abby Holloway.

In February, there was match play against HAS. The girls had the opportunity to umpire a round robin style afternoon in Newcastle. They received coaching from Karlee and the Hunter Academy coaches.

The 2020 year did not play out exactly as planned.

All events that would normally occur (RASi High Performance Camp, Academy Games and Academy Challenge) were cancelled due to COVID-19.

Karlee and Abby created four online rules theory quizzes for the girls to submit throughout the year to keep their minds active while no on court play was allowed. There were three (3) Zoom sessions held just before the season

36

commenced to discuss goals for a shortened season.

Training began again in September with the Netball Squad consisting of scenario discussions, fitness and match play. Karlee moved interstate in early October and Abby took the lead as Head Coach.

In October, there was a match play weekend held at Terrigal Basketball Stadium where HAS, SAS and CCAS came together to play a round robin on the Saturday and finals on the Sunday. Five of the Netball Umpires attended the weekend. They received coaching from Abby and the Hunter Academy coaches. All girls showed improvements over the weekend. For two of the girls, this was their first academy event - a valuable experience for the girls especially considering the challenges presented in 2020.

Thank you to the primary partner of the CCAS Netball program Greater Bank, the venue support through the Central Coast Grammar School and Bateau Bay PCYC and Netball NSW who continue to greatly support the Academy programs and the junior development pathway.

CCAS NETBALL THROUGH THE

U BAY PCYC SUPPORT THE

PMENT PATHWAY."

SQUAD MEMBERS Molly Blackshaw Anastazia Dunn Jessica McGarvey Jessica Lott Brianna Goldie Skye Leeson Abbey-Lee Hall

COACHING STAFF Karlee Farthing Abby Holloway

Head Coach Assistant Coach

37

SPORTS REPORTS SPONSORS

CCAS SWIMMING PROGRAM 2020

T

he 2020 Mingara One Athletics program was launched during the COVID -19 pandemic as part of a Winter Sports Online program with Athletics and Touch Football. The three (3) Winter Sports began with all of the educational components of the program delivered via online platforms as face-to-face sporting activities were not operational.

The online Educational components consisted of Sports Psychology, Nutrition, Group Injury Prevention and Performance Program, “A Night with The Stars” webinar and ex athlete chat. Sports Psychology webinars were focussed on four (4) key areas that would assist the athletes in their sports, but also in everyday life and in particular in dealing with issues surrounding the pandemic such as isolation.

Coast Sport ran the Group Injury Prevention and Performance Program via Zoom – the sessions were fortnightly strength and flexibility sessions aimed at enhancing the athlete’s range of motion, mobility and strength. The online educational program ran until the end of August.

The face-to-face program was ready to launch as soon as restrictions permitted and commenced in July with monthly skill development sessions led by Head Coach Graeme Carroll. Stephen Critoph was again charged

38

with the development of the more senior swimmers, and Semuel Jude came on board as assistant coach.

Brett Doring, Sports Physiotherapist from Coast Sport provided strength and conditioning support at every session, a huge point of difference from most swimming programs. A coaching line up like no other, with a wealth of knowledge to enhance the performances of the squad, covering all strokes and skills required for the athletes chosen competitive strokes. The squad was managed by Leanne Hall – taking the reigns to ensure the coaches could focus on coaching.

The sessions included underwater filming, starts, turns and finishes, race planning and execution, mental and physical preparation, prehab and strength training.

As swimming meets were still not allowed, Peninsula Leisure Centre allowed the program to use the timing mats for the last session to hold a mini meet to see where the athletes were placed competitively. Every athlete at the mini meet swam personal best times and enjoyed the competition environment.

The program would not be possible without the generous support of Mingara One, Mingara Recreation Club, Central Coast Council, Peninsula Leisure Centre and Coast Sport.

