CCAS Annual Report 2022

CENTRAL COAST ACADEMY OF SPORT 2022 ANNUAL REPORT

231 PARTICIPANTS 13 DIFFERENT SPORTS 14 TALENT PROGRAMS

100+ YEARS OF COLLECTIVE STAFF/ BOARD EXPERIENCE

100 COACHES AND VOLUNTEERS

4,388 ATHLETE'S SINCE INCEPTION

CONTRIBUTES

2.34M TO THE ECONOMY

OVER 41 AUSTRALIAN REPRESENTATIVES SINCE INCEPTION

OVER 5,500 VOLUNTEER HOURS

OVER 220K VOLUNTEER VALUE IN 2022

VALUE OF 15 JOBS TO THE REGION

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

Central Coast Academy of Sport’s mission is to provide training and education to talented athletes in a localised environment. In what was a challenging year the organisation has again successfully fulfilled this goal through both face to face and online sessions allowing 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:

• Athlete of the Year: Kaiden McNamara (AFL)

• Chairman’s Award Winner: Georgie Clune (Golf)

The Ray Sandell Dedication to Sporting Excellence Award: Allie Reid and Charlotte Rousell

• RASi Coaches Award: Robyn Low-Hart ( CCAS Triathlon Head Coach)

The 2022 awards celebrations were able to take place face to face for the first time in two years. 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. All CCAS Athletes took part in competitive, fun Athlete Celebration which was lead by the team at Teams Challenge Australia. All award winners were then invited to a face to face celebration at Mingara Recreation Club. My congratulations to every athlete who won awards and received graduation certificates.

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 Tye McGann for your support over the past year.

I would personally like to thank my fellow Board members, Ian Robilliard 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 2023 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.

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 2021 and I look forward to your continued involvement with the Central Coast Academy of Sport for many years to come.

Mark Holton Chair

2022 will go down as another important year for the Central Coast Academy of Sport. The results both in terms of athlete development and programs operated remains at a high level, this coupled with another significant year in terms of business development leaves me reflecting that 2022 was another outstanding year for the organisation. With any Small to Medium Enterprise business efficiencies are always on the operational agenda and I look forward with great anticipation of the plans that are now in place to further capitalize on this strong business position. A new company called Regional Academies of Sport Ltd now exists, this organisation will drive further operational efficiencies to both the Central Coast Academy of Sport and the Hunter Academy of Sport.

RAS Ltd has been established to merge many of the duplicated costs centers that exist in both regions, the very fact both organisations have a financial institution, both have an auditor, both have duplicated staffing structures, two Board of Directors, two of everything means duplication that can be rationalized so that cost savings can be applied to the very programs both organisations operate. What will remain are two distinct regions of the Central Coast and the Hunter, both regions will be serviced by a revised staffing structure and both regions will have their identities maintained.

As in past years the CCAS commercial platform remains

extremely robust, to our platinum partners, 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, Mingara One, Viatek, NSW Institute of Sport, Bishop Collins, Poche Indigenous Health, Crowne Plaza Terrigal Pacific, Central Coast Triathlon, Triathlon NSW, Basketball NSW, Netball NSW, Jack Newton Junior Golf, Shelly Beach Golf Club, Magenta Shores Golf and Country Club, Donnica Clarke Foundation, Central Coast Adventist School, Central Coast Grammar School, Scribal, all continue to make an incredible difference to the offerings the CCAS can provide.

Financially 2022 was another successful year, whilst a small financial loss is reported for the 2022 year (a deficit of $15,062 before income tax) this should be tempered against strong investments made to sporting programs, events, coach development and the longterm objectives and purpose of the CCAS. It is also noted that the Academy holds income in advance of approximately $110,000 (non – office of sport grant related) at 31 December 2022, which is eligible for recognition as revenue in early 2023. The CCAS holds significant cash reserves at year-end. The financial performance of the CCAS can be attributed to the diligence of the Board

and Senior Staff and the incredible financial and in-kind support of many local businesses along with the support of the NSW Government. Bishop Collins the CCAS auditor will again issue an unmodified audit opinion, a ‘clean bill of health’ for the CCAS this year.

The financial infographic in the annual report is pleasing, the highlights include: Total Revenue $987,715, Total Expenses $992,819, Total Deficit $15,062, Total Equity of the Company $462,998, Cash at the End of the Financial Year $350,911. The prudent financial management of the business is clear and with further expected cost saving the future of the organisations input into the region will only increase. The expected costs saving is but one side of the equation as a mirrored increase in sponsorship support is planned, the combination of both will mean even greater reserves for the core reason of the business. It would be an error not to acknowledge the support from the NSW Government, late in 2022 a phone call received by the then Minister for Sport, The HON Alister Hensken’s was another very clear sign how the Government values the role of not only the CCAS but the Regional Academies of Sport collective.

The CCAS has been well served by a highly dedicated and experienced Board of Directors, with the planned merge of the CCAS Board to RAS Ltd it was necessary to minimize the numbers and Steve McWhirter and

Lawrie McKinna both stood aside at the last meeting in December 2022. The value both gentleman provided to the CCAS has been enormous and a very sincere thankyou to both is acknowledged. My personal thanks to each of them for their ongoing support and interest in the organization. To Chair Mark Holton (Chair, Audit and Governance), Lawrie McKinna (Commercial Acquisition), Carolyn Kay (Commercial Acquisition), Meg Granger (Financial Operations), Sarah Ferman (Events), and Steve McWhirter (IT and Systems) my thanks for all you do for the organization both directly and indirectly.

In closing, I offer a very genuine vote of thanks to the staff of Emily Burgess-Moore Tye McGann and Tara Angel, all make an important contribution to the efficient operation of the business and again with RAS Ltd on the horizon I feel very comfortable that specialization of staff roles will evolve as the new structure is implemented.

