Water Polo Australia Annual Report 2020/21 by Olympic3

ANNUAL REPORT

2020/21

ANNUAL REPORT 2020/21 PRESIDENT REPORT.................................................................................2 CEO REPORT..............................................................................................4 MESSAGE FROM THE AUSTRALIAN SPORTS COMMISSION.................7 HIGH PERFORMANCE ..............................................................................8 COMPETITION & EVENTS.......................................................................10 PATHWAYS................................................................................................12 LEARNING AND DEVELOPMENT............................................................13 ATHLETE WELLBEING/ENGAGEMENT & ATHLETES’ COMMISSION...................................................................14 20 YEAR ANNIVERSARY OF SYDNEY 2000 OLYMPIC GAMES................16 SPORT DEVELOPMENT AND GROWTH .................................................18 WATER POLO IN AUSTRALIA SNAPSHOT..............................................19 2020/2021 SEASON STATISTICS: ............................................................19 MEMBERS................................................................................................20 BOARD COMPETENCY AND ATTRIBUTE MATRIX..................................22 DIRECTORS’ REPORT..............................................................................23 AUDITOR’S INDEPENDENCE DECLARATION .......................................26 STATEMENT OF COMPREHENSIVE INCOME ........................................27 STATEMENT OF FINANCIAL POSITION .................................................28 STATEMENT OF CHANGES IN EQUITY ..................................................29 STATEMENT OF CASH FLOWS ...............................................................29 NOTES TO THE FINANCIAL STATEMENTS ............................................30 DIRECTORS’ DECLARATION...................................................................38 INDEPENDENT AUDITOR’S REPORT ....................................................39 ORGANISATION STRUCTURE .................................................................40 THANKS TO OUR PARTNERS..................................................................41 HONOUR ROLL........................................................................................42

PRESIDENT REPORT

It is my pleasure to present the 2020-21 Water Polo Australia (WPA) Annual Report. The last 12 months have continued to present challenges right across the world as a result of the ongoing COVID-19 pandemic. While the world came to a halt in 2020, it was positive to see some normality start to return in 2021 before we were again confronted with lockdowns and restrictions across the country. This has reinforced to me over the last 18 months that the water polo community is one that continues to demonstrate adaptability and resilience and I’d like to thank our members, at all levels of the sport, for their understanding during these times. With only a limited number of national events delivered during the period, the Board and I look forward to the time when our water polo community can reunite. We look forward to being able to deliver in person programs for our athletes, coaches and officials as well as a vibrant national events calendar. WPA is in a strong financial position successfully navigating the financial impact of COVID-19. A surplus of $0.2 million was achieved in 2020-21. Members equity has increased to $0.8 million following a third consecutive year of modest surpluses. Cash holdings sit at $2.0 million which includes $0.9 million in unspent high performance funding and cash reserves of $0.6 million in line with the cash reserves target.

During the 2020-21 period, WPA together with the State Associations, was able to deliver a new National Strategic Framework. The development of the National Strategic Framework is a significant step forward for water polo in Australia. It unites our whole sport under a single strategic framework to guide the sport over the next decade. I’d like to thank the members, Clubs and States for their input and commitment to ensure the roadmap for our sport could be delivered. Our collective mission is to create success today, to inspire tomorrow and to be a team for life. To achieve this, participants, clubs and sustainability will be central to everything we do and at the heart of our decision making. As leaders we have a responsibility to leave the sport in a better place and we must continue to look ahead. Whilst the National Strategic Framework articulates a time bound vision to 2030, it is a dynamic and evolving strategy that will be reviewed and updated annually to reflect the consensus of the water polo community. The Board and I are excited to see the work going on to establish and implement a new Learning and Development Framework and look forward to seeing that come to life ahead of the 2021-22 season. This will assist to deliver on the first phase of the National Strategic Framework which is focused on build capacity and capability.

HIGH PERFORMANCE We find ourselves in a unique position this year, with 2021 becoming an Olympic year due to the delayed Tokyo Games. Our Aussie Sharks and Aussie Stingers have shown why they are the leaders of our sport, continuously demonstrating strength, resilience and resolve during a Games like no other. Their lives were turned upside down when the Olympics were postponed last year but all rose to the occasion and remained committed to the task at hand. On behalf of the WPA Board, I’d like to congratulate the players 2

that were selected to represent Australia in water polo in Tokyo. A special congratulations to Bronwen Knox, Rhys Howden and Richie Campbell who join an elite group who have been selected to represent Australia at four Olympic Games. This is an outstanding achievement for all three athletes and makes Bronwen the most capped Australian women’s player and first to play at four Olympics. Following the Tokyo Olympic Games, the WPA Board will review the performances of the squads as well as the structures that support the national squads. While the Paris Olympics are only three years away, any changes will need to consider the long-term success at future Olympic Games.

COMPETITION The COVID-19 restrictions impacted the hosting of national events in 2020-21. The 2021 Australian Waterpolo League (AWL) was reduced to eight days in an attempt to avoid the impact COVID-19 restrictions. The AWL was to be the launch event for a festival of water polo starting in March 2021 in Brisbane. It was to be followed by the Australian Youth Water Polo Championships and Green v Gold exhibition matches. Disappointingly all these events were forced to be cancelled at the last minute due to a snap lockdown in Brisbane. WPA would like to acknowledge the support received from competitors, families, friends, volunteers, clubs, staff and sponsors in making this difficult decision. With restrictions on international travel already limiting the playing opportunities for our Aussie Sharks and Aussie Stingers in the lead up to the Tokyo Olympics, following the cancellation of the AWL, WPA worked collaboratively with Water Polo New South Wales and KAP7 Australia to deliver the KAP7 Cup in Sydney providing the players much appreciated games.

The WPA Country & Masters Championships made a return in 2021 and was the only national event held during 2020-21. I was fortunate to head to the Gold Coast to see the fabulous work that went into this event come to life. Once again, I’d like to thank KAP7 Australia for their support in making the Country & Masters Championships happen and be successful.

IN CLOSING I would like to acknowledge and thank the many volunteers who give up their time to ensure our sport can be enjoyed by so many. I would also like to thank our incredible WPA staff who were able to adapt and navigate through what was an incredibly challenging year. As sports navigate past COVID-19 lockdowns and what the new normal might look like, I am pleased to know there are so many passionate people, committed to ensuring water polo remains a sport of choice for so many. Stay tuned to our website to stay up-to-date with the new programs and initiatives that will be launched during the 2021-22 season and we look forward to seeing you on the pool deck. Trent Birkett President, Water Polo Australia 3

CEO REPORT

Like all national sports and our local communities, the last 12 months has been an unprecedented time for all of us as we have navigated the challenges of the COVID-19 pandemic. What has continued to impress me during my 18 months in the role as CEO, is the way our water polo community has come together to support each other and the willingness to be adaptable during these challenging times. We know so many people, young people in particular, have missed being able to train and compete, and enjoy water polo with their friends. We too look forward to regaining some normality as the 2021/22 summer season approaches and hope that 2022 will see national sport return stronger than ever. In late 2020, we presented the new National Strategic Framework (NSF), which for the first time in the history of Australian water polo, unites the sport under one shared mission and vision. The new strategic framework is for both the national and state organisations, with a common mission, vision, values and behaviours which provides a great opportunity to influence the future direction of water polo in Australia. The overarching framework provides sufficient flexibility to allow each State and Territory to apply strategies that suit their local environment while contributing to the overall mission and vision for water polo. We also released the WPA Operational Plan through to June 2022, which focuses on aligning and building capability and capacity to deliver significant growth moving forward.

DEVELOP A key strategic element outlined in the NSF, is to enhance capacity and capability to enable scalable growth. WPA recognised that in order to achieve this, it was important that we review the current state of play and use the learnings to help build a vision for the future of developing and educating water polo’s volunteers, coaches, officials, and clubs. Ahead of the 2021/22 season, the release of the new Learning and Development Framework will make access to learning for our coaches and referees more affordable and more accessible. It is fundamental to our ability to grow the sport that we have coaches and officials who can provide a wonderful experience for participants at all levels. Water polo has a rare opportunity to be industry leading in this area given the size of the sport and the willingness to support our coaches and officials. Changes to our membership structure will enable WPA to provide this support as well as removing barriers for people who would like to become involved in the non playing roles. The new ClubPool digital platform was released and will also assist community club administrators and volunteers to access club development resources and tools to help with the development, growth and sustainability of their clubs. It will remain our ongoing priority to ensure that volunteers 4

are supported and recognised, with the ultimate goal of expanding and enhancing the strong club culture within the Australian water polo landscape.

PLAY As part of WPA’s commitment to supporting the development and delivery of water polo in Australia, State Associations each received a grant of $15,000 as part of WPA’s Kickstart grants. The Kickstart grants were designed to assist State Associations in launching a new program or initiative within their community, to get people back to playing water polo, or involved for the first time. Participants, clubs and sustainability are at the heart of the NSF with this support for the State Associations vital to ensure that as each region exited lockdown restrictions with support and plans in place to run successful water polo programs for the 2020/21 summer season. Despite the challenges of the pandemic, water polo registrations in 2021 increased by 19% which is thanks to the efforts of our State staff and Club volunteers across the country, thank you. With the goal of making sure pools are accessible in most capital cities, WPA undertook National Aquatic Facility Study to establish a benchmark of available and suitable pool facilities across Australia. With the report now complete, WPA are working to create tools that will assist community clubs in sourcing and negotiating pool space, that will ultimately help water polo to grow across the country.

PROSPER The 2021 Olympic year provided the perfect platform to raise the profile of the sport through promotions. Thanks to the hard work of the Aussie Stingers and Aussies Sharks, Water Polo received significant promotions leading into the delayed Tokyo Olympic Games through editorial coverage as well as through social media. Despite the Australian Youth Water Polo Championships being cancelled due to a snap lockdown in Queensland, the support the Suncorp Team Girls and News Corporation Australia provided strong platforms to promote the sport, connecting the grassroots through to the elite. Partnerships such as these help to raise the profile of water polo in Australia and assist WPA in working towards its goal of being a well-managed financially independent organisation. Special thanks must also go to Tourism and Events Queensland, Brisbane Economic and Development Agency, the Australian Institute of Sport, Sport Australia, the

Australian Olympic Committee, State Institutes, KAP7 Australia, Delfina Sport and 2XU for their ongoing support of WPA across our major events, national squads and pathways programs. As we look to the future and are hopeful of the return of events during the 2021/22 season, WPA looks forward to continuing to work together with its partners to create strategic relationships that support our goal of raising the profile of water polo. Over the last 12 months, WPA continued to develop and evolve its Alumni Network and Engagement Strategy, led by Athlete Wellbeing and Engagement Manager Sharyn Arnold and WPA Alumni Coordinator Keesja Gofers. Through connecting generations of players, staff and referees, WPA has worked hard to establish an Alumni database which will overtime become a single source of truth, and an excellent historical record of information for the organisation. Special thanks must also go to WPA Historian Tracy Rockwell for his support on this project.

PERFORM During the reporting period, WPA delivered the National Performance Framework, to provide players, coaches, parents, referees and administrators at all levels of water polo with an understanding of the overall framework around their journey as an aspiring player, coach or referee within the sport. The goal of the Performance Framework is to create sustainable success, that not only recognises and enhances the contributions made by all stakeholders but outlines the clear multi-year integrated performance plans for all national programs. Under the guidance of General Manager – Performance Charles Turner, the high performance unit will continually review and evolve our structures to ensure they are fit for purpose in an ever changing high performance environment.

OLYMPIC GAMES In 2020, we celebrated the 20th anniversary of the Sydney 2000 Olympic Games. The home Olympics inspired a whole new generation of water polo players in Australia. It was also the Games our Aussie Stingers made Olympic water polo history winning the first ever women’s gold medal win. That win paved the way for women’s water polo not only in Australia, but across the world. In 2020, Sydney Olympics Aussie Stingers captain Bridgette Gusterson was inducted into the Sport Australia Hall of Fame (SAHOF). Being inducted into the SAHOF is one of the highest honours an Australian athlete can aspire to. Bridgette’s leadership of the Aussie Stingers on their journey towards the gold medal will remain in the memories of all Australian water polo fans. We were thrilled to hear the news that the world’s biggest sporting event will be returning down under, with Brisbane confirmed as the host city of the 2032 Olympic Games. The water polo community reaped the rewards of a home Olympic Games in Sydney 2000 and another home Olympic Games will not only provide an opportunity to unearth the next generation of Olympians, but will see government’s at all levels invest in additional sporting infrastructure to support sporting programs from grassroots through to elite. Water polo, like all Australian sports, has the opportunity to tap into the momentum that will be created in the next 10 years, in the lead up to Brisbane 2032, to help grow the footprint of the sport on the domestic scene. I’d like to congratulate the Aussie Sharks and Aussie Stingers teams, and the coaches and support staff, who have been selected as part of the Australian Water Polo teams for the Tokyo Olympic Games. For a ‘Games like no other’ our squads and our high performance teams have had many

Nicola Johnson, as General Manager – Pathways, along with Charles have undertaken a large amount of work focused on providing greater transparency and structure around the National Age Group Programs, to ensure they are fit for purpose to produce players, coaches and officials that will push through to perform at the senior National level.