SQUAD MEMBERS Taylem Barnard Mia Braovic Khoi Donarski Summer Dreves Olivia Edwards Jacob Falconer Rihana Gosselin Johnathan Hall Fergus Henderson Ava Hepburn Jed Hoyland

Sienna Kennedy-Wilkie Tom Liddell Kobe Linnert James Marshall Hayden McGregor Scarlett McGregor Annika Owens Tahj Regattieri Ronnie Jordan Lachlan Sandy Emma West

COACHING STAFF Program Head Coach Head Coach Elite Squad Assistant Coach Squad Manager

Graeme Carroll Stephen Critoph Semeul Jude Leanne Hall

39

SPORTS REPORTS SPONSORS

"THE TRIATHLON PROGRAM IS A PART OF

SOUTH WALES DEVELOPMENT PATHWAY A

TO BRIDGE THE GAP BETWEEN CLUB REPR AND THE TRIATHLON NEW SOUTH WALES TALENT SQUAD"

CCAS TRIATHLON PROGRAM 2020 The Central Coast Academy of Sport Crowne Plaza Triathlon program is a part of the Triathlon New South Wales Development Pathway and has been designed to bridge the gap between local and club representation and the Triathlon New South Wales Emerging Talent Squad.

The Triathlon squad for 2020/21 consists of 10 athletes: 2 boys and 8 girls. The coaching line up for 2020/21 was Robyn Low-Hart – Head Coach, Ainsley Hart – Development Coach and Sunny Starr-Carusi Assistant Coach.

The program commenced with a combined testing session with Hunter Academy of Sport triathlon squad, held at Mingara Recreation Club, utilising the running track, the swimming pool and the Legends carpark for bicycle skills. This testing session set the benchmarks at the begining of the program and to prepare the athletes with draft legal endorsement for the bike leg. A retesting session was performed in March where most of the athletes had improved performances.

A bicycle skills session was held at Bateau Bay PCYC in conjunction with Central Coast Triathlon Club juniors to further the bike skills of the athletes, increase their road awareness and to check off some more of the draft legal process. A major focus of the program this year was The Triathlon NSW Biligence Pathway Series. In light of limited and modified racing opportunities due to COVID-19, the series consisted of seven (7) events with the objectives of safe, cost effective racing that align 40

with the race demands of National and International competition. CCAS Triathlon squad travelled to various locations in NSW and ACT to compete in the series.

Morgan Charlton and Wade Barr both came third place in the Youth Category in the overall series – a great result considering the depth of the talent of the athletes in the NSW pathway.

A Functional Movement Screening was performed at Coast Sport in Tuggerah, highlighting the strength and weaknesses of the individuals in the program. A strength program focusing on the outcomes of the screening was delivered, enabling the athletes to address areas of concern and enhance performance.

Athletes were provided with educational components that included Sports Nutrition, Hydration Testing, Food preparation and Clean Sport 101 Anti Doping. The nutritional learnings were executed at the pathway races where multiple races throughout the day required recovery and refueling in order to keep backing up and performing.

The program will conclude at Academy Games. A twoday race weekend where the squad will again put all of their expertise to the test and include the Mixed Team Relay, a new addition to the Olympic Sports for Tokyo.

CCAS Would like to thank the support of Crowne Plaza Terrigal Pacific, Central Coast Triathlon Club, Triathlon NSW, Mingara Recreation Club, Mingara One Fitness, Coast Sport and UON.

THE NEW

AND AIMS

RESENTATION EMERGING

SQUAD MEMBERS MEN'S

WOMEN'S

Wade Barr Ryan Vesper

Emma Blume Morgan Charlton Tia Hart Izabella McBurney Stella Norris Marianne Papalexion Hannah Stevenson Ariella Zofrea

COACHING STAFF Head Coach Development Coach Manager

Robyn Low-Hart Ainsley Hart Sunny Starr-Carusi

41

SPORTS REPORTS SPONSORS

"MATCH PLAY WAS AN INTEGRAL PART OF

SESSION WHERE SKILLS COULD BE PUT TO EXPERIMENTED WITH UNDER GAME PLAY

UNDER THE GUIDANCE OF CODY TO PERFE RELEVANT SKILLS BEING WORKED ON"

CCAS TOUCH FOOTBALL PROGRAM 2019-2020

T

he 2020 Gosford RSL Touch Football Program consisted of nine (9) girls and nine (9) boys selected from the local Touch Football Associations. The program was launched during the COVID -19 pandemic as part of a Winter Sports Online program with Athletics and Swimming. The three (3) Winter Sports began with all of the educational components of the program delivered via online platforms as face-to-face sporting activities were not operational.