One role that will change is that of my own, at the November Awards celebration I spoke about my pending transition to retirement, I am starting to look at a transition that will see Brett O’Farrell appointed as a Group CEO and while I remain as a Director my role will significantly change in 2023.

Ian Robilliard OAM Managing Director

1. Administration

I spoke briefly about the merger of two Boards (CCAS and HAS) into RAS Ltd, this will see the business undergo a change in operations including specialization of staff roles. RAS Ltd has been established as a Not-For-Profit entity with the aim to continue to support the aspirations of the athletes of the Central Coast. The CCAS brand and commercial mark will not change, nor will the catchment area be adjusted, RAS Ltd will continue to support local athletes from the Central Coast Council LGA, this won’t change. What will change is the minimization or the eradication of duplication across both the CCAS and the HAS and in turn stronger financial reserves to both organisations.

2. Finance and Assets

The financial wellbeing of the CCAS has provided a sound platform for the combining of both Boards and with further financial consolidation the financial base of RAS Ltd is strong. For further clarity RAS Ltd will represent both the CCAS and HAS, two distinct regions will remain and two sets of accounts will be maintained so each will operate on a consolidated fiscal model. The longevity of both regional academies is further protected against any financial downturn in business due to a combining of retained funds. The ability to further diversify both the income and expenditure base will position the CCAS (and HAS) in a very positive fiscal light. The CCAS enjoys a total equity position of and while this is critically important it must be considered against the overarching plan to introduce more programs to the suite of programs offered currently.

One exciting new strategy is the introduction of a Talent Radar (Pursu32), this program will unearth the very best talent across regional NSW and provide each participant a direct line of access to the NSW Institute of Sport. It is this type of innovation that will again separate the work of the regional academies of sport against the State Sporting Organisations. The CCAS enjoys a total equity position of $462,998 and while this is critically important it must be considered against the overarching plan to introduce more programs to the suite of sport programs offered currently.

3. Sports Programs

The Talent Radar (Pursu32) is a new program and this will be introduced in 2023 with an investment into a performance model delivered by XPS. It is planned that around fifty (50) of the very best emerging talent across the network is identified and then supported to be NSWIS ready. The selective recruitment into the program is to ‘identify emerging athletes with the potential to succeed’. This is an exciting initiative, and we look forward to getting this program started in 2023.

The planned number of athletes to be supported

by the CCAS in 2023 is approx. 260, this again is an ambitious number but it does provide a reach target to aspire to. It is hoped additional sports will be introduced to them market in 2023, these include a return of surfing, lawn bowls, MTB to name a few.

4. Commercial Operations

The commercial operations of the business remains the life blood of the organisation and with a new management structure the importance of maintaining a robust commercial program remains at the epicenter of the business. The projected commercial support generated from sponsorship to RAS Ltd in 2023 is $747,601 and specific to the CCAS is projected to be $402,522. This would ensure a combined total sponsorship income generated from the corporate program to be set at a new high. The evidence of combining the two-region strategy into the corporate market is anticipated to bring increased financial benefits to the two regions.

4. Regional Academies of Sport

The RASi network, the collective of other regional academies has again been positioned well in NSW, a number of firsts occurred very recently, a NSW RAS Awards event was held in Q1 2023 with outstanding results and great feedback. The USA RAS Study Tour was an investment by the organisation into something extremely special with the learnings to be imparted across many of the programs and events operated by the RAS collective in 2023. The leadership of RASi by Chair Mr Brett O’Farrell has been first class, his tireless work along with the other office bearers in Candace Boggs, Martin Bullock and Gerry Knights has again positioned the organisation well for future endeavors. What is now essential is to consider a strategy to continue to evolve the operational model of RASi. As RASi continues to gain momentum how can the governance structure also be developed to bring further benefits to athletes across NSW. Too often the majority of the work undertaken by RASi falls to a few, this needs to change, and I personally believe the way forward is to look at like minded businesses wanting to work in a collective manner and how best to cater for these organisations, the answer might well be to join RAS Ltd.

5. State Sporting Organisations

Much work has been done in working closely with State Sporting Organisations, what is abundantly clear is the Regional Academies remain the best placed organisations to work with athletes in a regional setting. The simple fact is regional academies are far better placed than the metro centric SSO’s to cater for athlete development in regional NSW. Some SSO’s identify this, and those that do recognize the value of regional support are fully engaged with the RAS network, other SSO’s don’t see this advantage, and this is why some are lagging behind. Regional Academies are experts in local pre-elite and elite

athlete development, and with plans afoot to build opportunities across the network with the launch of Pursu32 further opportunities otherwise not possible will come into effect in 2023.

Executive Summary

The work done in 2022 with RAS Ltd now coming into effect will provide a unique platform for this region to further capitalize on the solid platform established by the CCAS. With CV-19 now in the rearview mirror it’s exciting to be considering further growth plans for the athletes from the Central Coast region.

The RASi network is now funded to a level that will help ensure our growth plans can be realized, what’s needed in the immediate future is for the incoming Government to consider an amalgamation of the three funding streams into one, and secondly to consider a term of engagement that truly considers our focus on Brisbane 2032.

I wrote last year that the CCAS is a success story that this region should celebrate, it has many working parts and each as important as the other, my sincere thanks to the many people who make this organization tick. When I reflect upon this statement one year on, I get a strong sense that we are really now at a new beginning, a new beginning that will provide further programs and events for our many pre-elite athletes of our region due to RAS Ltd and the expected benefits this organisation will provide.

In closing, I write my last report as the organisations Managing Director, I’ve transitioned into a commercial

role for both the CCAS and the HAS, a role I will fully embrace to further position this organisation and HAS like no other.