EMPOWER With the ultimate goal of uniting our sport to unlock its potential, WPA has been working hard with States and clubs to deliver the sport’s vision, and to grow and develop its people and programs. With the NSF in place, WPA worked closely with its State Associations to develop aligned Operational Plans for each of the States and Territories, with clearly defined and agreed roles and responsibilities and targets at both a state and national level. As we work towards delivering national events again during the 2021/22 season, WPA will continue to assess the ways in which we can celebrate water polo. The Australian Waterpolo League (AWL) will be the centerpiece to this, with its hopeful return to the national competitions calendar, WPA are exploring all avenues to ensure that the 2022 AWL can be delivered safely, and in full. 5

challenges that they have faced along the way with the COVID-19 pandemic not only forcing the event to be delayed by 12 months, but impacting preparations. At each turn, our teams rallied together to ensure they could give themselves the best possible opportunity to represent their country proudly at the Olympic Games. A special mention to Bronwen Knox, Richie Campbell and Rhys Howden who have etched their names in history as three of only seven players to be selected for four Australian Olympic teams in water polo. This achievement is a testament to the hard work, dedication and commitment of these three players who have worked hard to remain at the top of their sport for more than a decade.

COMPETITIONS It was unfortunate that the Australian Youth Water Polo Championships (AYWPC), Australian Waterpolo League (AWL) and National State Championships, were unable to be held in 2021 due to the ongoing impacts of the COVID-19 pandemic. I would like to thank the AWL Clubs and Isabella Andersson who worked around the clock in the 48 hours after the AWL was cancelled, to stand up a competition in Sydney over the Easter weekend. While it was not perfect, it reflected an attitude of adaptability and cooperation that stands us in good stead moving forward. But as we start to regain some normality, and look towards the future, WPA are working tirelessly behind the scenes in collaboration with our State colleagues to ensure we can deliver the National Competitions Calendar for the upcoming 2021/22 season. The 2022 Australian Youth Water Polo Championships were set to head west, with Perth intended to be the host. However, with travel restrictions still in place across the country, the event will return to Brisbane, Queensland in 2022, with Perth to instead host the 2023 event. Brisbane will also play host to the postponed National State Championships, which will take place in the river city in January, and the 2022 19U, 17U and 15U Championships to proceed as planned in September (Victoria and QLD) and December 2022 (NSW and Tasmania).

PRIDE IN SPORT WPA joined seven other peak sporting bodies to pledge our commitment to implementing governance that supports a greater level of inclusion for trans and gender diverse people in our sport. As a founding member of Pride in Sport, WPA was proud to further extend our sport inclusion policies to include transgender and gender diverse people. From athletes to officials to volunteers, it is our priority to ensure that everyone feels welcome in our sport, and we are committed to providing a safe and inclusive environment. 6

WPA WORKFORCE This year we were fortunate enough to welcome Charles Turner to head up the high performance unit on the road towards Tokyo. Dual Olympian and executive coach Katie Foulkes joined the team in the role of General Manager – Learning and Development, supported by Scott Schweickle in the role of Learning Content Coordinator, who will help bring the Learning and Development Framework to life. We also welcomed Phil Bower to the team in a new part time, paid role of National Referees Coordinator. I’d also like to take the opportunity to acknowledge the outgoing staff from our high performance team, Aleksandr Osadchuk, Elvis Fatovic and Predrag Mihailovic who played an integral role in leading our high performance programs during the Tokyo Olympic cycle.

IN CLOSING As Australia begins to emerge from lockdowns and restrictions, and we start to regain some normality, I look forward with excitement to the water polo community reuniting. The challenges that we have all faced over will only make us stronger, and I know that the water polo community will continue to stick together throughout these unprecedented times to ensure that we can all enjoy water polo again when it is safe to do so. I’d like to thank the Water Polo Australia Board for their continued support of not only myself in my role, but their strategic oversight for the organisation and the sport. Thank you also to the States, and the National Executive Group, for their willingness to work collaboratively to ensure that our sport continues to grow and is able to reach its full potential. Richard McInnes Water Polo Australia CEO

MESSAGE FROM THE AUSTRALIAN SPORTS COMMISSION Like so many Australians, sport has been a cornerstone of my life and has shaped me in ways I could never have imagined. I am passionate in my belief in sport’s unrivalled ability to unite, inspire, and build healthier, stronger communities and I am committed to ensuring that every Australian who wants to be part of a sports community, in any role, enjoys the extraordinary benefits and grows as a result of their engagement with the sport of their choice. The Australian Sports Commission (ASC), comprising Sport Australia and the Australian Institute of Sport (AIS), is proud to support Australian sport at all levels, on behalf of the Australian Government. We nurture and develop sport at the community level with the help of our partners across the industry. This support extends to our Australian athletes competing at the pinnacle of world competition. The unprecedented challenge of the global COVID-19 pandemic since 2020 has required incredible resilience as a society and within our sport sector. We know, however, sport is playing a crucial role in the nation’s rebuilding efforts, which presents us with great opportunities. The Tokyo Olympics and Paralympics were shining examples of the hope and inspiration sport can provide to our elite athletes, but also the communities they represent. Postponed a year, it was wonderful to see our Australian athletes respond to this adversity with the equal-best gold medal haul in our Olympic history and a total of 46 medals across a myriad of sports. Our Paralympians also overcame the toughest of preparations to excel and inspire Australians, bringing home 80 medals including 21 gold across 10 sports. More so, it was inspiring to see how our Olympians and Paralympians represented us so proudly with humility and respect, reinforcing their status as important role models. This is important, because we need Australian sport to carry forward a legacy from one generation to the next. This is about building sustainable improvement and success across everything we do.

We want to inspire a thriving participation base, recognise the invaluable contribution of our volunteers, build sport capability and give our elite athletes the very best chance to succeed to competition and life beyond. We are immensely proud of our many programs and initiatives that support a connection and involvement with sport at all levels. Our national Sporting Schools program provides an important first step to get children active and engaged through sport, while the AIS’s focus on wellbeing can ensure our athletes feel supported during their time in high performance sport so it is as positive and rewarding as it can be. There is so much to look forward to with a golden runway of major sporting events on home soil over the next decade, leading to the Brisbane 2032 Olympic and Paralympic Games. Some of the world’s biggest sporting events will converge on our shores, with World Cups or World Championships locked in for basketball, cricket, football, and netball, to name a few, presenting more wonderful opportunities for Australian sport to thrive. South East Queensland’s winning bid for the 2032 Olympic and Paralympic Games provides an incredible opportunity to unite the nation through sport and provide all Australian children the chance to dream of representing their nation on the world’s biggest stage, right here at home. 2032 has become a giant target to aim towards, aligning our sports, our infrastructure, and our communities to leave a positive legacy for a post-COVID Australia. This is a pivotal time for our sector and the future green and gold runway provides an opportunity to consider the role that each of us can play in building a stronger, leaner and healthier sports industry. On behalf of the ASC, thank you to everyone who contributes to Australian sport with the aim of making it better for all. I could not be more excited for sport in Australia and the opportunities that will come our way. Josephine Sukkar AM Chair of the Australian Sports Commission

HIGH PERFORMANCE

During the reporting period of July 2020 through until June 2021, the Performance team focused on preparations of the senior squads for the Tokyo Olympic Games. The postponement of the Tokyo Olympic Games to July 2021, presented unique challenges for the national squads with both the men’s and women’s programs looking at initiative strategies to prepare for a delayed Olympics while not being able to leave Australia. COVID-19 restrictions saw the Aussie Sharks and Aussie Stingers start 2021 spread across the country, training in their home bases under the State institute programs. Managing the various camps and training blocks in a COVID environment also proved challenging, with both the Aussie Stingers and Aussie Sharks restricted to Australian based training. Special recognition must go to the squad medical team and staff as they navigated the changing landscape of COVID-19 while ensuring they were able to give squads adequate training camps in a safe environment. While both squads looked at opportunities to replicate match time experiences, the lack of international competition did prove the greatest hurdle leading into an Olympic Games. The KAP7 Cup in Sydney provided the opportunity for domestic based competition for some of the national squad members, but any competitive momentum generated by this event was negated by the cancellation of the 2021 Australian Waterpolo League.

AUSSIE STINGERS The Aussie Stingers were fortunate to find a home away from home on the Sunshine Coast, Queensland. After spending two weeks on the far north coast of New South Wales in Ballina, the Stingers settled into their new base on the Sunshine Coast, where they would largely be based until departure for the Tokyo Olympic Games. The Aussie Stingers squad tried to replicate competition with scrimmages with the Pathway to Paris squad and junior boys teams. In May, the Australian Women’s Olympic team for the Tokyo Games was unveiled by the Australian Olympic Committee at the St Andrew’s Anglican College on the Sunshine Coast. Bronwen Knox created Olympic history by being named as part of the 13-strong women’s water polo, becoming the first Australian woman to make four Olympics in water polo. Seven debutants were also named in the squad, with Rio Olympians Zoe Arancini, Keesja Gofers, Hannah Buckling and Lea Yanitsas returning for their second Olympic Games and captain Rowie Webster selected for her third. Tokyo Olympic Team: 1.Lea Yanitsas 2. Keesja Gofers 3. Hannah Buckling 4. Bronte Halligan 5. Elle Armit 6. Bronwen Know 7. Rowie Webster 8. Amy Ridge 9. Zoe Arancini 10. Lena Mihailovic 11. Matilda Kearns 12. Abby Andrews 13. Gabriella Palm. Head Coach: Predrag Mihailovic

AUSSIE SHARKS The Aussie Sharks maintained their Sydney base in preparation for the Tokyo Olympics, with training camps held sporadically in Newcastle, Gold Coast and the Australian Institute of Sport in Canberra. Three Aussie Sharks squad members were based overseas for the beginning of 2021, with captain Aaron Younger, Lachlan Edwards and Nathan Power playing for Italian and Spanish clubs in the European leagues. Younger who remained in Europe made history becoming the first Australian to form part of three winning LEN Champions League, in 2021 with Italian powerhouse Pro Recco. The remaining Aussie Sharks squad assembled at the Australian Institute of Sport for the selection camp in June where the 13 man squad for the Tokyo Olympics was unnamed. Rhys Howden and Richie Campbell both equalled the Australian Olympic Water Polo record making their fourth Olympic Team with Aidan Roach Joel Dennerley and captain Aaron Younger returning for their third Games. There were two sets of brothers among the 13 with dual 8

Olympian George Ford joined by his brother Andrew making his debut along with Blake and Lachlan Edwards. Following selection, the Aussie Sharks were fortunate to travel to Hawaii for their final Olympic preparations, where they trained alongside the USA Men’s Olympic team, before departing for Tokyo. Post Olympic Games signifies a changing of the guard, with Head Coach Elvis Fatovic notifying WPA he will be exploring other opportunities post Olympics. WPA undertook a recruitment of a new National Men’s Coach/Coaching Director. The new position will lead the men’s program across the country working with the whole system, in addition to pool deck coaching of the Aussie Sharks. Greater engagement with the AWL clubs and leading coach development will highlight a change in focus for the Performance team. Tokyo Olympic Team: 1.Anthony Hrysanthos 2. Richie Campbell 3. George Ford 4. Goran Tomasevic 5. Nathan Power 6. Lachlan Edwards 7. Aidan Roach 8. Aaron Younger 9. Andrew Ford 10. Tim Putt 11. Rhys Howden 12. Blake Edwards 13. Joel Dennerley. Head Coach: Elvis Fatovic.