The online Educational components consisted of Sports Psychology, Nutrition, Group Injury Prevention and Performance Program, “A Night with The Stars” webinar and ex athlete chat.

Sports Psychology webinars were focussed on four (4) key areas that would assist the athletes in their sports, but also in everyday life and in particular in dealing with issues surrounding the pandemic such as isolation.

Coast Sport ran the Group Injury Prevention and Performance Program via Zoom – the sessions were fortnightly strength and flexibility sessions aimed at enhancing the athlete’s range of motion, mobility and strength. The online educational program ran until the end of August.

42

The face-to-face program was ready to launch as soon as restrictions permitted and commenced in August with weekly skill development sessions led by Cody Frost. The sessions ran fortnightly in September with the program concluding with a final session after the CCAS Athlete Celebration.

The program focus was on skill development around defence, attack and then solidifying both. The skills included addressing sound agility principles and techniques, body position, pre touch position and post touch action and defensive options for attacking plays.

Match play was an integral part of every session where skills could be put to use and experimented with under game play conditions, under the guidance of Cody to perfect the relevant skills being worked on.

The program included Group Functional Movement Screening and Education with Coast Sport, CCAS Group Education sessions covering Nutrition and Integrity in Sport, Mingara one Gym Session and Education.

Thank you to the primary partner of the CCAS Touch Football Program, Gosford RSL, venue support through The Mingara Recreation Club and Mingara One Gym and Coast Sport who provided invaluable support and education to the Academy squad once again.

F EVERY

O USE AND CONDITIONS,

ECT THE

SQUAD MEMBERS WOMEN'S

MEN'S

Summa Bermingham Lara Butler Ella Coombe Aylah McCulloch Amelia Plaister Brandy Simpson Emmerson Squires Erika Stoddard Lucinda Watson

Jai Callaghan Jake Herring Travis Jackson Joshua Muddle Logan O'Brien Sebastian Plaister Archie Tebbutt Ryan Tukapua Jesse Walker

COACHING STAFF Cody Frost Kirilee Bermingham

Head Coach Squad Manager

43

SPORTS REPORTS

"THE CENTRAL COAST ACADEMY OF SPORT WAS ONE OF FOUR

ACADEMIES OF SPORT TO PROVIDE ONLINE EDUCATIONAL CON

TO SELECTED ATHLETES IN THE WATER POLO PATHWAY. THE A

WERE TARGETED BY WATER POLO NSW, WITH TWELVE ATHLET SELECTED FROM THE CENTRAL COAST REGION."

CCAS WATERPOLO PROGRAM 2020-2021

T

he Central Coast Academy of Sport was one (1) of four (4) Regional Academies of Sport to provide online educational content to selected athletes in the Water Polo Pathway. The athletes were targeted

by Water Polo NSW, with twelve (12) athletes selected from the Central Coast region. The three (3) age groups within the program were U14, U16, U18. The program commenced in August and concluded in October.

The four (4) academies in the program were Central Coast, Hunter, Northern Inland and Southern Sports Academies. Each of the academies were responsible for providing a different educational focus and included Sports Psychology, Strength and Conditioning, Nutrition, Recovery, Social Media and Education Pathways.

Education was provided on the ZOOM platform utilizing all of the features of ZOOM to provide an engaging twoway method of delivery. Athletes were asked questions, had opportunities to have discussions and were able to watch relevant educational materials on stream. Some of the sessions engaged the athletes in the physical capacity where the groups would perform specific exercises under the instruction of a qualified Sports Physiotherapist.