When the CCAS was first thought of back in 2003 and then when we entered the market in 2004 I can reflect on the significant impact the CCAS has had on many athletes and coaches over the journey. The results over the past nineteen years has been extremely positive, many of those results would not have been possible without a committed and engaged staff, to Emily Burgess-Moore, Tye McGann, Bianca Smith, Sallie Partridge, Dave Ferguson, Tara Angell and Brett O’Farrell I offer my sincere thanks for your support but also for your genuine interest in making this organisation and indeed the Hunter Academy of Sport the best they can be. I earlier acknowledged the CCAS Board and again I’d like to say a very sincere thanks to them for their ongoing support to the region and the many athletes who have benefitted from exposure to the CCAS.

The RAS Ltd Board will be populated by Chair Mark Holton, Carolyn Kay, Sarah Ferman, Meg Granger and myself. This will ensure our region a strong voice into how RAS Ltd will operate. I have every confidence the plans now in place will set a new benchmark for the operations of the CCAS.

Sincerely,

Ian Robilliard OAM Managing Director

CHAIRMAN'S AWARD

GEORGIE CLUNE: GOLF

CCAS ATHLETE OF THE YEAR

KAIDEN MCNAMARA: AFL

2022 HONOUR ROLE:

SPORT AWARD RECIPIENT

AFL

Athlete of the Year

Rising Stars: Development

Rising Stars: U14's

Rising Stars: U16's

Rising Stars: U16's

RASI COACHES AWARD

ROBYN LOW HART: TRIATHLON

Kaiden Mcnamara

Brayden Evans, Scarlett Booth

Kiarra Hofbauer

Spencer Andrews-Bohringer

Taya White

Athletics Rising Star Deakin Wright

Basketball Athlete of the Year - Male

Athlete of the Year - Female

Rising Stars: Boys

Rising Stars: Girls

RAY SANDELL DEDICATION TO SPORTING EXCELLENCE

ALLIE REID & CHARLOTTE

ROUSELL: NETBALL

Golf Athlete of the Year

Rising Stars:

Hockey Athlete of the Year - Male

Athelete of the Year - Female

Rising Stars: Boys

Rising Stars: Girls

Netball Athlete of the Year

Rising Stars

Netball Umpires Encouragement Award

Triathlon Athlete of the Year

Rising Stars

Volleyball Rising Stars

Ben Hoffer

Olive Dahl

Cruz Mcmahon, Felix Abela, Brentan Gunderson

Annabelle Hedger, Leila

Heffernan, Mia Smyth

Finlay Taylor

Ngalan Ah-See, Georgia Clune

Cooper Gifford-Cock

Charlotte Tarleton

Nicholas Swift

Sarah Tweedie, Tarn Dilger

Tahnee Potter

Gabrielle Nicholls, Allie Reid

Carmen Smit

Hannah Stevenson

Ryan Vesper

Brock Milutinovic, Shae Quennelle

MARK HOLTON - CHAIRMAN'S SPEECH

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.

VALUES

INNOVATION: LEADING THE WAY

INTEGRITY: ACCOUNTABLE & PROFESSIONAL

TRUST: OPEN & HONEST IN OUR DEALINGS

ENTHUSIASM: PASSIONATE IN THE PURSUIT OF OUR OBJECTIVES

VISION

TO BE THE INDUSTRY LEADER IN THE DEVELOPMENT OF PRE-ELITE ATHLETES FROM THE CENTRAL COAST.

COMMERCIAL OPERATIONS

Maintain existing corporate levels of support.

Grow global partnership opportunities that benefit all regions involved with RAS Ltd.

Ensure local partnerships are considered and customised for financial security of each region.

Corporate partnerships to contribute over 50% of gross revenue (excluding NSW Government support).

Continue to grow NSW Government support in partnerships with the RASi business unit.

GOVERNANCE

Ensure a skill based Board with considered succession.

The Board must be engaged with the business, ‘noses in’ yet ‘fingers out’ Develop a considered succession plan and list / discuss succession at every Board meeting.

Maintain appropriate staff numbers.

RAS Ltd must consider an expansion model to capitalise of the platform now established.

FINANCE

Achieve funding security. Ensure diversity of funding to the organisation, including grants and commercial partnership that are global in coverage.

Stabilise IT systems & ensure capacity in IT is maintained and developed.

Redevelopment of RAS LTD Office (Centre of Excellence for Sport).

Diversify funding streams consider event opportunities eg Sponsor and athlete “pick up the tab” “corporate games”.

MARKETING & PROMOTION

Increase community recognition of participating regions.

Regional Brand development.

Extensive and meaningful Event Calendar.

Engage external stakeholders.

Improve stakeholder communication both internal and external.

Develop and implement a marketing and promotional plan.

ATHLETE DEVELOPMENT

Develop talented Regional athletes (CCAS and HAS at present).

Improve program quality and content including added performance support. Increase the number of sporting programs without losing quality.

Partner with SSO / local associations, engaged stakeholders.

Concentrate on known sports and also Olympic sports linked to NSWIS.

Introduce a talent radar for higher performing athletes (S&C).

Introduce AMS into the talent radar and sports programs.

FTEM model interaction.

COMMUNITY SUPPORT

SPORT SUPPPORT

OFFICIAL SUPPLIERS

OFFICIAL VENUES

SPONSORS

CCAS AFL PROGRAM

2022-23

The Central Coast Academy of sport AFL program took yet another huge step forward this year developing its structures and deliverables. This step forward did saw a change in athlete numbers with only a U14’s and U16’s squads for both male and female athletes.