LOOKING AHEAD With such a short runway to the Paris Olympic Games that will be held in 2024, the WPA Board will review the Tokyo Olympic Games and look to implement strategies from the respective reviews. The new coaching structures that will be put in place with the Men’s and Women’s programs will signify a renewed emphasis on system leadership with greater collaboration with national junior coaches as well as AWL Clubs. The FINA World Championships will be held in May 2022 in Tokyo and will provide the first international competition opportunity for the Aussies Sharks and Aussie Stingers post the Tokyo Olympic Games. The short turnaround time to the World Championships will provide a good stepping stone on the road towards Paris. The new Coaches for the national men’s and women’s programs will be sharing their vision and progress for the next Olympic cycle, and beyond, with the water polo community as both squads set their sights on bettering their results at the Paris Olympic Games. 9

COMPETITION & EVENTS

Like many sports, competitions and events have been hit hard during the last 12 months from local community events through to national competitions. But like many other areas of the sport, the water polo community has demonstrated resilience, adaptability and passion with new and innovative approaches taken. AUSTRALIAN YOUTH WATER POLO CHAMPIONSHIPS

AUSTRALIAN WATERPOLO LEAGUE

The Australian Youth Water Polo Championships (AYWPC) was impacted by COVID-19 pandemic, forced to be cancelled at short notice largely due to the snap lockdown in Queensland. 154 teams were entered to take part, however the safety of WPA members, staff and volunteers were the absolute priority and the tough decision was made to cancel the event.

With travel restrictions in place across the country, the Competitions Committee worked tirelessly to implement a new format for the 2021 Australian Waterpolo League (AWL). Set to be held in Brisbane for the week leading into the AYWPC, the AWL was going to kick off what was designed to be an incredible opportunity to showcase all levels of water polo in one location. A festival of water polo was going to take over Brisbane with the AYWPC and AWL, alongside Green vs Gold games featuring the national squads in the lead up to the Tokyo 2020 Olympic Games.

The Australian Youth Water Polo Championships will return to the national events calendar in 2022, set to be held in Brisbane from 14-18 April 2022.

Unfortunately less than 48 hours before the first match, Brisbane was forced into a snap lockdown forcing all events scheduled for that time to be cancelled. Following the cancellation of the AWL, four men’s and four women’s teams from Sydney Clubs had the opportunity to play in the KAP7 Cup. In a matter of days the event was able to be brought to life thanks to the support of the AWL Clubs, Water Polo New South Wales and KAP7 Australia. The round robin style event showcased a high-quality competition, featuring the majority of the Aussie Sharks and Aussie Stingers Olympic squads. A proud Sydney Uni Lions club were crowned champions of both the men’s and women’s divisions, in a thrilling day of action hosted at their home pool, and live streamed for the broader water polo community across all News Corporation Australia mastheads.

NATIONAL STATE CHAMPIONSHIPS The National State Championships was slated to make its much anticipated return in 2021 – an opportunity for up and coming talent to represent their State and showcase their skills in front of selectors for the National Age Group Program (NAGP). Originally scheduled to be held in South Australia and Western Australia in late 2021, the decision was made to postpone the event due to border closures and COVID-19 restrictions. The 2021 National State Championships will now be held in Brisbane in January 2022, with the original 2022 events scheduled to proceed as originally published for later in the year. 10

LOOKING AHEAD

WPA COUNTRY AND MASTERS CHAMPIONSHIPS With no national level competitions held since March 2020, the water polo community rejoiced at the return events with the WPA Country and Masters Championships successfully held in May 2021. The inaugural event took place on the Gold Coast, with 23 teams from across the country competing in the Country and Masters divisions, and 10 teams taking part in a Beach Water Polo Fours exhibition on the final day.

Water Polo Australia acknowledges that it has been a very challenging 12 months and would like to thank the water polo community for their understanding during this difficult time. The support and patience that the entire community has demonstrated during the last 12 months is to be commended. WPA are working tirelessly behind the scenes to ensure the National Events Calendar comes to life in the upcoming season, and we wish our community the best of luck in their local competitions as we await the return of national events in 2022.

NSW reigned victorious in both the men’s and women’s Country divisions, with Mantas (QLD) and Victoria’s Secret (VIC) taking out the Masters crowns. G5’s (QLD) won gold in the women’s Beach Polo Fours competition, and Mermaids (QLD) won the mixed division.

Steps have already been taken to ensure the 2021/2022 events can proceed, with the relocation of the Australian Youth Water Polo Championships and National State Championships from Perth to Brisbane, as well as the adjustment of dates.

A special thanks must go to KAP7 Australia who were able to deliver the new event concept across the event management and promotion. Their organisation and constant monitoring of the COVID-19 situation meant that contingency plans were able to be put in place.

As the whole of Australia navigates what the world will look like in post COVID-19 lockdowns, Water Polo Australia will continue to work with the State Associations, Clubs, coaches and State Governments to ensure national events can be delivered in a safe manner. 11

PATHWAYS

The 2020/21 period continued to present challenges for the National Age Group Programs due to COVID-19 restrictions. However, Water Polo Australia in consultation with the State Associations and team coaches, revised the structure and program delivery model in order to adapt and ensure the next generation of talent coming through our pathways remained engaged with the sport. A 15-month long program was developed, commencing in July 2020 through to September 2021 to ensure the NAGP squads are prepared for competition as well as provide tools for athletes to ensure they were able to develop the characteristics WPA has identified for its pathways athletes. Many of the planned camps were unsurprisingly postponed or cancelled given the COVID-19 challenges. In May and June of 2021 some successful camps were held at the Australian Institute of Sport (AIS) in Canberra, as well as in Perth, for the Junior men, Youth men and women and Cadet men and women squads. Athletes were lucky to participate in water polo based sessions during these camps as well as sessions around strength and conditioning, mobility, nutrition, recovery, and athlete wellbeing.

A huge thank you must go to the dedicated volunteer coaches who give their time so generously to support the pathways athletes, with more than 20 coaches involved in the NAGP camps throughout the reporting period. The majority of squad athletes invited to the camps were able to attend, however due to travel restrictions, not all of the Victorian based athletes and coaches could attend. WPA is hoping the 2021/22 season will provide the chance to safely welcome all invited athletes and coaches to be at NAGP camps. In addition to the in-person camps, a number of online sessions were also facilitated for the NAGP athletes, their parents and coaches. These included: • Discussions with the Aussie Stingers and Aussie Sharks on various topics including time management, overcoming setbacks, US College water polo, and the importance of education and sport. • Parent sessions on how to best support children on their water polo journey. • AIS led session on time management, communication, goal setting and resilience.

LOOKING AHEAD WPA will work closely with the athletes and coaches across all three age groups on the holistic development of the athletes and coaches, delivered through camps and online sessions. This will help to strengthen the relationships with the athletes local daily training environment. The focus of the performance pathways are for athletes that will take part in the FINA World Cadet and Youth Championships (for both men and women) that is set to take place in 2022. While many challenges during the last 12 months have required many changes and different approaches to the NAGP delivery model, strong advances have been made in developing the NAGP and WPA look forward to building on the foundations that have been laid. 12

LEARNING AND DEVELOPMENT

As part of the new National Strategic Framework, a new staffing structure was developed during the 2020/21 period, with two new roles developed to help deliver the learning and development objectives. These roles are General Manager Learning & Development, and National Growth and Education Coordinator. The key focus of the Learning & Development department was to review the current state of play, and use those learnings to help build a vision for the future of developing and educating water polo’s volunteers, coaches and officials.

aim to make these more frequent and readily available as part of the new Learning and Development Framework. In the interim, WPA will leverage digital tools to facilitate online learning opportunities for the community.

The main aim was to build the capability of water polo coaches and officials to ensure that they create environments in which all of the athletes and developing officials they work with can thrive.

During the L&D review process, one of the biggest observations is the willingness of the water polo community to share their knowledge and experiences around coaching and refereeing. The opportunity to hear from our people – coaches, officials, and broader community – has demonstrated how passionate and knowledgeable they are.

To assist with the review and building towards the future, WPA assembled the Coaching and Referee Advisory Committee (CRAC). They were tasked with providing support on the technical aspects of coaching and refereeing, and the operational delivery of strategic initiatives to enhance the attraction, retention, development and performance of coaches and referees in water polo across Australia.

Thank you to the water polo community who have been able to share their honest insights, as ultimately this will impact how the new Learning and Development Framework is delivered.

In addition to the CRAC, WPA also completed thorough member wide consultations, on the learning and development needs of the community. This included a member wide survey and more than 50 one-on-one interviews to establish the areas that were currently working, and where attention needed to be focused to develop more resources. With the review now complete, WPA are working towards delivering a new look learning and development system which will aim to connect the sport from grassroots to elite. This will all form part of the Learning and Development Framework, which will be unveiled and made available to the water polo community ahead of the 2021/22 season. While the Learning and Development Framework will evolve over time, there will firstly be a refresh in the way coaches complete learning and streamline processes for water polo referees and officials in Australia. The impacts of COVID-19 restrictions have been felt right across Water Polo Australia. Lockdowns have impacted the capacity for the water polo community to come together, and in particular for the learning and development community to learn from one another via face-to-face workshops, through observing best practice and opportunities to reflect on performance together. WPA understands that opportunities to learn ‘in the role’ are best and 13

ATHLETE WELLBEING/ENGAGEMENT & ATHLETES’ COMMISSION

The 2020/21 year was a year like no other, capped off in sensational style with the Aussie Stingers and Aussie Sharks arriving in Tokyo for the delayed Olympic Games. Congratulations must go to both teams who finally made it to Tokyo, after an extraordinary preparation within the continuing COVID-19 pandemic, a testament to individual resilience and determination from athletes and staff. While we celebrate the teams selected for the Tokyo Olympics, a special acknowledgement must also go to those athletes who committed to the senior national program but missed out on final Olympic selection. The commitment and time required of national team athletes is challenging, especially when there are no guarantees and their commitment and contribution to the program is very much appreciated. Despite the challenges presented during 2020/21, major opportunities, programs and support were delivered for the national senior and age group program athletes.

EDUCATION With the postponement of the Olympics, several of our student athletes resumed or re-engaged in study. Thanks to the members of the Australian Institute of Sport (AIS) Elite Athlete University Network who went above and beyond to support athletes during this period. A special thanks must be extended to Helen Bryson (University of New South Wales), Naomi McCarthy (Griffith University), and Sydney University for their support and advocacy for water polo athletes during this period. Two water polo athletes were fortunate to receive AIS Education Scholarships through the John and Myriam Wylie Foundation. Congratulations to Nathan Power and Maddy Steere on the successful completion of their post graduate studies through UNSW. WPA’s Athlete Career Support also supported four water polo athletes, Aaron Younger, Lea Yanitsas, Anthony Hyranthos and Bronwen Knox, through financial contributions to support professional registrations or Continual Professional Development requirements related to their vocation.

MENTAL HEALTH & WELLBEING EDUCATION WORKSHOPS Mental health and wellbeing education sessions were offered to a range of groups throughout 2020 and 2021. These were delivered through WPA, AIS and Australian Olympic Committee (AOC) wellbeing teams and included: • Mental Health during Covid • Mental Health in sport • How to have a wellbeing conversation • Burnout and self-care • Coaches Wellbeing Toolkit • Introduction to respectful behaviours • Parents and Friends – how to support your athlete 14

• Parents and Partner – Aussie Stingers selection wellbeing information session • Parents and Friends – supporting your athlete in nonselection • Aspiring Athlete Training Program • Mentor program training ( including Mental health literacy, communication, interpersonal effectiveness)

CONNECTING GRASSROOTS TO ELITE The Aspiring Athlete Program was developed by WPA and Aussie Stingers squad member Elle Armit, in consultation with WPA alumni and senior national program athletes. The program was a combination of education and mentoring to provide junior athletes with information, strategies and case studies of how current Aussie Stingers and Aussie Sharks have managed their high performance journey, while also pursuing education and careers. The program was delivered to 100 athletes over 12 sessions including athletes from Launch to LA squads and Victorian and ACT training squads. Presenters were required to complete training provided through the AIS to be involved in the program. Thank you to program presenters Elle Armit, Nathan Power, Amy Ridge, Maddy Steere, Tim Putt, and Lachy Edwards. Thank you also to our national alumni and water polo friends who shared their expertise in the development of this program, Don Cameron, Eddie Dennis, Nicola Johnson, Georgina Kovacs, Jacki Northam, Greig Richardson, Jane Waldburger Kerry Turner, Naomi McCarthy, Ryan McDermott Mandy Kalyvas (ACT Education), and Chris Higgisson (AIS PD). In early 2021, WPA also piloted two rounds of an Athlete Mentor Program, with the Aussie Sharks and Aussie Stingers mentoring the next generation, the National Age Group Program athletes. Mentors were involved in a mentor development program including training in communication and presentation, mental health literacy and emotional intelligence. Both pilot programs were conducted in the lead up to NAGP camps, with 22 mentees and 16 mentors taking part. Feedback from both mentors and mentees has been positive including... “My mentor has helped me see the bigger picture. It has helped me deal with school, water polo & social independently rather than it all becoming overwhelming” (NAGP squad member).