44

R REGIONAL

NTENT

ATHLETES

TES

SQUAD MEMBERS WOMEN'S

Mia Hueston Ebony Nash Megan Catto Hannah Rutherford Genevieve Keys Bree Akhurst Dayna Garside

MEN'S

Harry Naven Connor Bradshaw Taine Beavis Max Elliott Will Milson

45

FINANCIAL OVERVIEW

TOTAL REVENUE: $865,974

46

TOTAL EXPENSES: $711,336

TOTAL ASSETS: $1,012,696

TOTAL LIABILITIES: $575,431

NET SURPLUS TO 31 DECEMBER 2020: $154, 638

TOTAL EQUITY (RETAINED SURPLUS): $437,265

47

DIRECTOR'S FINANCIAL REPORT

The directors present their report, together with the financial statements, on the company for the year ended 31 December 2020.

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 (Emeritus) Stephen McVVhirter Carolyn Kay Lawrie McKinna Sarah Ferman Meg Granger 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 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 relates to the strategic plan, 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.

48

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 of the company before income tax amounted to $154,638 (2019: surplus of $3,079).

Information on Directors 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 (Emeritus) 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:

Lawrie McKinna Director Chair Business Acquisitions

Name: Title: Special responsibilities:

Sarah Ferman Director

Name: Title:

Meg Granger Director

Meetings of directors The number of meetings of the company's Board of Directors ('the Board') held during the year ended 31 December 2020, and the number of meetings attended by each director were: Attended Held Mark Holton Ian Robilliard OAM Michael Rabbitt OAM Stephen McWhirter Carolyn Kay Lawrie McKinna Sarah Ferman Meg Granger

6 6 - 6 6 3 6 6

6 6 6 6 6 6 6 6

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

49

DIRECTOR'S FINANCIAL REPORT

Events after the reporting period The announcement by the World Health Organisation in regard to the global pandemic outbreak of COVID-19 and the continued response of the Australian Government may materially affect the operations of the Company in future financial periods. At the time of this report, the expected economic impact cannot be reliably measured.

No other matter or circumstance has arisen since 31 December 2020 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.

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.

Future developments Likely developments in the operations of the company and the expected results of those operations in future financial years have not been included in this report as the inclusion of such information is likely to result in unreasonable prejudice to the company.

Environmental issues The Directors believe that the company has complied with all significant environmental regulations under a law of the Commonwealth or of a stale 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.

This 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 premiums 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 Chairman

23 April 2021

50

Ian Robilliard Managing Director

51

52

53

54

STATEMENT OF PROFIT AND LOSS

Note

2020

2019

Revenue

4

$736, 613

$733,741

Other income

5

$129,361

$6,975

Expenses

2019

Advertising

($105,957)

($104,103)

Audit, Accounting & consulting

($20,579)

($18,859)

Cost of Goods Sold

($20,313)

($51,898)

Employee Expenses

($307,590)

($289,438)

($24,653)

($27,269)

Academy Expenses

($174,309)

($183,608)

Other Expenses

($37,232)

($45,974)

($2,078)

($3,993)

Bad Debts

($11,211)

($3,462)

FBT Adjustments

($7,414)

($9,033)

Surplus (deficit) Before Income Tax

$154,638

$3,079

Depreciation and Amortisation

Finance Costs

22

22

Income Tax Expense Surplus (deficit) After Income Tax Other comprehensive income for the year, net of tax