This program was a great one, led by Mitch Ede again it was sure to be delivered at a high standard and it didn’t miss the mark. Towards the end of the program saw the athletes head down to the Giants High Performance Centre and do a meet and greet with some athlete and have a bit of a kick around on their field. In addition to the on-field sessions the athletes also had nutrition education and hydration testing, exposing the athletes to what it’s like to perform at an elite level on the education weekend.

"THE ATHLETES ALSO HAD NUTRITION EDUCATION AND HYDRATION TESTING, EXPOSING THE ATHLETES TO WHAT IT’S LIKE TO PERFORM AT AN ELITE LEVEL"

We were fortunate enough to have some amazing local coaches join in with the program this year as a development pathway not only for our athletes but coaches too. Some of which have had experience and or partaken in previous talent pathways, local representative fixtures, current talented Club Coaches and Senior football. Without those coaches a lot of the sessions wouldn’t have been able to be run to such a high standard.

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.

SQUAD MEMBERS

WOMEN'S

Aurora Barclay

Melanie Bendevski

Miia Brown

Madeline Coulton

Alexis Georgiou

Evie Maree Gordine

Ariya Gurnhill

Olivia Hemming

Kiarra Hofbauer

Mahlia Pollington

Kiara West

Sarah Woolford

MEN'S

Harry Ashby

Ewan Benbow

Tyron Bird

Koby Ede

Brayden Evans

COACHING STAFF

Kaiden Evans

Max Fletcher

Lachlan Gillies

Phoenix Jones

Bobby Kerrigan

Taj Knight

Isaac Lear

Brady Mackay

Lachlan Manning

Asher Mckiernan

Zave Mckiernan

Texas Milner

William Montgomery

Declan Newport

Cayden Norris

Archimedes Parker

Clay Partelle

Flynn Shackleton

Jake Tracey

Ethan West

Mitchell Ede Head Coach

SPONSORS

CCAS ATHLETICS & SWIMMING

2022-23

The 2022 Central Coast Academy of Sport Mingara

One Athletics and Swimming programs were all successfully launched in April 2022.

2022 saw both programs take a hybrid approach to boost numbers, quality and inter academy competition.

The Hybrid programs approach saw both the Central Coast Academy of Sport and Hunter Academy of Sport create a joint program to service both regions. The programs saw once a month session at alternating venues between Central Coast and Hunter, along with fortnightly strength and conditioning sessions which were facilitated in the respective regions.

In addition to this we also brought in the concept of an education conference for the hybrid programs to deliver all educational components from psychology and nutrition through to testing and drugs in sport to the conglomerate of athletes to ensure a cost effective yet engaging process for all.

Athletics head coach Ramona, lead the way for the season ensuring high quality sessions jammed pack

with technical, mental preparation, race concepts and conditioning supported by Tim and our athletic coaching team, there are prospective coaches in which we plan to bring in to help assist in the 2023 program, from more of a central coast base to help develop rapport with home coaches.

Swimming head Coach Graeme Carroll, lead the way for the season ensuring high quality pool sessions jammed pack with technical, mental preparation, race concepts and conditioning, along with the utilisation of a couple of underwater cameras for some dive, stroke and turn technique analysis all supported by Jen Noll, Brett Doring from coast sport and the swim team at NUsport.

In 2023 we will look to mimic that of what was delivered in 2022 and build upon the foundations and sprinkle in some more high performance qualities to the programs, like home based gym sessions as well as the utilisation of XPS with the goal to be able to track the athletes more readily to cater for loads and injury management in their train sessions.

ATHLETICS SCHOLARSHIP ATHLETES

Deakin Wright

Gabriel Irazabal

Jesse Masters

Kiara Riddell

Liam Smith

Mia Cross

Thomas Lawton

SWIMMING SCHOLARSHIP ATHLETES

Ava Hepburn

Felicity Ruzek

Haylie Green

Izzy Barnes

Jodie Mead

Lauren Baird

Marli Hoyland

Myah Dixon

Savanah Maynier

Olivia Edwards Cashar Darwin

Isaac Yeo

Jackson Tunnicliff

Jacob Falconer

Knoa Casey fernandez

Liam Davies

Reef Mueller

Riley Moore

Riley Wait

Zach Adams

Zavier Goulding

"HIGH QUALITY SESSIONS JAMMED PACK WITH TECHNICAL, MENTAL PREPARATION, RACE CONCEPTS AND CONDITIONING SUPPORTED BY TIM AND OUR ATHLETIC COACHING TEAM."

CONCEPTS

CCAS BASKETBALL

The Central Coast Academy of Sport (CCAS) Central Coast Granite Basketball program provided opportunities for thirty-four (34) athletes. The basketball program is continually growing, developing, and being refined, the program is very well supported, and the content is always evolving both practically and educationally off court with elements providing a very robust program encapsulating all performance facets for an elite pathway.

The program targets youth (12-16 years of age), with the primary focus of the program continuing to be the holistic development of the key fundamentals required to advance in the sport.

The organisation would like to thank the following coaches for their commitments to the program: Program Head Coach – Hammish Loader. Men’s and Women’s Coaches – Taylah Thomas, Gracie Reed and Nick Hassab. Video Analysis Technician – William Granger. Development Coach - Imogen Folitarik. Managers - Brent McMahon and Vicki Folitarik CCAS can’t thank their coaches and managers enough; without the above team of individuals this program and its deliverables would not be possible.

The volunteer hours, commitment and late nights that

have been dedicated into the program and coaching the CCAS athletes allows the program to grow every single year. Without the immersion and devotion to our program we wouldn’t be able to do what we love, give back to the athletes and help them on their pathway journey.