“We are extremely grateful to our mentor for taking the time to mentor our athlete. They made a significant positive impact at a time that has been challenging. The WPA Mentor Program was a fantastic initiative” (NAGP squad member).

NATIONAL PROGRAM ATHLETES CONTRIBUTING TO THE HIGH PERFORMANCE SYSTEM Thanks to the AOC and AIS, the following athletes were given the opportunity to support broader National System initiatives. • AIS Athlete Advisory Group – Rowie Webster • AIS Women’s Health Initiative – Hannah Buckling and Lea Yanitsas • AIS Wellbeing Health Check and AIS Pride in Sport program – Rowie Webster • AIS Planet Ark National Tree Day – Keesja Gofers • AOC Athletes’ Commission – Rowie Webster

WATER POLO AUSTRALIA ALUMNI Dual Olympian Keesja Gofers continued in the role as the WPA Alumni Coordinator with the WPA Alumni Program aiming to connect generations of players through communication, promotion of alumni members and hosting events. In the last 12 months, WPA has worked to establish an Alumni database that will include retired athletes, staff and referees. The Alumni has increased promotion to celebrate the careers of past players, staff and referees in and out of the pool. ‘Koffee with Keesja’ is a video series that brings together members of the WPA Alumni who share common careers to discuss life after sport. WPA is looking forward to hosting numerous Alumni networking events, when it is safe and possible to do so, with plans in place to host events in line with national competitions including the Australian Waterpolo League finals.

• Operational effectiveness of the commission

– Two-way communication tools with all athletes, and agreed approach

– Standing meeting agendas published for all athlete contribution

– Develop annual work plan aligned to WPA strategy and HP plans

• Athlete representation

– The Commissioners are eager to provide visibility to the NAGP athletes

– Potential to include ex-officio members or invitees from the AOC, FINA, Oceania, NIN and AIS Athlete Commissions to broaden the conversations and perspectives

• Promotional opportunity

– Celebrate the extracurricular effort the commissioners spend through promotion at events (AWL Finals, AYC) and through digital platforms

– Marketing support to tailor CVs, LinkedIn profiles and business cards

– Opportunities to represent WPA as commissioners for media, speaking engagements

The Athletes Commission welcomes the introduction and retention of WPA Alumni Coordinator and notes the value connection it provides. The Athletes Commission would also like to thank Athlete Wellbeing and Engagement Manager Sharyn Arnold for the focus on mental wellbeing that she provides in her role, and will continue to support Sharyn in ensuring this topic remains front and centre in communication with WPA and sporting authorities.

LOOKING AHEAD The priorities for the Athletes Commission moving forward will be to further develop and refine athlete support programs to:

Thank you to four-time Olympian Thomas Whalan who provided national program athletes with rent free storage through his Rent a Space business during the women’s residential camp.

• Continue to broaden and develop alumni engagement initiatives

Thank you also to the alumni members, Joel Swift, Johnno and Nicola Cotterill, Rebecca Rippon and Thomas Whalan, who contributed their advice and experience towards the WPA Athlete transition resource.

• Implement the WPA transition program to support retiring athletes

ATHLETES’ COMMISSION CHARTER

ACKNOWLEDGMENTS

Aussie Stingers Bronwen Knox was engaged to review the current Athletes’ Commission Charter to ensure this important group remains viable and retains a clear focus in a changing system. Several recommendations were identified through this process, and based on the findings of this review, Athletes’ Commission Chair Jane Waldburger (nee Moran), prepared the following recommendations for the Governance Committee:

Special thanks to the AIS People & Development team for their leadership, funding and support of the WPA Athlete Wellbeing & Engagement program. Access to a range of programs and services has helped to support the wellbeing of our high performance athletes, coaches and staff.

• Focus on professional development

– Can provide incentive (and reward) to incoming commissioners to participate in the governance of their sport

– Development opportunities identified to benefit the commissioners include Australian Industry of Company Directors mini-courses, AIS Athletes Commission courses, ‘on-the-job’ experience within the WPA structure

• Formalise WPA Athlete Ambassador roles to deliver mental fitness programs for the water polo community

• Support the implementation of Athletes Commission recommendations.

In addition to this, WPA would like to acknowledge the wellbeing support provided to athletes through State institute partners. Thank you to Hannah Watso and Jemma Dessauvagie (WAIS), James Henry and Mia Vriens (QAS), Leesa Gillard and David Madigan (VIS) as well as Anthony Quinn (NSWIS). Chairperson: Jane Waldburger (nee Moran) Secretary: Johnno Cotterill Commissioners: Lea Yanitsas, Richie Campbell, Aaron Younger 15

20 YEAR ANNIVERSARY OF SYDNEY 2000 OLYMPIC GAMES

In 2020, Water Polo Australia celebrated the 20 year anniversary of the Sydney 2000 Olympic Games. The opportunity for the Aussie Sharks and Aussie Stingers to compete in front of home crowds was a career highlight for many who had the privilege. The Sydney 2000 Olympics were a game changer for water polo in Australia, with the women’s team clinching an epic 4-3 win over the USA, to win gold. After finally winning Games inclusion in April 1997, it was a fairytale ending 100 years in the making, and the Aussie Stingers etched their names in history as the first female water polo Olympic gold medalists. The Australian Men’s team were unlucky to qualify for the Atlanta 1996 Olympic Games, making their return to the Olympic stage in 2000 under the guidance of Head Coach Don Cameron and captain Daniel Marsden. As part of the Australian Olympic Committee’s #MySydney2000 campaign, WPA connected fans through social media to celebrate the different stories that made the Sydney 2000 Olympics so memorable. There were so many stories that contributed to the home Olympics, including our athletes, staff, coaches, referees and those who ensured water polo had equal representation in Sydney. Feature interviews included: • Sydney 2000 Olympians Eddie Dennis, Daniel Marsden and Mark Oberman • Gold medalists Danielle Woodhouse OAM and Jo Clark OAM • Support staff Andrea Mosler, Jacki Northam and Sharyn Arnold • Women’s Head Coach Istvan Gorgenyi • WPA Alumni Kerry Turner and Leanne Barnes OAM • Judge’s Oath, Olympic referee and former WPA President, Peter Kerr AM • Sydney 2000 Water Polo Venue and Competition Manager, Ross Coggan • Australian Olympic Committee President and IOC Vice-President, John Coates AC. 16

SPORT DEVELOPMENT AND GROWTH

During the 2020-2021 period, Water Polo Australia unveiled it’s National Strategic Framework (NSF), with a key focus to build on the capability and capacity of the sport in preparation for future growth and sustainability. From this, the Sport Development and Growth department over the last 12 months has laid the foundations to deliver to the NSF, with changes and new resources to be created to support the development of the water polo community. Working collaboratively with the State Associations, a number of reviews have been carried out across project areas including membership, club support, FlippaBall participation and data analysis. From this, action plans have been developed with updates and refreshes of each of the project areas, which will be rolled out early in the 2021/22 season. A major project during the reporting period was the inaugural National Aquatic Facility Study, carried out to establish a benchmark of available and suitable water polo facilities across Australia. This report will allow WPA to release tools to assist clubs in sourcing and negotiating pool space to help water polo grow in different regions and towns across the country. As with all aspects of life and broadly across all areas of sport, COVID-19 had and is continuing to have a major influence on sport development through the restrictions around community sport. Water Polo Australia has used this time to work closely with clubs and the States to work on new and appropriate resources to assist community water polo clubs with the transition back to ‘business as usual’ when safe to do so. Human resource and funding limitations across all levels of the sport continues to be a major influencer and while at times restricts capability, have also forced opportunities to be creative and find non-traditional solutions to help the sport to thrive. WPA would like to thank the community club volunteers who have continued to give 100% to their water polo community, despite the challenges that have been faced in the last 12 months. Thanks to the ongoing support of Sport Australia, in particular with funding, it has proved to be a major influence and enabler of WPA’s sport development across the country. Looking ahead, the 2021/22 water polo season is shaping up to be an exciting one, with an abundance of new tools and resources set to become available that will assist with building capacity and capability across the country. 18

The roll-over into the new summer competition season will bring changes to the membership model making the sport more accessible as well as increases in value and rewards for members. Similarly, the new season will also see the launch of ClubPool, an online resource hub supporting club administrators and volunteers in their roles on the ground. With these solid foundations in place, 2021/22 will shift to focusing on targeted campaigns to grow and expand FlippaBall, WPA’s entry level program, recruit and reward volunteers for the hard work and dedication they continue to demonstrate and increase youth engagement opportunities through the introduction of a Youth Advisory Committee. WPA is looking forward to seeing everyone back on pool deck in the near future as the country navigates its roadmap out of COVID.

WATER POLO IN AUSTRALIA SNAPSHOT

2020/2021 SEASON STATISTICS:

51% 47%

50% 48%

2% UNSPECIFIED

JUNIOR SENIOR

FEMALE MALE

19%

GROWTH ON THE 2019/20 SEASON

245

GROWTH ACROSS ALL STATES, WITH A LARGE 124% GROWTH IN TAS!

AFFILIATED GROUPS (CLUBS, ASSOCIATIONS AND OTHER GROUPS)

1648

REFEREES & OFFICIALS

403

COACHES

MEMBERS NATIONAL TOTALS Senior

5,194

Youth

7,524

Social

492

Flippa

1,386

WA MEMBERS Senior

1,376

Youth

1,063

Social

Flippa

884

School

174

Non-Playing

272

Come and Try

Unpaid

3,921

TOTAL MEMBERS

School Non-Playing

3,524

Come and Try

177

WPA Direct

Unpaid

345

TOTAL

923

19,642

SA MEMBERS Senior

107

Youth

144

Social

Flippa

School

Non-Playing

Come and Try

Unpaid

QLD MEMBERS Senior

550

Youth

2,554

Social

364

Flippa

School

Non-Playing

NSW MEMBERS

1,336

Senior

2,064

Come and Try

Youth

2,805

Unpaid

Social

Flippa

357

School

112

Non-Playing

1,390

Come and Try

Unpaid

264

4,947

TOTAL MEMBERS

ACT MEMBERS

388

TOTAL MEMBERS

7,043

TOTAL MEMBERS

Senior

Youth

296

Social

Flippa

School

Non-Playing

Come and Try

Unpaid

524

TOTAL MEMBERS

TAS MEMBERS

VIC MEMBERS Senior

920

Youth

557

Social

Flippa

School

Non-Playing

103

Come and Try

Unpaid

1,580

TOTAL MEMBERS

1,162

TOTAL MEMBERS

Senior

Youth

105

Social

Flippa

School

636

Non-Playing

323

Come and Try

Unpaid

BOARD COMPETENCY AND ATTRIBUTE MATRIX Trent Birkett

Don Cameron

Susan Smith

Rick Hooper

Kay Copeland

John Whitehouse

Jodie Cross

Jane Waldburger

Gregory Turner

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Communications and IT

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Belief in/Support of Strategy Committee/Board Experience

Community Sport and Participation Governance Legal

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DIVERSITY Gender

Male

Female

Male

Female

Male

Female

Male

Age

41-55

56-70

41-55

56-70

Over 70

25-40

Over 70

Ethnicity

Anglo Saxon Anglo Saxon Anglo Saxon Anglo Saxon Anglo Saxon Anglo Saxon

Other

Anglo Saxon Anglo Saxon

Relationship to Water Polo

Active Participant

Former Participant

Parent

Volunteer

Former Participant

Volunteer

Parent

Community Stakeholder

Volunteer

Club Life Member Service Provider

Former Paid Administrator Community Stakeholder Club Life Member

Olympian

Parent

Active participant

Volunteer Community Stakeholder

WATER POLO AUSTRALIA LIMITED ABN: 86 159 573 403 • FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2021

DIRECTORS’ REPORT Your directors present this report on Water Polo Australia Limited for the financial year ended 30 June 2021.

DIRECTORS The names of each person who has been a director during the year and to the date of this report are: NAME

ALLOCATION

RE-ELECTED/RE-APPOINTED

Trent Birkett

Elected Director

First elected 25/11/2017 Re-elected 21/11/2020 (for 1 year)

Kay Copeland

Elected Director

first elected 23/11/2019 re-elected 21/11/2020 (for 3 years)

John Whitehouse

Elected Director

first elected 20/12/2019 re-elected 21/11/2020 (for 3 years)

Rick Hooper

Elected Director

elected 21/11/2020 (for 1 year)

Gregory Turner

Elected Director

elected 21/11/2020 (for 2 years)

Don Cameron

Elected Director

elected 21/11/2020 (for 2 years)

Gerard Neesham

Elected Director

elected 23/11/2019 did not stand for re-election in 2020

Susan Smith

Appointed Director

re-appointed 18/01/2019 re-appointed 03/12/2020 (for 2 years)

Jodie Cross

Appointed Director

appointed 03/12/2020 (for 1 year)

Andrew Knox

Appointed Director

re-appointed 18/01/2019 was not reappointed in 2020

Jane Waldburger

Athletes’ Commission Director

appointed 07/05/2016 extended to 31/10/2021

Directors have been in office since the start of the financial year to the date of this report unless otherwise stated.