Total Comprehensive Income

21

$154,638

$3,079

-

$154,638

-

$3,079

55

STATEMENT OF FINANCIAL POSITION

Current Assets

Note

2020

2019

Cash and Cash Equivalents

6

$465,658

$307,332

Trade and other Receivables

7

$133,414

$54,147

Inventories

8

$49,319

$49,723

Financial Assets

9

$263,760

$261,211

Other

10

$27,110

$10,669

$939,081

$683,082

Total Current Assets

Non Current Assets

Note

Property, Plant and Equipment

11

$56,846

$69,441

Right-of-use assets

12

$16,769

$6,932

Total Non Current Assets

$73,615

$76,373

Total Assets

$1,012,696

$759,455

56

Current Liabilities

Note

2020

2019

Trade and other payables

13

$54,968

$82,801

Borrowings

14

$21,067

$21,713

Lease Liabilities

15

$10,500

$6,932

Employee Benefits

16

$96,820

$85,160

Other

17

$347,727

$228,000

$531,082

$424,606

Total Current Liabilities

Non Current Liabilities

Note

Borrowings

18

$35,539

$50,607

Lease Liabilities

19

$6,392

-

Employee Benefits

20

$2,418

$1,615

Total Non Current Liabilities

$44,349

$52,222

Total Liabilities

$575,431

$476,828

Net Assets

$437,265

$282,627

$437,265

$282,627

$437,265

$282,627

Equity

Note

Retained Surpluses

21

Total Equity

57

STATEMENT OF CHANGES IN EQUITY

2019

Retained Surpluses

Total Equity

Balance 1 January 2019

$279,548

$279,548

Surplus After Income Tax

$3,079

$3,079

Other Comprehensive Income

-

-

Total Comprehensive income

$3,079

$3,079

Balance 31 December 2019

$282,627

$282,627

Balance 1 January 2020

$282,627

$282,627

Surplus After Income Tax

$154,638

$154,638

Other Comprehensive Income

-

-

Total Comprehensive income

$154,638

$154,638

Balance 31 December 2020

$437,265

$437,265

2020

58

Note

Note

STATEMENT OF CASH FLOWS

Cash Flow From Operations

2020

2019

Receipts From Customers (inclusive of GST)

$775,721

$793,361

Payments to suppliers and employees (inclusive of GST)

($674,094)

($738,075)

Total

$101,627

$55,286

Interest Received

$2,597

$6,975

Finance Costs

($2,078)

($3,993)

Government Stimulis Received COVID19

$76,216

-

Net Cash From Operating Activities

$178,362

$58,268

($2,549)

($6,132)

($1,773)

($1,594)

($4,322)

($7,726)

Repayment of borrowings

($15,714)

($12,101)

Net cash used in financing activities

($15,714)

($12,101)

Net increase in cash and cash equivalents

$158,326

$38,441

Cash and Cash Equivalents at the beginning of the Financial Year

$307,332

$268,891

$465,658

$307,332

Cash Flow From Investing

Note

Note

Payments from investments Payments for Property, Plant & Equipment

11

Net Cash used in Investing Activities Cash Flow From Financing

Cash and Cash Equivalents at the end of the Financial Year

Note

6

59

NOTES TO THE FINANCIAL STATEMENT

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-forprofit unlisted public company limited by guarantee.

The financial statements were authorised for issue, in accordance with a resolution of directors, on 23 April 2021. 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 ('MSB') 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 ('MSB'), the and the Corporations Act 2001, as appropriate for notfor 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.

Note 2. Significant accounting policies (continued) Revenue recognition The company recognises revenue as follows: Revenue from contracts with customers Revenue is recognised at an amount that reflects the consideration to which the company is expected to be entitled in exchange for transferring goods or services to a customer. For each contract with a customer, the company: identifies the contract with a customer;

60

identifies the performance obligations in the contract; determines the transaction price which takes into account estimates of variable consideration and the time value of money; allocates the transaction price to the separate performance obligations on the basis of the relative stand-alone selling price of each distinct good or service to be delivered; and recognises revenue when or as each performance obligation is satisfied in a manner that depicts the transfer to the customer of the goods or services promised.

Sale of goods Revenue f rom the sale of goods is recognised at the point in time when the customer obtains control of the goods, which is generally at the time of delivery.

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 Interest revenue is recognised as interest accrues using the effective interest method. 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.

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

Income tax As the company is a tax exempt institution in terms of subsection 50-10 of the Income Tax Assessment Act 1997, as amended, it is exempt from paying income tax.