With Will Granger’s coaching expertise continuing to grow, so does the basketball program. Will’s appointment as the assistant coach of the Sydney Uni Flames WNBL and Head Coach of Central Coast Crusaders NBL1 Men, shows the plethora of knowledge and skill leading and developing not only CCAS players but coaches too. The strategy currently in place ensures athletes are being delivered elite level coaching and expectations ensures the athletes are being introduced to the very things needed for them to advance to higher representative honours along the pathway which will hopefully in turn see some of the CCAS athletes selected into state teams (NSW Country or Tours Team).

The high prevalence of training sessions allows the coaches to have a major influence on not only movement development and competency in basic and advanced skills, but more importantly it gives the coaches a chance to develop game play concepts and can also allow more of a team culture that is focused

building great athletes. The advantages the CCAS also holds because of the high frequency of trainings is the ability to supply continual feedback on development. This was evident at the Your Local Club Academy Games, CCAS continues to be a standout performer (top 3) at this event, which is a clear representation of the coaching quality, athlete development and consistency that this program can provide.

The Central Coast Granite basketball program continues to create a high standard of athlete in the basketball off-season, preparing the young athletes to return to their representative programs, displaying their development, growth and skills acquired over the course of the six to seven months in the squad.

What has become very evident over many years of this program is the necessity 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 whilst developing. This is a high priority for BNSW across the state as without this point of emphasis the team strategies and structures won’t

"THE HIGH PREVALENCE OF TRAINING SESSIONS ALLOWS THE COACHES TO HAVE A MAJOR INFLUENCE ON NOT ONLY MOVEMENT DEVELOPMENT AND COMPETENCY, BUT MORE IMPORTANTLY A CHANCE TO DEVELOP GAME PLAY

AND TEAM CULTURE"

CCAS BASKETBALL

2022-23

be built on the needed fundamental skills to perform the task expected in higher representative team’s and squads.

The 2023-24 program will be the ninth 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 and 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.

• Develop and refine a referee program to help build an abundance of officials to help with the development of the sport.

Wrapping things up, a huge shout out to Central Coast Granite for their ongoing support, this support facilitates CCAS delivering a high calibre elite basketball development program that is recognised not only by the RASi network but BNSW as well.

Complimenting this support is the high quality and experienced Coast Sport, as well as the venue at Central Coast Adventist School being 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.

SQUAD MEMBERS COACHING STAFF

MEN'S

Angus Barrett

Zac Barton

Luca Bennett

Noah Carr

Killian Cooper

Ike Diffin

William Dooley

Marley Fawcett

Joshua Geurs

Owen Howes

Max James

Oscar Mcmahon

Mason Potestas

Oliver Power

Oscar Puckeridge

Ronan Sims

Joshua Winter

WOMEN'S

Kate Auld

Anastasia Belthikiotis

Sienna Bird

Amelie Boonstra

Malia Carpenter

Priya Fawcett

Sienna Folitarik

Grace Garwood

Elley Hawken

Amarliyah Howes

Zali Knight

Lexie Morris

Charlotte Roder

Olivia Smeulders

Molly Smith

Zoe Smith

Sophie Vartan

Program Head Coach Hammish Loader

Women Head Coach Gracie Reed

Men Head Coach Hammish Loader

Women Assistant Coach Taylah Thomas

Men Assistant Coach Nick Hassab

Video Analysis Technician William Granger

Trainee / Development Coach Imogen Folitarik

Mentor Coach Ian Robilliard

Men Manager Brent McMahon

Women Manager Vicki Folitarik

"THE STRATEGY CURRENTLY IN PLACE ENSURES ATHLETES ARE BEING DELIVERED ELITE LEVEL COACHING AND EXPECTATIONS ENSURES THE ATHLETES ARE BEING INTRODUCED TO THE VERY THINGS NEEDED FOR THEM TO ADVANCE TO HIGHER REPRESENTATIVE HONOURS"

SPONSORS

CCAS GOLF

2022-23

The 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 2022/23 program included several Inter Academy Day with the Hunter Academy of Sport. The combined days were split between the Central Coast and the Hunter reigon, with each session having a different skill focus and progression all lead by Mark Ingrey. These session were designed to develop the athletes skills and strategic knowledge in preparation for academy games and further progression along the golf pathway. The athletes also had further education sessions on tournament preparation, practice, fitness preperations, sports psychology and sports nutrition.

Weekly sessions from November through to December, taking a break over the holiday season and returned in February and finished in April, most sessions were held at Shelly Beach Golf Club. Building confidence and getting everyone back playing the sport was key. The athletes were expected to go to as many tounaments as possible along with the combined days to get a lot of experience under their belts against good competition and to learn along the way.

Sessions were under the guidance and wealth of knowledge of Head Coach Peter Cliff. Guest appearances during our combined sessions meant the athletes were exposed to an abudnace of high quality

coaches and different game analysis technologies. The squad had their Golf Swing Analysed with video feedback and areas of correction for the athletes to work on as well as a couple of sessions with Zac Churcher at his driving range working on swing mechanics and technique.

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 asymetreies that the athletes can work through their Strength programs.

The program concluded with Academy Games, in which was played at Wagga Wagga Counrty Club on day 1 and at Tummit on day 2. A two-day tour where the athletes started in a shotgun style format which definitely put the squads 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, Zach Churcher from Pioneer Golf Performance Centre, 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.

"THE 2022/23 PROGRAM INCLUDED SEVERAL INTER ACADEMY DAY WITH THE HUNTER ACADEMY OF SPORT. THE COMBINED DAYS WERE SPLIT

BETWEEN THE CENTRAL COAST AND THE HUNTER REGION, WITH EACH

SESSION HAVING A DIFFERENT SKILL

FOCUS AND PROGRESSION ALL LEAD

BY MARK INGREY."