PRINCIPAL ACTIVITIES

INFORMATION ON DIRECTORS

The principal activity of Water Polo Australia Limited (WPA) during the financial year was to act as the national governing body for the sport of water polo in Australia. The company’s purpose is “to facilitate and grow the sport of water polo, thereby increasing participation at all levels and achieving sustainable success at the elite level”. The Strategic Plan identifies the following five strategic priorities:

Trent Birkett – Director & President

EMPOWER

- Unite our sport to unlock its potential

DEVELOP - Enhance capacity and capability to enable scaleable growth PLAY - More people playing Water Polo PERFORM - Provide an aligned performance framework to create sustainable success PROSPER - Raise the profile of Water Polo, strengthening the sport and its financial foundations

Trent was elected as a Director of Water Polo Australia on 25 November 2017. He has been involved in water polo for over 30 years as a player, manager, coach and Director on the Water Polo ACT Board. Trent played over 300 national league games and represented Australia at the junior, university and senior levels. As the Chief Operating Officer at the National Portrait Gallery, Trent manages teams responsible for the development and strategic management of finances, human resources, ICT and facilities. He brings experience in the commercialisation of government funded entities and has worked closely with the governing Board ensuring appropriate governance practices are in place. Trent holds a Bachelor of Commerce (Information Systems) and Bachelor of Economics from the Australia National University. He is also a Chartered Accountant and a Graduate of the Australian Institute of Company Directors. Kay Copeland – Director Kay is a Specialist Sports and Exercise Physiotherapist (as awarded by the Australian College of Physiotherapy in 2018) and works in a private sports medicine clinic. Kay has previously served on the WPA Board from 2010 -2014 and was Chair – Finance, Audit and Risk Committee and a member – Remuneration Committee. 23

WATER POLO AUSTRALIA LIMITED ABN: 86 159 573 403 • FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2021

DIRECTORS’ REPORT CONTINUED Kay has unique backgrounds in both sports management and elite sports medicine. Kay worked for 17 years for Sports Medicine Australia-Victorian Branch and then managed the medical program for Melbourne 2006 Commonwealth Games. Kay currently works as a Specialist Sports and Exercise Physiotherapist in an elite sports medicine clinic and has worked internationally for women’s tennis and Australian Women’s basketball and was the first person to work with the Australian Women’s Water Polo Team from 1984-1991 including their historic 1986 World Championship win in Madrid. Kay has been involved in water polo for over 40 years having started playing for Footscray Swimming and Water Polo Club and been involved at all levels of water polo – player, coach, manager, physiotherapist, Victorian Board member and inaugural Chair Victorian ITC program. Kay has a degree in physiotherapy and a degree and masters in physical education and completed ongoing education in sports management, business, physiotherapy and sports medicine and the AICD Company Directors Course. Kay is currently a life member of Footscray Swimming and Water Polo Club, Fellow Sports Medicine Australia, Member Australian Physiotherapy Association and Member Australian Institute of Company Director. John Whitehouse – Director John Whitehouse was a national swimming finalist in both freestyle and butterfly during the 1960s and a multiple Tasmanian champion. At the same time, he was also a Tasmanian surf and belt champions for Surf Life Saving and was a member of the Tasmanian water polo team from 1968 to 1975, which he captained on six occasions. Since retiring as an athlete, he has made an extraordinary contribution to Australian water polo as Secretary, first of the Australian Water Polo Committee under the Australian Swimming Union, and subsequently as the Secretary of the Australian Amateur Water Polo Association and then Australian Water Polo Inc. after it separated from the Australian Swimming Union in 1982. His outstanding contribution to water polo in Australia has spanned over 30 years. He has also been a member of the FINA Technical Water Polo Committee since 1992 and its Honorary Secretary since 1996. This important role has been integral in terms of the global development of water polo, but also in securing Australia’s position and recognition therein. John reputation on the world stage as one of the top water polo referees saw him appointed to referee at the Olympic Games final in Seoul (1988), and the World Championships in Perth (1991). Rick Hooper – Director Rick is a retired businessman, with a 40 year career spanning Australia, Europe and Asia in senior executive positions. He has served for the past 28 years on public, private and not for profit boards and is a previous long term member of the Australian Institute of Company Directors. He most recently served as CEO of Water Polo NSW fulfilling his passion to give back to the sport of water polo, a game he first played in 1973.

Gregory Turner Director Greg became involved in water polo in 2000 through his two youngest children who played from early high school before playing in the National League. Greg managed the Sydney University Men’s National League team for over a decade, and was Sydney University Men’s Water Polo Club Treasurer for many years. Greg has a degree in Mechanical Engineering, and is an Australian and New Zealand Patent and Trade Mark Attorney. He was a principal of Australia’s largest intellectual property firm, Spruson & Ferguson, and retired last year after 46 years with that firm. As a principal of the firm Greg was directly involved in the management of the firm, as well as training and mentoring young attorneys. He also managed the Australian patent portfolios of a number of large multinational companies, as well as the portfolios of many Australian companies. Don Cameron – Director Don Cameron comes to the WPA board bringing over 30 years of experience in sports participation and high performance. An Olympic water polo athlete, Don captained the first year of the AIS men’s program. He was a coach throughout four Olympic campaigns including as head coach of the men’s team at the 2000 Sydney Olympics. Moving to the Australian Sports Commission in 2001, Don oversaw the funding, participation, high performance, governance and integrity relationships between the Commission and the AIS with over 20 National Sporting Organisations (NSOs) from grass roots to Board and CEO level. For the last 5 years of Don’s career with the AIS, he worked with NSOs to review and manage their athlete pathways using evidence based assessment and international best practice research. Don worked as a physical education and science teacher for ten years before his coaching and administration careers during which he graduated with a Master of Business Administration majoring in marketing and public relations. He also holds a graduate diploma from the Australian Institute of Company Directors. Susan Smith – Director Susan (Susie) was appointed to the Board of Water Polo Australia in January 2018. She is an experienced executive with over 20 years of corporate experience and is currently the Chief Executive of the Australian Industry Greenhouse Network. Susie’s corporate experience includes strategic planning and project development, risk management, public affairs, and sustainability. Susie has held board positions with CRC CARE, Kyron Audio, South Australian Water Polo, and she is a longstanding member of the South Australian Cricket Association Game Development Board Committee. Susie is committed to, and passionate about, the continued development of water polo: both the elite pathways and the broader membership base. Susie is a dual Australian representative: water polo (1989-90) and swimming (199193). She is also a multiple South Australian and Australian Capital Territory representative both as a player and in coaching roles (1986-94 and 2005-07).

WATER POLO AUSTRALIA LIMITED ABN: 86 159 573 403 • FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2021

DIRECTORS’ REPORT CONTINUED Jodie Cross – Director

MEETINGS OF DIRECTORS

Since graduating from the Australian Catholic University as a Bachelor of Exercise Science with a sports management major, Jodie has forged a ground-breaking career in the sporting industry. In October 2014, Jodie became the first female Executive appointed as Head of Commercial and Community in the 109-year history of the New South Wales Rugby League (NSWRL). Charged with growing and establishing the NSW Blues as one of the premier sporting brands in the world, early in her tenure at NSWRL, Jodie secured the largest Corporate partnership in the history of the organisation.

The number of meetings of Directors (including meetings of Committees of Directors) held during the year and the number of meetings attended by each Director is as follows:

Jodie came to NSWRL with more than a decade of experience in sport, having worked with numerous NRL Clubs across the country, as well as at the governing body, the National Rugby League (NRL). Her diverse career has led to countless accomplishments and successes leading Commercial, Marketing, Community, Grassroots, Welfare and Digital campaigns in Sport. Her knowledge and understanding of the Australian sporting industry is robust, versatile and unparalleled. Jodie has since taken on the role as Chief Commercial Officer at NSWRL, she is widely acknowledged for her commercial acumen, strategic vision and community relations expertise. She is the author of leading community engagement programs covering education, wellness, nutrition and mental health. Experiencing many sports as a Senior executive, volunteer, participant and spectator, Jodie offers the WPA exposure and insight on what success looks like at all levels of sport and the undertaking required to achieve.

Directors’ Meetings Number eligible

Number

to attend

attended

Trent Birkett

Kay Copeland

John Whitehouse

Rick Hooper

Gregory Turner

Don Cameron

Gerrard Neesham

Susan Smith

Jodie Cross

Andrew Knox

Jane Waldburger

MEMBERS’ GUARANTEE

Jane Waldburger – Director, (Athletes Commission Chair)

The Company is incorporated under the Corporations Act 2001 and is a company limited by guarantee. If the Company is wound up, the constitution states that each member is required to contribute a maximum of $1 towards meeting any outstanding obligations of the Company. At 30 June 2021, the total amount that members of the company are liable to contribute if the company is wound up is $7 (2020: $7).

As chair of the Athletes’ Commission, Jane was appointed to the Water Polo Australia Board in 2016.

AUDITOR’S INDEPENDENCE DECLARATION

Jane is a retired elite level water polo athlete with a career highlight of a bronze medal in the 2012 London Olympic Games. Jane has since retired from international sport but is contributing to the sport outside of the pool. Jane was an Appointed Director of Water Polo Queensland from 2013 – 2015, Appointed Director of Water Polo Australia in 2016 and is currently the Athletes’ Commission chairperson of Water Polo Australia after being the Athletes’ Commission secretary for the 2012-2016 Olympiad. Jane is a Civil Engineer and Principal at Aurecon, a multinational design consultancy. She has worked for Aurecon (previously Connell Wagner) for 17 years, balancing sport and career. In 2014 Jane transferred from Brisbane to Sydney and manages some of the city, state and country shaping major infrastructure projects funded through both the State and Federal Government.

The lead auditor’s independence declaration for the year ended 30 June 2021 has been received and forms part of the financial reports for Water Polo Australia Limited. This directors’ report is signed in accordance with a resolution of the Board of Directors.

Trent Birkett (President)

Kay Copeland (Director)

Dated this 1st day of October 2021

WATER POLO AUSTRALIA LIMITED ABN 86 159 573 403 WATER POLO AUSTRALIA LIMITED ABN: 86 159 573 403 • FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2021

AUDITOR’S INDEPENDENCE DECLARATION UNDER S 307C OF THE CORPORATIONS ACT 2001 TO THE DIRECTORS OF WATER POLO AUSTRALIA LIMITED

AUDITOR’S INDEPENDENCE DECLARATION I declare the CORPORATIONS best of my knowledge and2001 belief, during the year ended 30 June 2021, there have UNDER S 307Cthat, OFtoTHE ACT been: TO THE DIRECTORS OF WATER POLO AUSTRALIA LIMITED (i) (ii)

no contraventions of the auditor independence requirements as set out in the Corporations Act 2001 in relation to the audit; and no contraventions of any applicable code of professional conduct in relation to the audit.

CBC PARTNERS Chartered Accountants WATER POLO AUSTRALIA LIMITED (i) no contraventions of the auditor independence requirements as set out in the Corporations Act 2001 in relation to the audit; and ABN 86 159 573 403 I declare that, to the best of my knowledge and belief, during the year ended 30 June 2021, there have been:

(ii) no contraventions of any applicable code of professional conduct in relation to the audit.