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.

Cash and cash equivalents Cash and cash equivalents includes cash on hand, deposits held at call with financial institutions, other short-term, 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 allowance for expected credit losses. Trade receivables are generally due for settlement within 30 days.

Significant accounting policies 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.

Investments and other financial assets Investments and other financial assets are initially measured at fair value. Transaction costs are included as part of the initial measurement, except for financial assets at fair value through profit or loss. Such assets are subsequently measured at either amortised cost or fair value depending on their classification.

Classification is determined based on both the business model within which such assets are held and the contractual cash flow characteristics of the financial asset unless an accounting mismatch is being avoided.

Financial assets are derecognised when the rights to receive cash flows have expired or have been transferred and the company has transferred substantially all the risks and rewards of ownership.

When there is no reasonable expectation of recovering

part or all of a financial asset, it's carrying value is written off.

Financial assets at amortised cost A financial asset is measured at amortised cost only if both of the following conditions are met: (i) it is held within a business model whose objective is to hold assets in order to collect contractual cash flows; and (ii) the contractual terms of the financial asset represent contractual cash flows that are solely payments of principal and interest.

I nvestments Investments includes non-derivative financial assets with fixed or determinable payments and fixed maturities where the company has the positive intention and ability to hold the financial asset to maturity. This category excludes financial assets that are held for an undefined period. Investments are carried at amortised cost using the effective interest rate method adjusted for any principal repayments.

Gains and losses are recognised in profit or loss when the asset is derecognised or impaired.

Impairment of financial assets The company recognises a loss allowance for expected credit losses on financial assets which are either measured at amortised cost or fair value through other comprehensive income. The measurement of the loss allowance depends upon the company's assessment at the end of each reporting period as to whether the financial instrument's credit risk has increased significantly since initial recognition, based on reasonable and supportable information that is available, without undue cost or effort to obtain.

Where there has not been a significant increase in exposure to credit risk since initial recognition, a 12-month expected credit loss allowance is estimated.

This represents a portion of the asset's lifetime expected credit losses that is attributable to a default event that is possible within the next 12 months.

Where a financial asset has become credit impaired or where it is determined that credit risk has increased significantly, the loss allowance is based on the asset's lifetime expected credit losses. The amount of expected credit loss recognised is measured on the basis of the probability weighted present value of anticipated cash shortfalls over the life of the instrument discounted at the original effective interest rate.

For financial assets measured at fair value through other comprehensive income, the loss allowance is recognised within other comprehensive income. In all other cases, the loss allowance is recognised in profit or loss.

The Director's consider that the carrying amount

61

NOTES TO THE FINANCIAL STATEMENT

of financial assets and liabilities recognised in the financial statements approximate their fair values.

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: 3-7 years Motor vehicles: 2-5 years 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.

Right-of-use assets A right-of-use asset is recognised at the commencement date of a lease. The right-of-use asset is measured at cost, which comprises the initial amount of the lease liability, adjusted for, as applicable, any lease payments made at or before the commencement date net of any lease incentives received, any initial direct costs incurred, and, except where included in the cost of inventories, an estimate of costs expected to be incurred for dismantling and removing the underlying asset, and restoring the site or asset.

Right-of-use assets are depreciated on a straightline basis over the unexpired period of the lease or the estimated useful life of the asset, whichever is the shorter. Where the company expects to obtain ownership of the leased asset at the end of the lease term, the depreciation is over its estimated useful life. Right-of use assets are subject to impairment or adjusted for any remeasurement of lease liabilities.

The company has elected not to recognise a right-of-use asset and corresponding lease liability for short-term leases with terms of 12 months or less and leases of low-value assets. Lease payments on these assets are expensed to profit or loss as incurred.

Trade and other payables These amounts represent liabilities for goods and services provided to the company prior to the end of the

62

financial year and which are unpaid. Due to their shortterm nature they are measured at amortised cost and are not discounted. The amounts are unsecured and are usually paid within 30 days of recognition.