SQUAD MEMBERS

MEN'S

Blake Cranston

Levi Park

Harlan Giuliano

WOMEN'S Georgie Clune

COACHING STAFF

Peter Cliff Head Coach

Zach Churcher Special Guest Coach

SPONSORS

CCAS HOCKEY & UMPIRES

2022-23

The 2022/23 CCAS UAA Hockey Program has had a successful year with many high standard young athletes contributing to a continually developing high quality training environment throughout the program. The group of ten (15) boys and sixteen (16) girls trained weekly at the Wyong Hockey Complex, directed by Head Coach Brett Johnson.

The program ran from October through to April concluding at Your Local Club Academy Games. Education sessions included Sports Psychology (Your Path to Success, and Help out a mate), Drugs in sport, Strength and Conditioning and Nutrition, to best prepare the athletes for further representative levels within the hockey pathway and what is required to perform at the optimal level.

The athletes participated in our inaugural “Education/ Testing Conference”, with the focus on collecting performance based objective data to help with our strength and conditioning sessions as well as track the team’s improvements across the course of the season as well as educating them on the importance of health recovery along with nutrition and psychology.

The squad attended an Inter Academy Matchplay day in Late January with the Hunter, Northern Inland and North Coast Academies of Sport. 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. Later in February, Central Coast, Hunter, and Sydney Metro Squad came together for a day on the pitches filled with plenty of game play to practice what they had been learning and developing over the course of the season at that point. The day was a huge success, a great development opportunity that held on the Central Coast to continue to develop the comradery and skills of all athletes that were involved.

The program concluded in April at Your Local Club Academy Games, the development of the athletes and knowledge had across the season was on display at the games. We saw the Boy come close to gold but coming away with sliver and the girls winning some of their first games in 5 years. A huge thank you to the amazing coaching and management team that have led the way with the CCAS Hockey program and whom have built it to this point we are now at.

The 2022/23 CCAS UAA Hockey Umpires Program has had a successful first year. The group of two (2) boys trained weekly at Wyong Hockey Complex, under the direction of Head Coach Justin Wicks. The program ran in alignment with the hockey program, with sessions going from November through to April concluding at Your Local Club Academy Games.

The Hockey program shared sessions with our Umpires as some of our selected Umpires were dual sport

athletes. With Justin leading the way through the program, umpiring at a national level himself the athletes refined and developed their skills across the course of the program with the incorporation of game simulation at almost every training session.

The athletes cultivated their skills throughout February in game play conditions, umpiring at both and the Hunter combine Academy Day as well as the one hosted on the central coast with Sydney Metro squad.

WOMEN'S MEN'S

Skyla Barrie

Melissa Blume

Julie Brummer

Zoe Clarke

Tarni Dilger

Charlotte Dobson

Ellena Grey

Jess Henry

Emma Jones

Shayli-rose Macpherson

Bronte Mcdermott

Alana Miller

Emma Moore

Janine Southwell

Emily Tweedie

Sarah Tweedie

COACHING STAFF

Ryan Blanch

Garrick Brummer

Tobey Cooke

Hamilton Dobson

Tyler Dunn

Cooper Gifford-cock

Harry Kingsley

Lachlan Mylchreest

Ashton Patterson

Elijah Rea

Krish Sharma

Michael Southwell

Nicholas Swift

Declan Thorne

Jonte Wicks

Brett Johnson Head Coach

Justin Wicks Head Umpire Coach

Michael Tweedie Goalkeepers Coach

Petere Moore Girls Coach

Tracey Williams Girls Assistant Coach

Karen Jones Girls Manager

Mark McDermott Boys Assistant Coach

Roz Cheetham Boys Assistant Coach

Erin Tengdahl Boys Manager

"THE SQUADS RECEIVED ON FIELD TRAINING WITH SPECIALIST COACHES, EDUCATION SESSIONS TO ENCOURAGE POSITIVE LIFESTYLE CHOICES AND ENHANCE PERFORMANCE."

SPONSORS

INDIGENOUS TALENT ID

Underwriting Agencies Australia (UAA) again was fully supportive of the Indigenous Talent ID (ITID) Program. This level of support is the solid foundation that lays the groundwork to give Central Coast Academy of Sport the capacity to help these young athletes grow and help them reach their full potential. To add to this support POCHE Indigenous Health Network have continued their support as a secondary sponsor to continue to help not only grow this event but support local Indigenous athletes.

The unfortunate news in 2021 was that CCAS did not have the ability to run the Indigenous Talent ID Day, due to COVID restrictions and lockdowns. CCAS however ran two days in 2022 to ensure no athletes miss out, one in April and one in November held at Breakers Stadium, with over 120 students registered and attended to participate in a variety of sports offered. The CCAS once again received outstanding support from the AFL, Golf, Netball and Basketball representatives. The response

from the region in terms of students attending was some of the best to date.

As per the previous years, an Indigenous Talent ID 6 Week Training Program was offered to selected athletes in term 3 2022 and term 1 2023, 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, netball session and some strength / challenge-based gym sessions.

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

SQUAD MEMBERS

WOMEN'S Sienna-mae Montgomery

Brooke Turner

Shae Ferguson

Gracie Green

Emily Hodder

Amelia Devine

MEN'S

Hunter Ryan

Bailey Vaeau

Jayden Wormleaton

Ethan Anderson

Tennyesn Higgins

Trey Oldfield

Lucas Turk

Maoi Lalovi gafa

"THE RESPONSE FROM THE REGION IN TERMS OF STUDENTS ATTENDING WAS SOME OF THE BEST TO DATE."