AUDITOR’S INDEPENDENCE DECLARATION UNDER S 307C OF THE CORPORATIONS ACT 2001 TO THE DIRECTORS OF WATER POLO AUSTRALIA LIMITED CBC PARTNERS ROSS E. CHAPMAN Chartered Accountants IPartner declare that, to the best of my knowledge and belief, during the year ended 30 June 2021, there have been: SYDNEY no contraventions of the auditor independence requirements as set out in the Corporations 1(i)th October 2021 Act 2001 in relation to the audit; and ROSS E. CHAPMAN, Partner(ii) no contraventions of any applicable code of professional conduct in relation to the audit. SYDNEY, 1st October CBC2021 PARTNERS

Chartered Accountants

ROSS E. CHAPMAN GPO Box 1442 Sydney NSW 2001 Partner info@cbcpartners.com.au • cbcpartners.com.au

Level 11, 22 Market Street Sydney NSW 2000 P: + 61 2 8263 1000 • F: + 61 2 9262 2911

CBC Partners, ABN: 64 711 635 192 •

SYDNEY Liability limited by a scheme approved under Professional Standards Legislation 1th October 2021

GPO Box 1442 Sydney NSW 2001 info@cbcpartners.com.au • cbcpartners.com.au 26

Level 11, 22 Market Street Sydney NSW 2000 P: + 61 2 8263 1000 • F: + 61 2 9262 2911

CBC Partners, ABN: 64 711 635 192 •

WATER POLO AUSTRALIA LIMITED ABN: 86 159 573 403 • FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2021

STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED 30 JUNE 2021

Note

2021

2020

REVENUE

Note

2021

2020

EXPENDITURE

Fees & Contributions

813,109 1,879,361

Grants & Sponsorships

4,708,597 3,630,702

Sales & Services

57,651

178,291

Travel

889,462 1,726,897

Facilities 150,976 196,056 Equipment 192,956 175,975

Other 181,374 358,183

Grants & Scholarships

934,045

613,350

Total Revenue

Advertising & Promotion

9,644

9,139

5,760,731 6,046,537

Professional Fees Employee Benefits

939,258 1,059,367 2,020,802 1,610,116

Insurance 54,007 90,847 Other Overheads Depreciation & Amortisation

258,848

178,687

65,226

70,545

2,971

Interest Expense Total Expenditure Current Year Surplus

5,515,224 5,733,950 245,507

312,587

Total Other Comprehensive Income for the Year -

Other Comprehensive Income

Total Comprehensive Income for the Year

245,507

312,587

The accompanying notes form part of these statements.

WATER POLO AUSTRALIA LIMITED ABN: 86 159 573 403 • FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2021

STATEMENT OF FINANCIAL POSITION AS AT 30 JUNE 2021

Note

2021

2020

Note

ASSETS

LIABILITIES

Current Assets

Current Liabilities 10

573,950

206,987

64,914

Income Received in Advance

162,594

81,016

42,152

43,028

Deferred Income

872,422 1,263,327

215,903

119,972

Provisions

13 135,404 78,529

2,505,327 2,076,911

Lease Liability

Trade and Other Receivables

277,003

Inventory on Hand

Other Assets

1,970,270 1,848,997

Total Current Liabilities

Non-Current Assets Plant & Equipment

24,187

27,324

Right Of Use Asset

191,026

Intangible Assets

15,119

Total Non-Current Assets

230,331

Total Assets

2019 $

Trade and Other Payables

Cash & Cash Equivalents

Total Current Assets

2020 $

60,247

1,804,616 1,629,859

Non-Current Liabilities Provisions

13 10,417

65,186

Lease Liability

135,555

92,511

Total Non-Current Liabilities

145,972

2,735,658 2,169,422

Total Liabilities Net Assets

1,950,588 1,629,859 785,070

539,563

Accumulated Funds

785,070

539,563

Total Equity

785,070

539,563

Equity

The accompanying notes form part of these statements.

WATER POLO AUSTRALIA LIMITED ABN: 86 159 573 403 • FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2021

STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED 30 JUNE 2021

Accumulated Total Note Funds Equity

Opening Balance at 1 July 2019

226,976

Opening Balance at 1 July 2020

539,563

245,507

785,070

226,976

Total comprehensive income attributable to members of the entity

312,587

Total comprehensive income attributable to members of the entity

Closing Balance at 30 June 2020

539,563

Closing Balance at 30 June 2021

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 30 JUNE 2021

Note

2021

2020

CASH FLOWS FROM OPERATING ACTIVITIES

Note

2021

2020

CASH FLOWS FROM INVESTING ACTIVITIES

Receipts in the course of Operations

5,855,230 7,834,685

Proceeds from sale of Plant and Equipment

Payments to Suppliers and Employees

(5,718,302) (6,699,531)

Payments for Plant and Equipment

(12,021)

(22,032)

1,103

Payments for Intangible Assets

138,314 1,136,257

Net Cash outflows from Investing Activities

(12,021)

(22,032)

Proceeds from Borrowings

Repayment of Borrowings

Lease Liabilities Repaid

(5,020)

Net Cash outflows from Investing Activities

(5,020)

Interest Received Net Cash inflows from Operating Activities

15b

1,386

CASH FLOWS FROM FINANCING ACTIVITIES

Net Increase in Cash Cash at the Beginning of the Financial Year Cash at the End of the Financial Year

121,273 1,114,225 1,848,997

734,772

15a 1,970,270 1,848,997

The accompanying notes form part of these statements.

WATER POLO AUSTRALIA LIMITED ABN: 86 159 573 403 • FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2021

NOTES TO THE FINANCIAL STATEMENTS FOR YEAR ENDED 30 JUNE 2021

The financial statements cover Water Polo Australia Limited as an individual entity, incorporated and domiciled in Australia.

Revenue from the rendering of a service is recognised upon the delivery of the service to the customers.

Water Polo Australia Limited is a company limited by guarantee.

All revenue is stated net of the amount of goods and services tax.

NOTE 1: STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES

b). Plant and Equipment Each class of plant and equipment is carried at cost or fair value as indicated, less, where applicable, accumulated depreciation and any impairment losses.

Basis of Preparation Water Polo Australia Limited applies Australian Accounting Standards – Reduced Disclosure Requirements as set out in AASB 1053: Application of Tiers of Australian Accounting Standards. The financial statements are general purpose financial statements that have been prepared in accordance with Australian Accounting Standards – Reduced Disclosure Requirements of the Australian Accounting Standards Board (AASB) and the Corporations Act 2001. The company is a not-for-profit entity for financial reporting purposes under Australian Accounting Standards. Australian Accounting Standards set out accounting policies that the AASB has concluded would result in financial statements containing relevant and reliable information about transactions, events and conditions. Material accounting policies adopted in the preparation of these financial statements are presented below and have been consistently applied unless stated otherwise. The financial statements, except for the cash flow information, have been prepared on an accruals basis and are based on historical costs, modified, where applicable, by the measurement at fair value of selected non-current assets, financial assets and financial liabilities. The amounts presented in the financial statements have been rounded to the nearest dollar. The financial statements were authorised for issue on 1 October 2021 by the directors of the company. a). Revenue Non-reciprocal grant revenue is recognised in the statement of comprehensive income when the entity obtains control of the grant and it is probable that the economic benefits gained from the grant will flow to the entity and the amount of the grant can be measured reliably. If conditions are attached to the grant which must be satisfied before it is eligible to receive the contribution, the recognition of the grant as revenue will be deferred until those conditions are satisfied. When grant revenue is received whereby the entity incurs an obligation to deliver economic value directly back to the contributor, this is considered a reciprocal transaction and the grant revenue is recognised in the statement of financial position as a liability until the service has been delivered to the contributor, otherwise the grant is recognised as income on receipt. Donations and bequests are recognised as revenue when received. Interest revenue is recognised using the effective interest method, which for floating rate financial assets is the rate inherent in the instrument. Dividend revenue is recognised when the right to receive a dividend has been established. 30

Plant and equipment is measured on a cost basis and is therefore carried at cost less accumulated depreciation and any accumulated impairment losses. In the event the carrying amount of plant and equipment is greater than its estimated recoverable amount, the carrying amount is written down immediately to its estimated recoverable amount and impairment losses are recognised either in profit or loss or as a revaluation decrease if the impairment losses relate to a revalued asset. A formal assessment of recoverable amount is made when impairment indicators are present (refer to Note 1(d) for details of impairment). Plant and equipment that has been contributed at no cost, or for nominal cost, is valued and recognised at the fair value of the asset at the date it is acquired. The depreciable amount of all fixed assets, including buildings and capitalised lease assets, but excluding freehold land, is depreciated on a straight line basis over the asset’s useful life to the entity commencing from the time the asset is held ready for use. Leasehold improvements are depreciated over the shorter of either the unexpired period of the lease or the estimated useful lives of the improvements. The depreciation rates used for each class of depreciable assets are:

Computer Hardware & Software 33% to 40%

Furniture, Fixtures & Fittings

20% to 50%

The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at the end of each reporting period. Gains and losses on disposals are determined by comparing proceeds with the carrying amount. These gains or losses are recognised in profit or loss in the period in which they arise. When revalued assets are sold, amounts included in the revaluation surplus relating to that asset are transferred to retained earnings. c). Intangibles Website – the website is initially recognised at cost. It has a finite life and is carried at cost less any accumulated amortisation losses. The website has a useful life of five years. Software – software is initially recognised at cost. It has a finite life and is carried at cost less any accumulated amortisation losses. Software has a useful life of three years. Trademarks – trademarks are initially recognised at cost. It has a finite life and is carried at cost less any accumulated amortisation losses. Trademarks have a useful life of ten years.

WATER POLO AUSTRALIA LIMITED ABN: 86 159 573 403 • FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2021

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

d). Impairment of Assets At the end of each reporting period, the entity assesses whether there is any indication that an asset may be impaired. If such an indication exists, an impairment test is carried out on the asset by comparing the recoverable amount of the asset, being the higher of the asset’s fair value less costs to sell and value in use, to the asset’s carrying amount. Any excess of the asset’s carrying amount over its recoverable amount is recognised immediately in the profit or loss, unless the asset is carried at a revalued amount in accordance with another Standard (e.g. in accordance with the revaluation model in AASB 116). Any impairment loss of a revalued asset is treated as a revaluation decrease in accordance with that other Standard. Impairment of Non-Financial Assets At the end of each reporting period, the entity assesses whether there is any indication that an asset may be impaired. If such an indication exists, an impairment test is carried out on the asset by comparing the recoverable amount of the asset, being the higher of the asset’s fair value less costs of disposal and value in use, to the asset’s carrying amount. Any excess of the asset’s carrying amount over its recoverable amount is recognised immediately in profit or loss, unless the asset is carried at a revalued amount in accordance with another Standard. Any impairment loss of a revalued asset is treated as a revaluation decrease in accordance with that other Standard. Intangible Assets – Software The Company intends to amortise the Capitalised Cost of the Software over three years from the date it is available and ready for use and will be assessed annually for impairment. e). Employee Benefits Short-term employee benefits Provision is made for the company’s obligation for shortterm employee benefits. Short-term employee benefits are benefits (other than termination benefits) that are expected to be settled wholly within 12 months after the end of the annual reporting period in which the employees render the related service, including wages, salaries and sick leave. Short-term employee benefits are measured at the (undiscounted) amounts expected to be paid when the obligation is settled. The company’s obligations for short-term employee benefits such as wages, salaries and sick leave are recognised as a part of current trade and other payables in the statement of financial position. Other long-term employee benefits The company classifies employees’ long service leave and annual leave entitlements as other long-term employee benefits as they are not expected to be settled wholly within 12 months after the end of the annual reporting period in which the employees render the related service. Provision is made for the company’s obligation for other long-term employee benefits, which are measured at the present value of the expected future payments to be made to employees. Expected future payments incorporate anticipated future wage and salary levels, durations of

service and employee departures, and are discounted at rates determined by reference to market yields at the end of the reporting period on government bonds that have maturity dates that approximate the terms of the obligations. Upon the remeasurement of obligations for other long-term employee benefits, the net change in the obligation is recognised in profit or loss classified under employee benefits expense. The company’s obligations for long-term employee benefits are presented as non-current liabilities in its statement of financial position, except where the company does not have an unconditional right to defer settlement for at least 12 months after the end of the reporting period, in which case the obligations are presented as current liabilities. Retirement benefit obligations The company pays the fixed superannuation guarantee contribution (currently 9.5% of the employee’s ordinary time earnings) to the employee’s superannuation fund of choice. All contributions in respect of employees’ contribution entitlements are recognised as an expense when they become payable. The company’s obligation with respect to employees’ contribution entitlements is limited to its obligation for any unpaid superannuation guarantee contributions at the end of the reporting period. All obligations for unpaid superannuation guarantee contributions are measured at the (undiscounted) amounts expected to be paid when the obligation is settled and are presented as current liabilities in the company’s statement of financial position. f). Cash and Cash Equivalents Cash and cash equivalents include cash on hand, deposits held at call with banks, other short-term highly liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within short-term borrowings in current liabilities on the statement of financial position. g). Accounts Receivable and Other Debtors Accounts receivable and other debtors include amounts due from state associations, clubs, athletes and any outstanding grant receipts. Receivables expected to be collected within 12 months of the end of the reporting period are classified as current assets. All other receivables are classified as non current assets. Accounts receivable are initially recognised at fair value and subsequently measured at amortised cost using the effective interest rate method, less any provision for impairment. Refer to Note 1(m) for further discussion on impairment losses. h). Goods and Services Tax (GST) Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the Australian Taxation Office (ATO). 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 ATO is included with other receivables or payables in the statement of financial position. 31