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.

Lease liabilities A lease liability is recognised at the commencement date of a lease. The lease liability is initially recognised at the present value of the lease payments to be made over the term of the lease, discounted using the interest rate implicit in the lease or, if that rate cannot be readily determined, the company's incremental borrowing rate. Lease payments comprise of fixed payments less any lease incentives receivable, variable lease payments that depend on an index or a rate, amounts expected to be paid under residual value guarantees, exercise price of a purchase option when the exercise of the option is reasonably certain to occur, and any anticipated termination penalties. The variable lease payments that do not depend on an index or a rate are expensed in the period in which they are incurred.

Lease liabilities are measured at amortised cost using the effective interest method. The carrying amounts are remeasured if there is a change in the following: future lease payments arising from a change in an index or a rate used; residual guarantee; lease term; certainty of a purchase option and termination penalties. When a lease liability is remeasured, an adjustment is made to the corresponding right-of use asset, or to profit or loss if the carrying amount of the right-of-use asset is fully written down.

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 nonmonetary 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 V\/hen 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 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.

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.

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.

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

Government stimulus measures In response to the COVID-19 pandemic, the Company assessed its eligibility for and applied to the Federal Government to receive available stimulus measures.

These measures were received during and after the financial year. In respect of future measures, as these are announced by the Federal Government the board will assess the company eligibility and consideration will be given to the potential benefit from accessing the measures. These measures may have a material financial effect on the financial report should the assumptions underpinning the eligibility change or in the unlikely event of an independent review refuting the company entitlement to these measures. At the date the financial report is authorised for issue, the board considered the Company eligible for stimulus measures and accordingly the assets of the Company recoverable in the ordinary course of business.

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

Note 3. Critical accounting judgements, estimates and assumptions 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 63

NOTES TO THE FINANCIAL STATEMENT Note 4. Revenue

2020

2019

Grants Recieved

$285,850

$286,049

Athlete Registration and Event

$108,758

$114,761

Sponsorship Revenue

$325,466

$322,508

Revenue

$720,074

$723,318

Other Revenue

$16,539

$10,423

Revenue

$736,613

$733,741

Interest Received

$2,597

$6,975

Government Stimulus Received

$126,764

-

Other Income

$129,361

$6,975

$465,658

$307,332

Trade Receivables

$144,239

$54,147

Less: Allowance for expected credit loss

($10,971)

-

Other receivables

$146

Sales Revenue

Other Revenue

Note 5. Other Income

Note 6: Current Assets - Cash and Cash Equivalents

Cash at Bank on Hand Note 7: Current Assets - trade and other receivables

Note 8: Current Assets - Inventories Finished Goods - at cost

$49,139

$49,723

$263,760

$261,211

Prepayments

$10,592

$10,069

Other Deposits

$16,518

$600

Total

$27,110

$10,669

Note 9: Current Assets - Financial Term deposit Note 10: Current Assets - Other

64

Note 11: Non - Current Assets Property Plant & Equipment

2020

2019

Office Equipment- at cost

$100,697

$98,925

Less: Accumulated Depreciation

($98,325)

($95,169)

Total

$2,372

$3,756

Motor Vehicles - at cost

$80,675

$80,675

Less: Accumulated Depreciation

(26,201)

($14,990)

$54,474

$65,685

$56,846

$69,441

Total

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 2020

$3,756

$65,685

$69,441

Additions

$1,773

-

$1,773

Depreciation Expense

($3,156)

($11,212)

($14,368)

Balance at 31 December 2020

$2,373

$54,473

$56,846

Note 12: Non-current Assets Right-of-Use Assets

2020

2019

Land and Buildings right-of-use

$20,213

$17,253

Less: Accumulated depreciation

($3,354)

($10,321)

Total

$16,769

$6,932

65

NOTES TO THE FINANCIAL STATEMENT Reconciliations of the written down values at the beginning and end of the current financial year are set out below:

Right-Of-Use Assets

Total

Balance at 1 January 2020

$6,932

$6,932

Additions

$20,122

$20,122

Depreciation Expense

($10,285)

($10,285)

Balance at 31 December 2020

$16,769

$16,769

Note 13: Current Liabilities - trade and other payables

2020

2019

Trade Payables

$10,087

$14,153

Other Payables

$44,881

$68,648

Total

$54,968

$82,801

Note 14: Current Liabilities borrowings

2020

2019

Credit cards

$4,749

$5,395

Hire purchase

$16,318

$16,318

Total

$21,067

$21,713

Note 15: Current Liabilities - lease liabilities

2020

2019

Lease liability

$10,500

$6,932

Note 16: Current Liabilities employee benefits

2019

Annual leave

$56,538

$46,247

Long service leave

$40,282

$38,913

Total

$96,820

$85,160

Note 17: Current Liabilities - other

2020

2019

Grants recieved in advance

$347,727

$228,000

Note 18: Non-current Liabilities borrowings

2020

2019

Hire purchase

$35,539

$50,607

66

Total secured liabilities (current and non-current) are as follows:

2020

2019

Bank loans

$4,749

$5,395

Hire purchase

$51,857

$66,925

Total

$56,606

$72,320

Lease liability

$6,392

-

Note 20: Non-current Liabilities employee benefits

2020

2019

Long service leave

$2,418

$1,615

Note 19: Non-current Liabilities lease liabilities

Note 21: Equity - retained surpluses

2019

Retained surplus at the beginning of the financial year

$282,627

$279,548

Surplus after income tax expense for the year

$154,638

$3,079

Retained surplus at the end of the financial year

$437,265

$282,627

Note 22: Depreciation and finance costs

2020

2019

Property, plant and equipment

$14,368

$16,948

Right-of-use asset

$10,285

$10,321

Total depreciation

$24,653

$27,269

Interest and finance charges

$1,938

$3,783

Interst - lease liability (AASB 16)

$140

$210

Total finance costs

$2,078

$3,993

Finance costs

67

NOTES TO THE FINANCIAL STATEMENT Compensation: the aggregate compensation made to directors and other members of key management personnel of the company is set out below:

Note 23: Key Management personnel disclosures

2020

2019

Aggregate compensation

$166,714

$152,110

Key management personnel: Disclosures relating to key management personnel are set out in note 23.

Transactions with related parties: The following transactions occurred with related parties:

Note 24: Related party transactions

2020

2019

$18,205

$18,205

Purchase of goods and services from other related party of the Managing Director

$7,700

$7,700

Purchase of goods and services from Dynamic Taxation and Training Services

$11,880

$12,307

Purchase of goods and services from Mingara Leisure Group

$881

$1,572

Sale of goods and services: Sponsorship and other sales to Mingara Leisure group

Payment for goods and services

Ian Robilliard (Managing Director) is a current Director of Mingara Leisure Group.

Mark Holton (Chairman) is a former director of Dynamic Taxation and Training. Meg Granger (Director) is an employee of Dynamic Taxation and Training.

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 The following balances are outstanding at the reporting date in relation to loans with related parties:

Current Receivables

2020

2019

Loan from other related party of the Managing Director

$146

-

Current Borrowings

2020

2019

Loan from Loan from other related party of the Managing Director related party

-

$401

Terms and conditions: All transactions were made on normal commercial terms and conditions and at market rates.

68

Note 25. Events after the reporting period The announcement by the World Health Organisation in regard to the global pandemic outbreak of COVID-19 and the continued response of the Australian Government may materially affect the operations of the Company in future financial periods. Al the time of this report, the expected economic impact cannot be reliably measured.

No other matter or circumstance has arisen since 31 December 2020 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.

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 2020 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

Mark Holton Chairman

Ian Robilliard Managing Director

23 April 2021

69

CENTRAL COAST ACADEMY OF SPORT

2020 ANNUAL REPORT

70