SPONSORS

CCAS NETBALL

The Central The Central Coast Academy of Sport 2022 Greater Bank Netball program provided a high-performance training environment for a selected squad of pre-elite netballers that reside on Central Coast. The program is Led by head coach Jessica Morgan, assistant coaches Cathy Watson, Lee Starkey, and squad manager Donna Judge, the 2022 CCAS Netball program achieved fantastic results across the course of the year.

The year started with sessions throughout the first block, spanning from December through to April. During this period the squad was exposed to numerous high intensity sessions from match play during RASI Camp through to the M1 clash between Newcastle and Central Coast at Academy Games. Not only this but it also saw our athletes and coaches attend Aspire day to assist in giving back to our younger netballers coming through.

Block 2 of the program found the athletes this year back on the court instead of locked down. The athletes and coaches were able to build on what they had started to learn and work on during block one. The girls managed to fit in 6 sessions in block two in preparation for the academy challenge, which hadn’t been run for two years due to lockdowns and covid. The sessions were not only focused on strength and conditioning, education, skill, and footwork, but games, scenarios and much much more.

2022 saw all the program return to some normality and remain face to face during the second block. It displayed a high level of commitment and resilience for the girls along with plenty of fun. The end of the second block saw the CCAS girls head to Port Macquarie for the academy challenge, which was seen to be very competitive and enjoyable environment. A few words from Jess (head Coach) on how the weekend played out:

“The first day of the tournament saw the athletes placed into teams with athletes from other academies to play in what is called “Challenge Day”. They got to meet new people from different academies, play alongside them and receive coaching and feedback from a different coach. How cool is that!! But, to say there were a few nerves would be an understatement! This was brand new for everyone. After a few reassurances that everything would be fine and encouragement to try to enjoy the day, I saw their confidence and determination start to shine. I think everyone would agree that it was a great day and that they took a lot out of that experience.”

“Both teams were placed in challenging divisions and had their work cut out for them from the first whistle. We talked about how to implement our game plan, setting individual goals and also being reminded to have fun of course. Determined in every way, the girls were courageous and focused to do their best and they really did indeed. Our Division 1 team had 3 wins and 3 losses over the two days of competition. Our Division 2 team

battled their way through some tightly contested losses and snagged a deserving win in their last game. Beyond the wins and losses, it was just amazing to see the teams and individuals play great netball and achieve some of their personal goals. Speaking of personal accolades, I need to recognise the achievement of Jeorgia Bourke who was voted MVP of the entire Division 2 - Green pool! Amazing effort, Jeorgia and so well deserved! Lastly, a huge congratulations (and a big thank you!) to Mia Smit and Carmen Smit, our amazing Team White, who both received their National C-badge at the tournament! Well done girls on a great weekend of umpiring! “

Highlights for the CCAS 2022 Netball program include:

- The athletes having the opportunity to help at the Aspire Day with Sam Poolman followed by match play with Hunter Academy.

- The athletes having the opportunity to take part in the 'RASi Camp' and having access to be trained by some of NSW's top coaches as well as Suncorp Super Netball players.

- Competing at the Academy challenge in Port Macquarie for the first time in a couple of years

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

COACHING STAFF

SPONSORS

CCAS NETBALL UMPIRES

2022-23

The Central Coast Academy of Sport’s 2022 Greater Bank Netball Umpires program provided an imperative pathway program for local aspiring umpires. After the applications were assessed and trials conducted CCAS accepted three (3) applicants to join the 2022 program.

The umpires program shadowed a similar training regime to that of the netball program. The umpires received expert coaching from Head Coach Abby Holloway who has extensive experience umpiring at an elite level for an extensive period.

The year started with sessions throughout the first block, spanning from December through to April. During this period the squad was exposed to numerous high intensity sessions focusing on skill development and techniques. There were two (2) of the three (3) selected to attend academy games to umpire throughout the three-day tournament to help refine some of the game play scenarios that were practiced at training.

Block 2 of the program found the athletes this year back on the court instead of locked down. The athletes and coaches were able to build on what they had started to learn and work on during block one. The girls managed to fit in 6 sessions in block two in preparation for the academy challenge, which hadn’t been run for two years due to lockdowns and covid.

The end of the second block saw the CCAS girls head to Port Macquarie for the academy challenge, which was seen to be very competitive and enjoyable environment. A few words from our coach – “A huge congratulations to Mia Smit and Carmen Smit, who both received their National C-badge at the tournament! Well done girls on a great weekend of umpiring!” - Abby

This wouldn’t have been possible without the full support of the coaches and managers. A big thank you to the primary partner of the CCAS Netball program Greater Bank, the venue support through the Central Coast Adventist School and Netball NSW who continue to greatly support the Academy programs and the junior development pathway.

SQUAD MEMBERS

COACHING STAFF

Rhiannon Donaldson

Mia Smit

Carmen Smit

Abbey Holloway Head Coach

"THE CENTRAL COAST ACADEMY OF SPORT’S 2022 GREATER BANK NETBALL UMPIRES PROGRAM PROVIDED AN IMPERATIVE PATHWAY PROGRAM FOR LOCAL ASPIRING UMPIRES."

SPONSORS

CCAS TRIATHLON

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 aid in the transition between local and club representation and the Triathlon New South Wales Emerging Talent Squad.

The Triathlon squad for 2022/23 consists of 10 athletes: 5 boys and 5 girls. The coaching line up for 2022/23 was Head Coach - Robyn Low-Hart, and Assistant Coach - Tia Hart

The program commenced with a combined camp with Hunter Academy of Sport at Point Wolstoncroft. The Camp consisted of Nutrition Education, Psychology Education, Running Mechanics Analysis from the team at Drs In Motion, as well as Strength and Conditioning and plenty of skills and breakdowns of micro skills involved in Triathlon.