WATER POLO AUSTRALIA LIMITED ABN: 86 159 573 403 • FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2021

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

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 ATO are presented as operating cash flows included in receipts from customers or payments to suppliers. i). Income Tax No provision for income tax has been raised as the entity is exempt from income tax under Div. 50 of the Income Tax Assessment Act 1997. j). Provisions Provisions are recognised when the entity has a legal or constructive obligation, as a result of past events, for which it is probable that an outflow of economic benefits will result and that outflow can be reliably measured. Provisions recognised represent the best estimate of the amounts required to settle the obligation at the end of the reporting period. k). Comparative Figures Where required by Accounting Standards, comparative figures have been adjusted to conform with changes in presentation for the current financial year. l). Trade and Other Payables Trade and other payables represent the liabilities for goods and services received by the company during the reporting period that remain unpaid at the end of the reporting period. The balance is recognised as a current liability with the amounts normally paid within 30 days of recognition of the liability. m). Economic Dependence Water Polo Australia Limited is dependent on the Australian Sports Commission and its members for the majority of its revenue used to operate the business. At the date of this report, the Board of Directors has no reason to believe the Australian Sports Commission or its members will not continue to support Water Polo Australia Limited. n). Financial Instruments Initial recognition and measurement Financial assets and financial liabilities are recognised when the entity becomes a party to the contractual provisions to the instrument. For financial assets, this is equivalent to the date that the company commits itself to either purchase or sell the asset (i.e. trade date accounting is adopted). Financial instruments are initially measured at fair value plus transactions costs except where the instrument is classified “at fair value through profit or loss” in which case transaction costs are recognised immediately as expenses in profit or loss. Classification and subsequent measurement Financial instruments are subsequently measured at fair value, amortised cost using the effective interest method, or cost. Where available, quoted prices in an active market are used to determine fair value. In other circumstances, valuation techniques are adopted. Amortised cost is calculated as the amount at which the financial asset or financial liability is measured at initial recognition less principal repayments and any reduction for impairment, and adjusted for any cumulative amortisation of the difference between that initial amount and the maturity amount calculated using the effective 32

interest method. The effective interest method is used to allocate interest income or interest expense over the relevant period and is equivalent to the rate that exactly discounts estimated future cash payments or receipts (including fees, transaction costs and other premiums or discounts) through the expected life (or when this cannot be reliably predicted, the contractual term) of the financial instrument to the net carrying amount of the financial asset or financial liability. Revisions to expected future net cash flows will necessitate an adjustment to the carrying amount with a consequential recognition of an income or expense item in profit or loss. (i) Loans and receivables Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market and are subsequently measured at amortised cost. Gains or losses are recognised in profit or loss through the amortisation process and when the financial asset is derecognised. (ii) Financial liabilities Non-derivative financial liabilities other than financial guarantees are subsequently measured at amortised cost. Gains or losses are recognised in profit or loss through the amortisation process and when the financial liability is derecognised. Impairment At the end of each reporting period, the company assesses whether there is objective evidence that a financial asset has been impaired. A financial asset (or a group of financial assets) is deemed to be impaired if, and only if, there is objective evidence of impairment as a result of one or more events (a “loss event”) having occurred, which has an impact on the estimated future cash flows of the financial asset(s). In the case of financial assets carried at amortised cost, loss events may include: indications that the debtors or a group of debtors are experiencing significant financial difficulty, default or delinquency in interest or principal payments; indications that they will enter bankruptcy or other financial reorganisation; and changes in arrears or economic conditions that correlate with defaults. For financial assets carried at amortised cost (including loans and receivables), a separate allowance account is used to reduce the carrying amount of financial assets impaired by credit losses. After having taken all possible measures of recovery, if management establishes that the carrying amount cannot be recovered by any means, at that point the written-off amounts are charged to the allowance account or the carrying amount of impaired financial assets is reduced directly if no impairment amount was previously recognised in the allowance account. When the terms of financial assets that would otherwise have been past due or impaired have been renegotiated, the company recognises the impairment for such financial assets by taking into account the original terms as if the terms have not been renegotiated so that the loss events that have occurred are duly considered.

WATER POLO AUSTRALIA LIMITED ABN: 86 159 573 403 • FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2021

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

Derecognition Financial assets are derecognised when the contractual rights to receipt of cash flows expire or the asset is transferred to another party whereby the entity no longer has any significant continuing involvement in the risks and benefits associated with the asset. Financial liabilities are derecognised when the related obligations are discharged or cancelled, or have expired. The difference between the carrying amount of the financial liability, which is extinguished or transferred to another party, and the fair value of consideration paid, including the transfer of noncash assets or liabilities assumed, is recognised in profit or loss. o). Critical Accounting Estimates and Judgments The directors evaluate estimates and judgments incorporated into the financial statements based on historical knowledge and best available current information. Estimates assume a reasonable expectation of future events and are based on current trends and economic data, obtained both externally and within the company. Key judgments Employee Benefits For the purpose of measurement, AASB 119: Employee Benefits defines obligations for short-term employee benefits as obligations expected to be settled wholly before 12 months after the end of the annual reporting period in which the employees render the related services. As the company expects that most employees will not use all of their annual leave entitlements in the same year in which they are earned or during the 12-month period that follows (despite an informal used within 18 months), the directors believe that obligations for annual leave entitlements satisfy the company policy that requires annual leave to be definition of other long-term employee benefits and, therefore, are required to be measured at the present value of the expected future payments to be made to employees.

NOTE 2A: FEES & CONTRIBUTIONS

2021 $

2020 $

Membership Fees

563,176

626,106

Athlete Contributions

190,682

478,334

Competition Entry fees

59,251

774,921

Total Fees & Contributions

813,109 1,879,361

NOTE 2B: GRANTS & SPONSORSHIPS ASC Grants Other Grants

2021 $

2020 $

4,291,833 3,211,222 96,564

296,480

Sponsorship 320,200 123,000 Total Grants & Sponsorships

4,708,597 3,630,702

NOTE 3A: EMPLOYEE BENEFITS Salaries & Wages

2021 $

2020 $

1,554,423 1,308,719

Provision for Leave

132,786

10,011

Superannuation

1 50,762

119,399

Other Employee Benefits

182,831

171,987

Total Employee Benefits

2,020,802 1,610,116

NOTE 3B: DEPRECIATION & AMORTISATION

2021 $

2020 $

Depreciation 15,158 8,827 Amortisation 50,068 61,718 Total Depreciation & Amortisation

65,226

70,545

NOTE 4: CASH & CASH EQUIVALENTS Cash at Bank

2021 $

2020 $

1,970,270 1,848,997

Due to the COVID-19 pandemic (see Note 22 for further detail), WPA has been unable to hold a number events, and so WPA held excess monies in the bank.

WATER POLO AUSTRALIA LIMITED ABN: 86 159 573 403 • FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2021

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

NOTE 5: TRADE & OTHER RECEIVABLES

NOTE 8A: PLANT & EQUIPMENT

Note

2021 $

2020 $

2021 $

2020 $

Current:

Plant & Equipment at Original Cost

72,819

79,664

Accounts Receivables

237,057

91,153

Less: Accumulated Depreciation

(48,633)

(52,340)

Provision for Impairment

(29,349)

Net Carrying Amount

24,187

27,324

Other Receivables

69,295

3,110

277,003

6 4,914

a) Provision for Impairment of Receivables Movement in the provision for impairment of receivables is as follows:

Provision for impairment as at 1 July

2 9,349

9,700

– Taken up

19,649

– Written Off

Provision for impairment as at 30 June

29,349

2021 $

2020 $

Equipment & Clothing

42,152

42,152 43,028

43,028

NOTE 7: OTHER ASSETS

Movements in Carrying Amounts Movement in the carrying amounts for plant and equipment between the beginning and the end of the current financial year:

79,664

Additions

12,020 (15,158)

2020 $

(52,340)

Disposals (18,865) 18,865 Carrying amount at the end of the year

72,819

(48,633)

NOTE 8B: RIGHT OF USE ASSET 2021 $

2020 $

Office Licence – Stadium Australia at Original Cost

200,822

Less: Accumulated Depreciation

(9,796)

191,026

Movements in Carrying Amounts Movement in the carrying amounts for right of use asset between the beginning and the end of the current financial year:

2021 $

Cost Depreciation

Balance at the beginning of the year

NOTE 6: INVENTORY ON HAND

Balance at the beginning of the year

Cost Depreciation -

Additions 200,822 (9,796)

Current:

Disposals - -

Prepayments including tours

191,298

86,972

Carrying amount at the end of the year

Accrued Income

24,605

33,000

215,903 119,972

200,822

(9,796)

WATER POLO AUSTRALIA LIMITED ABN: 86 159 573 403 • FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2021

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

NOTE 9: INTANGIBLE ASSETS

NOTE 11: INCOME RECEIVED IN ADVANCE

2021 $

2020 $

2021 $

2020 $

Intangible Assets at Original Cost

197,295

Australian Olympic Committee

11,550

Less: Accumulated Amortisation

(182,177)

(132,109)

Athlete’s Contributions

130,700

30,900

Net Carrying Amount

15,119

65,186

Other 31,894 38,566

Movements in Carrying Amounts Movement in the carrying amounts for intangible assets between the beginning and the end of the current financial year: Website Balance at the beginning of the year

Cost Depreciation 28,341

Additions

(18,357)

- (5,668)

162,594 81,016

NOTE 12: DEFERRED INCOME

2021 $

2020 $

Australian Sports Commission

872,422 1,263,327

Disposals - Carrying amount at the end of the year

28,341

(24,025)

Software

Cost Depreciation

Balance at the beginning of the year

168,045

Additions

(113,525)

- (44,309)

Due to the COVID-19 pandemic (see Note 22 for further detail) WPA has been unable to utilise a greater proportion of the grant monies received on High Performance projects during the months from March to June.

NOTE 13: PROVISIONS

Disposals - -

Carrying amount at the end of the year

Annual Leave

135,404

78,529

Long Service Leave

10,417

168,045 (157,834)

Trademarks

909

Additions

(227)

- (91)

Disposals - 909

(318)

NOTE 10: TRADE & OTHER PAYABLES

2021 $

2020 $

Current: Accounts Payable

393,056

53,669

Accruals 144,010 54,785 Other 36,884 98,534

2020 $

145,821 78,529

Cost Depreciation

Balance at the beginning of the year

Carrying amount at the end of the year

2021 $

573,950 206,987

Provision for Employee Benefits Provision for employee benefits represents amounts accrued for annual leave and long service leave. The current portion for this provision includes the total amount accrued for annual leave entitlements and the amounts accrued for long service leave entitlements that have vested due to employees having completed the required period of service. Based on past experience, the company does not expect the full amount of annual leave or long service leave balances classified as current liabilities to be settled within the next 12 months. However, these amounts must be classified as current liabilities since the company does not have an unconditional right to defer the settlement of these amounts in the event employees wish to use their leave entitlement. The non-current portion for this provision includes amounts accrued for long service leave entitlements that have not yet vested in relation to those employees who have not yet completed the required period of service. In calculating the present value of future cash flows in respect of long service leave, the probability of long service leave being 35

WATER POLO AUSTRALIA LIMITED ABN: 86 159 573 403 • FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2021

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

taken is based upon historical data. The measurement and recognition criteria for employee benefits have been discussed in Note 1(e).

NOTE 14: LEASE LIABILITY

2021 $

2020 $

NOTE 15: FINANCIAL RISK MANAGEMENT The company’s financial instruments consist of deposits with banks, accounts receivable and payable, and leases. The carrying amounts for each category of financial instruments, measured in accordance with AASB 9: Financial Instruments as detailed in the accounting policies to these financial statements, are as follows:

Current 60,247

Non-Current 135,555

Note

Financial assets

195,801

The lease liability represents amounts owing under a licence agreement for the use of office space within Stadium Australia in accordance with AASB16. AASB 16 related amounts recognised in the statement of profit or loss: Interest expense on lease liabilities

NOTE 15: STATEMENT OF CASH FLOWS

Cash at Bank

Trade and other receivables

Total financial assets

2021 $

2020 $

1,970,270 1,848,997

(b) Reconciliation of Net Cash provided by Operating Activities to Surplus 2021 2020 $ $ Surplus 245,507 312,587

2020 $

1,970,270 1,848,997 277,003

64,914

2,247,272 1,913,912

Financial liabilities Financial liabilities at amortised cost: – Trade and other payables

(a) Reconciliation of Cash For the purpose of the Statement of Cash Flows cash includes cash at bank and cash on hand. Cash at 30 June 2021 as shown in the Statement of Cash Flows is reconciled to the related items in the Balance Sheet as follows.

