2020 VAFA Annual Report by VAFA

2020 0 2 20020 0 2 20 20 022

129th ANNUAL REPORT SEASON 2020

Presented to the Members at the Annual General Meeting

Victorian Amateur Football Association

VAFA 2020

Patrons:

Messrs. J.F.X. Dillon and M.G. Russel* (deceased)

President:

Mr. G.A. Voyage

Vice-President:

Mr. A.L. Kirkwood-Scott

Treasurer:

Mr. M. Overman

Board:

Messrs. A.M. Amad, B.A. Connell, N.W. Credlin, Mrs. M.C. Dwyer, Mrs. F. Frederico**, J. Jankie,

Mr A.L. Kirkwood-Scott, P. Newton (resigned January), Mrs. P. Olive, M. Overman, G.A. Voyage ** Board appointees

Chief Executive O ﬃcer:

Mr. B.A. Connell

General Manager, Football & Umpiring:

Mr. S.A. Confait

General Manager, Business & Projects:

Ms. S.J. MacInnes

Football Operations Manager:

Mr. M.C. Collister

Umpire Operations Manager:

Mr. M.K. Dervan

Club Development & Sustainability Manager

Mr. B.L. Goodman (retired September)

Partnerships Manager

Mr. P.A. Wagland

Football Operations and Events Co-ordinator:

Ms. M.J. Sykes

Head of Media:

Mr. N.J. Armistead

Annual Report Editor:

Mr. N.J. Armistead & Ms. L.G. Ryan

Media, Marketing & Events Co-ordinator

Ms. L.G. Ryan

Administration Assistant:

Ms. R.L. Carter

Accountant

Paci ﬁ c Business Partners

Honorary Solicitor:

Mr. Martin Richardson & Corvus Group Australia

VAFAUA President:

Mr. A. Hartnett

Tribunal and Investigations Co-ordinator:

Mr. M.C. Collister & Mr. B.L. Goodman

Independent Tribunal:

Chairmen: Not appointed in 2020 due to no VAFA season

Members: Not appointed in 2020 due to no VAFA season

Life Members

Messrs. V. J. Deane*, L. A. Adamson*, H. J. Stewart*, J. S. McCann*, E. F. Atkins*, F. H. Coldrey*, O. J. Meehan*, P. A. Matthews*, G. T. Moore*, L. S. Zachariah*, J. Fullerton*, Mrs. N. Fullerton*, Messrs. A. G. Perrin*, I. A. Brown*, G. W. McTaggart*, R. A. Sinclair*, M. G. Russel*, T. A. Johnson OAM*, N. C. Rundle OAM*, J. F. X. Dillon, A. J. Keam*, J. A. Miles*, J. A. Fisher, J. F. Hawkins*, P. J. Harris*, Dr B. W. Costello*, D. H. Scott, A. H. Stephens*, C. C. Bastow, T. M. Lyon, I. H. Munro*, A. J. O’Callaghan*, D. R. Burnes, N. W. Nugent, A. L. Langford-Jones, Mrs. N. M. McTaggart, Messrs. J. F. Nelson, P. O’ Donohue*, K. W. Sharkie, D. R. Booth, D. J. Cook, J. A. Wilson*, R. L. Evans, Mrs. M. L. Bastow, Messrs. P. W. Hutchinson*, J. C. Wilson, B. R. McTaggart, P. B. Stevens, J. W. Bell, B. J. Ivey, P.G. Rhoden, N. M. Bourke, Dr. G. Janko, Mr. D. J. Hughes, Dr. S. Costello, Mr. G. Reilley, Mr. T. Brain and Mrs. S.J. Anderson, Mr. K. Petrucco, Mr. B. Conti

*deceased VAFA Board

Investigation Panel:

Chairman: Not appointed in 2020 due to no VAFA season

Members: Not appointed in 2020 due to no VAFA season

Saturday Score Recorder:

Not appointed in 2020 due to no VAFA season

Mr. G.A. Voyage President

Mrs. P. Olive

Mr. N.W. Credlin

Mr. J. Jankie

Mr. M. Overman Treasurer Mr. B.A. Connell Chief Executive O ﬃcer

Mr. A.M. Amad

Mr. A.L. Kirkwood-Scott Vice President

Mrs. M.C. Dwyer Mrs. F. Frederico

President’s Report

George Voyage VAFA President

History will record that the 2020 VAFA football season was ﬁ nally cancelled by the Board at our historic meeting on July 1.

The events leading up to this monumental decision are well documented. With Government regulations in place from March and strict protocols enforced, the Board, despite holding oﬀ for as long as possible, was ultimately left with little choice other than to abandon the season at the early July meeting.

However, despite the lack of on-ﬁ eld action, a lot happened during the 2020 ‘season’.