A bicycle skills and swim session was held at Mingara Recreation Club utilising the Legends carpark and swimming pool to help the athletes at the beginning of the program and to prepare the athletes with draft legal endorsement for the bike leg as well as becoming race legal in the prep for the Biligence Pathway Series kicking off. A major focus of the program this year again was The Triathlon NSW Biligence Pathway Series. In

light of limited and modified racing opportunities that have occurred over the last couple of years, the series consisted of Six (6) events with the objectives of safe, cost-effective racing that align 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.

A Functional Movement Screening (FMS) was performed individually at Coast Sport in Tuggerah, with its focus to pinpoint strength and weaknesses of each athlete in the program. The FMS results were used to develop a strength program to alleviate any asymmetries and with a focal point of counteracting the athletes weaknesses, enabling the athletes to address areas of concern and enhance performance.

Athletes were provided with educational components that included Sports Nutrition, Clean Sport 101, AntiDoping and Psychology around performance. The program concluded at Academy Games, which split into two days of racing.

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

SQUAD MEMBERS

COACHING STAFF

WOMEN'S Morgan French Kayla Hart

Tia Hart Hannah Stevenson

MEN'S Wade Barr Ryan Vesper Caleb Northey Blake Kemp

Head Coach Robyn Low-Hart Development Coach Ainsley Hart Assistant Coach Sunny Starr-Carusi Manager Rod Northey

"THE FMS RESULTS WERE USED TO ALLEVIATE ANY ASYMMETRIES AND WITH A FOCAL POINT OF COUNTERACTING THE ATHLETES WEAKNESSES, ENABLING THE ATHLETES TO ADDRESS AREAS OF CONCERN AND ENHANCE PERFORMANCE"

The directors present their report, together with the financial statements, on the company for the year ended 31 December 2022.

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

Stephen McWhirter

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.

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 deficit of the company before income tax amounted to $15,062 (2021: surplus of $44,795).

Information on Directors

Name:

Title: Qualifications: Special responsibilities:

Name:

Title:

Qualifications: Special responsibilities:

Name:

Title:

Qualifications: Special responsibilities:

Name:

Title:

Qualifications: Special responsibilities:

Name:

Title: Special responsibilities:

Name:

Title: Special responsibilities:

Name: Title:

Mark Holton

Chairman

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

Ian Robilliard OAM

Managing Director

Bachelor of Education (PE)

Managing Director and Chair of Operations

Stephen McWhirter (Resigned December 2022) Director

Bachelor of Education

Chair of IT and Systems

Carolyn Kay Director

Bachelor of Business

Chair of Commercial Operations

Lawrie McKinna (Resigned December 2022) Director

Chair Business Acquisitions

Sarah Ferman Director

Meg Granger Treasurer

Meetings of directors

The number of meetings of the company's Board of Directors ('the Board') held during the year ended 31 December 2022, and the number of meetings attended by each director were:

Mark Holton

Ian Robilliard OAM

Stephen McWhirter

Carolyn Kay

Lawrie McKinna

Sarah Ferman

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

After balance date events

In April 2023, the Company provided a loan of $97,069 to Regional Academies of Sport Limited (an entity with common Directorship) to assist with initial setup costs of the entity.

No other matter or circumstance has arisen since 31 December 2022 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 state or territory.

Indemnifying officer or auditor

During the year, the company effected a directors and officer's liability policy. The insurance policy provides cover for the directors named in this report, the company secretary, officers and former directors and officers of the company. 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.

Ian Robilliard Managing Director

STATEMENT OF PROFIT AND LOSS

STATEMENT OF FINANCIAL POSITION

STATEMENT OF CHANGES IN EQUITY

STATEMENT OF CASH FLOWS

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, incorporated and domiciled in Australia. Its registered office and principal place of business are Mingara Regional Athletics Track, Mingara Drive, Tumbi Umbi NSW 2261.

A description of the nature of the company's operations and its principal activities are included in the directors' report, which is not part of the financial statements.

The financial statements were authorised for issue, in accordance with a resolution of directors, on 6 June 2023. 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.

Going concern

The Company, along with an affiliate entity the Hunter Academy of Sport, intends to combine resources and management structures to obtain the required efficiencies in athlete training and management in financial year 2023. An entity with common Directorship, the Regional Academies of Sport, is proposed to complete these tasks on behalf of the Company from financial year 2023.

Until such a time as all regulatory and other matters (including funding contracts and otherwise) have been approved by the NSW Office of Sport, and appropriate funding contracts transferred to Regional Academies of Sport, the Company will continue to operate.

Basis of preparation

These general purpose financial statements have been prepared in accordance with the Australian Accounting Standards - Simplified Disclosures issued by the Australian Accounting Standards Board ('MSB'),

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.

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; 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 from 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. Other receivables are recognised at amortised cost, less any allowance for expected credit losses.

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.

Investments

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 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 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

When an asset or liability, financial or non-financial, is measured at fair value for recognition or disclosure purposes, the fair value is based on the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date; and assumes that the transaction will take place either: in the principal market; or in the absence of a principal market, in the most advantageous market.

Goods and Services Tax 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.

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 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.

10: Current Assets - Other

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

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

Ian Robilliard (Managing Director) is a current director of Skilled Sports Pty Limited and Mingara Leisure Group.

Mark Holton (Chairman) is a director 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:

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

Note 27. Events after the reporting period

In April 2023, the Company provided a loan of $97,069 to Regional Academies of Sport Limited (an entity with common Directorship) to assist with initial setup costs of the entity. No other matter or circumstance has arisen since 31 December 2022 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 2022 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.

On behalf of the directors

Mark Holton Chairman Ian Robilliard Managing Director

CENTRAL COAST ACADEMY OF

SPORT 2022 ANNUAL REPORT