Cash and cash equivalents

2021 $

Total financial liabilities

573,950

206,987

573,950

206,987

NOTE 16: KEY MANAGEMENT PERSONNEL REMUNERATION Any person(s) having authority and responsibility for planning, directing and controlling the activities of the entity, directly or indirectly, including any director (whether executive or otherwise) of that entity is considered key management personnel. The totals of remuneration paid to key management personnel (KMP) of the company during the year are as follows: Key management personnel compensation

2021 $ 180,509

2020 $ 214,082

Plus/(Less): Non Cash Items Depreciation and Amortisation

75,022

70,545

Changes in Assets and Liabilities (Increase)/Decrease in Receivables

(94,642)

152,419

Decrease in Stock

876

12,408

(Increase)/Decrease in Other Asset

(95,931)

336,769

Increase/(Decrease) in Trade and Other Payables

249,517

(477,146)

(Decrease)/Increase in Other Liabilities

(309,327)

732,038

Increase/(Decrease) in Provisions

67,292

(3,363)

138,314 1,136,257

NOTE 17: OTHER RELATED PARTY TRANSACTIONS Related parties include close family members of key management personnel and entities that are controlled or jointly controlled by those key management personnel individually or collectively with their close family members. Any transactions between related parties are on normal commercial terms and conditions no more favourable than those available to other persons unless otherwise stated.

NOTE 18: COMMITMENTS There are no non-cancellable commitments as at reporting date.

WATER POLO AUSTRALIA LIMITED ABN: 86 159 573 403 • FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2021

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

NOTE 19: CONTINGENT LIABILITIES & CONTINGENT ASSETS The directors are not aware of any contingent assets and liabilities as at reporting date.

NOTE 20: EVENTS AFTER THE REPORTING PERIOD The directors are not aware of any significant events since the end of the reporting period.

NOTE 21: SEGMENT REPORTING

Revenue Expenses $ $

2021 High Performance

4,407,998 4,355,515

Competitions 428,989 387,639 Sport Development

923,744

772,070

Total 5,760,731 5,515,224

Revenue Expenses $ $

NOTE 22: IMPACT OF CORONAVIRUS (COVID-19) ON OPERATIONS The impact of the Coronavirus (COVID-19) pandemic continues to cause disruption to WPA’s business due to government imposed shutdowns of events and the borders. On March 29 it was announced that the Australian Water Polo League season was to be cancelled, as well as the upcoming Australian Youth Championships. International travel continues to be restricted, and anyone entering Australia is required to quarantine for 14 days. While WPA has not be able to hold all of its planned events there has been the ability to hold limited competition and training camps. Sport Australia advised that funding would continue to be provided as per the agreement signed. The impact of this has been that WPA has been required to defer a proportion of funds into following years. As at the date of signing the financial report, while many social distancing restrictions have been relaxed, border restrictions still apply. Uncertainty remains in regards to when these borders will fully reopen, and therefore when WPA will be able to begin holding events.

NOTE 23: ENTITY DETAILS

2020

The registered office of the entity and principal place of business is:

High Performance

‘Stadium Australia’ Level 3 East

3,998,378 3,989,487

Competitions 1,193,535 1,116,712 Sport Development

854,624

627,751

Edwin Flack Avenue Sydney Olympic Park NSW 2127

Total 6,046,537 5,733,950

WATER POLO AUSTRALIA LIMITED ABN: 86 159 573 403 • FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2021

DIRECTORS’ DECLARATION In accordance with a resolution of the directors of Water Polo Australia Limited, the directors of the company declare that: 1. The financial statements and notes, as set out in the financial report, are in accordance with the Corporations Act 2001 and:

a. comply with Australian Accounting Standards – Reduced Disclosure Requirements; and

b. give a true and fair view of the financial position of the company as at 30 June 2021 and of its performance for the year ended on that date.

2. In the directors’ opinion there are reasonable grounds to believe that the company will be able to pay its debts as and when they become due and payable.

Trent Birkett (President)

Kay Copeland (Director)

Dated this 1st day of October 2021

WATER POLO AUSTRALIA LIMITED ABN: 86 159 573 403 • FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2021

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF WATER POLO AUSTRALIA LIMITED REPORT ON THE FINANCIAL REPORT OPINION

We have audited the financial report of Water Polo Australia performed, we conclude that there is a material misstatement Limited (the company), which comprises the statement of of other information, we are required to report that fact. We financial position as at 30 June 2021, the statement of profit & have nothing to report in this regard. loss andWATER other comprehensive income, statement of changes POLO AUSTRALIA LIMITED in equity and statement of cash flows for the year then RESPONSIBILITIES OF THE DIRECTORS FOR THE ABN 86 159 573 403 ended, notes comprising a summary of significant accounting FINANCIAL REPORT policies and other explanatory information, and the directors’ The directors of the company areACT responsible statement. AUDITOR’S INDEPENDENCE DECLARATION UNDER S 307C OF THE CORPORATIONS 2001 for the preparation of the financial report that gives a true and fair In our opinion, financial report of WaterPOLO Polo Australia TO THEthe DIRECTORS OF WATER AUSTRALIA LIMITED view in accordance with Australian Accounting Standards – Limited is in accordance with the Corporations Act 2001, Reduced Disclosure Requirements and the Corporations Act including: 2001 and for such internal control as the directors determine I declare that, the ofbest my knowledge during the year ended 30 June 2021, there have (i) giving a true and fairtoview the of company’s financialand belief, is necessary to enable the preparation of the financial report position as at 30 June 2021 and of its performance for the been: that gives a true and fair view and is free from material year ended on that date; and misstatement, whether due to fraud or error. (ii) complying with Australian Accounting Standards – In preparing the financial report, the directors are responsible (i) Disclosure no contraventions thetheauditor independence requirements as set out in the Corporations Reduced Requirementsof and Corporations for assessing the entity’s ability to continue as a going Regulations 2001 Act .2001 in relation to the audit; and concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless the directors either intend to liquidate the entity or to cease operations, or have no realistic alternative but to do so.

no contraventions of any applicable code of professional conduct in relation to the audit. BASIS (ii) FOR OPINION We conducted our audit in accordance with Australian Auditing Standards. responsibilities under those standards are CBCOur PARTNERS further described in the Auditors’ Responsibilities for the Chartered Accountants Audit of the Financial Report section of our report. We are independent of the company in accordance with the auditor independence requirements of the Corporations Act 2001 and the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110: Code of Ethics for Professional Accountants (the Code) that are relevant to our audit of the financial report in Australia. We have also fulfilled our other ethical responsibilities in accordance with the Code.

ROSS E. CHAPMAN

We confirm that the independence declaration required by the Partner Corporations Act 2001, which has been given to the directors of Water Polo Australia Limited, would be in the same terms if given to the directors at the time of this auditor’s report.

SYDNEY

We believe that the audit evidence we have obtained is 1thand October 2021 to provide a basis for our opinion. sufficient appropriate

INFORMATION OTHER THAN THE FINANCIAL REPORT AND AUDITOR’S REPORT THEREON The directors are responsible for the other information. The other information comprises the information included in the company’s annual report for the year ended 30 June 2021, but does not include the financial report and our auditor’s report thereon. Our opinion on the financial report does not cover the other information and accordingly we do not express any form of assurance conclusion thereon. In connection with our audit of the financial report, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial report or our knowledge obtained in the audit or other appears to be materially misstated. If, based on the work we have GPO Box 1442 Sydney NSW 2001 info@cbcpartners.com.au • cbcpartners.com.au

AUDITOR’S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL REPORT Our objectives are to obtain reasonable assurance about whether the financial report as a whole is free from material misstatement whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decision of users taken on the basis of this financial report. A further description of our responsibilities for the audit of the financial report is located at the Auditing and Assurance Standards Board website at: http://www.auasb.gov.au/Home. aspx. This description forms part of our auditor’s report. CBC PARTNERS Chartered Accountants

ROSS E. CHAPMAN Partner SYDNEY Level 11, 22 Market Street Sydney NSW 2000 1st 2021 P: +October 61 2 8263 1000 • F: + 61 2 9262 2911

CBC Partners, ABN: 64 711 635 192 •

ORGANISATION STRUCTURE WPA BOARD & COMMITTEE STRUCTURE WPA Board of Directors

Company Secretary

Athletes’ Commission

High Performance Committee

AWL Advisory Committee

Sport Development Committee

Governance Committee

Competitions Advisory Committee

Constitution Review Committee

Strategy & External Affairs Committee

Finance, Risk and Audit Committee

Nominations Committee

WPA staff Advisory Committee

Coaching and Refereeing Advisory Committee

Involves volunteers and WPA Staff

WPA STAFF STRUCTURE – ROLES WPA staff member (FT)

CEO

WPA staff member (PT) Co-funded or external contractor(s) – (All PT)

Company Secretary

Chief Medical Officer

National Manager – SSSM (P/T)

SSSM Providers

GM Performance

AW & E Manager

Operations Manager(n2)

Alumni Coordinator

GM Pathways

GM – Corporate Services

Men’s Head Coach

Women’s Head Coach

Asst Coach(s)

State Based Coaches

National Competitions Manager

Media & Marketing Manager

GM – L & D (p/t)

Administration Officer

Referees Coordinator (p/t)

Finance Officer (p/t)

GM – Growth (p/t)

Learning Content Coordinator (p/t)

Relationship but not direct reporting Direct reporting line

WPA STAFF WPA staff member (FT)

R McInnes

WPA staff member (PT) Co-funded or external contractor(s) – (All PT)

C Ritchie

Dr R Harris

K Moore

C Turner

S Arnold

K Gofers

B Smith & M Maclennan

N Johnson

A Cornish

E Fatovic

P Mihailovic

T Hammill

R Rippon D Damjanovic

A Osadchuk V Crikovic

I Andersson

P Bower

L Ryan

L Kenny

K Foulkes

H Tyrrell

S Florida

J Houston

Relationship but not direct reporting Direct reporting line

THANKS TO OUR PARTNERS

PROGRAM PARTNERS

MAJOR PARTNERS

SUPPORT PARTNERS

HONOUR ROLL

LIFE MEMBERS

HALL OF FAME

1993 Peter Montgomery AM

2009 Wendy Arancini (nee Meloncelli, WA)

2009 Tom Hoad AM

2009 Debbie Cummins (nee Handley, QLD)

2009 Pat Jones

2009 Tom Hoad AM (WA)

2009 Harry Quittner (deceased)

2009 Andrew Kerr OAM (NSW)

2009 David Woods (deceased)

2009 Peter Montgomery AM (NSW)

2015 Peter Kerr AM

2009 Cathy Parkes OAM (NSW) (deceased)

2020 John Whitehouse

2009 Charles Turner (SA & NSW)

HONORARY LIFE PRESIDENT Harry Quittner (deceased)

HARRY QUITTNER MEDAL RECIPIENTS

2009 Debbie Watson OAM (NSW) 2009 John Whitehouse OAM (TAS) 2010 Bill Berge-Phillips (NSW) (deceased) 2010 Bridgette Gusterson OAM (WA)

1986 Charles Turner

2010 David Neesham (WA)

1987 Debbie Cummins

2010 John O’Brien (VIC)

1988 Peter Montgomery AM

2010 Ray Smee OAM (NSW) (deceased)

1989 Tom Hoad AM

2010 David Woods (NSW) (deceased)

1990 Andrew Kerr OAM

2011 Leanne Barnes OAM (VIC)

1991 John Whitehouse OAM

2011 Peter Kerr AM (NSW)

1992 Chris Wybrow & Debbie Watson OAM

2011 Ian Mills (VIC)

1993 Not awarded

2011 Les Nunn (WA)

1994 Ray Mayers

2011 Michael Withers (VIC, NSW)

1995 Pat Jones

2011 Chris Wybrow (NSW)

1996 Don Cameron

2012 Leon Wiegard OAM (VIC)

1997-1999 Not awarded

2012 Peter Bennett (VIC) (deceased)

2000 John Fox

2012 Alan Charleston (WA) (deceased)

2001-06 – Not awarded

2014 Naomi McCarthy OAM (nee Castle, QLD)

2007 Nathan Thomas

2014 Ron Wootton OAM (VIC) (deceased)

2008 Tracy Rockwell

2014 Michael Turner (SA)

2009 Leanne Barnes OAM

2019 Bronwyn Smith OAM (nee Mayer)

2010 Jeanette Gunn

2019 Gavin Woods

2014 Peter Kerr AM

2019 Istvan Gorgenyi

Water Polo Australia Ltd. PO Box 580 Sydney Markets Nsw 2129 www.waterpoloaustralia.com.au

@WATERPOLOAUS #AUSSIESHARKS #AUSSIESTINGERS #FLIPPABALL