For me, the outstanding highlight was the remarkable way our community and clubs faced the COVID pandemic and the critical role played to encourage each other during such di ﬃ cult times.

Our clubs showed great initiative and found ways to engage with their community and provide signi ﬁ cant support during the long periods many faced in isolation during the lockdown.

It has not been easy with many in our association experiencing separation from loved ones, while others are likely to have soldiered on through study and employment challenges, and personal and family di ﬃ culties.

I am sure that during August and September we all realised acutely just how much we missed the annual on-ﬁ eld battles at that time of year, whether to avoid relegation or to make the ﬁ nals, and those wonderful intangible experiences in our club environment of friendship, common cause and camaraderie.

The Board has been highly active during this COVID year as we steered our way through this period. At times, regular weekly Board meetings were held as Government regulations were constantly updated and modi ﬁ ed, and we continually endeavoured to ﬁ nd ways to start our season until ultimately it was not possible.

we continually endeavoured to ﬁnd ways to start our season until ultimately it was not possible. “ ”

The Board, and through our Administration Staﬀ, have really focused on club engagement, transparency and continual updates via website and portals to keep everyone informed during this unprecedented period and, at all times, looked to achieve the best outcomes for the VAFA community on all fronts.

Treasurer, Mick Overman, and his ﬁ nance sub-committee team worked in overdrive to maintain our ﬁ nancial integrity while continually updating budgets and forecasts in the everchanging environment. Special thanks to Mick and to Niki Alexopoulos for the long hours and contribution they made.

Our VAFA staﬀ and the CEO who have worked remotely, diligently, and tirelessly during the pandemic. Their e ﬀorts have been of the highest calibre. I would also like to recognise the huge input of Board member Megan Dwyer for her expertise and acumen during this period.

While on the topic of our Admin staff, it is opportune to recognise the e fforts of Brian Goodman who is retiring after such a long career with the VAFA. Brian has made a remarkable contribution as a player, leading fi eld umpire and senior administrator. The whole community appreciate his e fforts and wish him and his family well in retirement.

The Football Sub-committee has also been kept busy. 2021 will hopefully see the introduction of our own VAFA over35s competition. Initiatives have been implemented on a wide range of football related topics, the key components of which will be highlighted in the following reports.

President’s Report

As part of our engagement drive, football advisory groups have been established to provide continual input from our members and to ensure the strategic plan is aligned.

Our umpires continue to be a hugely important part of our Association and Board member Nigel Credlin has been instrumental in working closely with our VAFAUA to ensure a strong platform of enjoyment and respect to all our oﬃ cials as well as achieving key targets of standards, recruitment and retention.

The commercial side has had real challenges with sponsorship funds being very tight and greatly aﬀected by the pandemic.

Our Commercial Sub-committee, under Adam KirkwoodScott, is exploring new opportunities and at the same time a new Fundraising Project team has been established to generate funds from non-commercial revenue streams.

The VAFA’s key partners have been magni ﬁ cent during the pandemic and thanks go to the management at William Buck, Holmesglen Institute, Epworth, and Bendigo Bank East Malvern.

New life members have been nominated, but during the year we lost three absolute giants of the VAFA in Manson Russel (Old Scotch), Dr Brian Costello (Uni Blacks) and Alf Keam (MHSOB). All three gentlemen had life-long associations with their clubs and the VAFA. Our deepest sympathy to the families of these three gentlemen.

Governance and Risk Management has had a real focus under Peta Olive whilst Club Engagement and Sustainability as abovementioned has been a critical objective under Je ﬀ rey Jankie.

Recently I was chatting with former VAFA President and Life Member Richard Evans. Richard remarked that with the conclusion of this extraordinary AFL season he wanted to congratulate all involved in ensuring there was in fact a football competition at all as in so many ways the AFL provided us with a bright light during a dark winter.

The passion, the love and the commitment we have to our own club in the VAFA forms much of the fabric of our society

“ ”

Notwithstanding the professionalism of the AFL, the playing of the season reinforced once again the inﬂuence the great game has on our lives. The passion, the love and the commitment we have to our own club in the VAFA forms much of the fabric of our society and for many is the greatest joy in their lives. It is part of our life. A place to meet and make friends. A safe and welcoming environment for all people.

Richard added that the game provides entertainment and opportunity for everyone; it is community. It is commonality of purpose and provides a sense of belonging and ownership to all involved; “the game of the people for the people”.

Noted journalist and VAFA Club President Greg Baum wrote, “The great game belongs to no one. It belongs to everyone; to all of us who love it and follow it both in our hearts and minds”.

“May our great game continue to provide us all with enjoyment; may it continue to sustain us; to ful ﬁ ll our lives and forge those great qualities and friendships that bind us all together.”

I take this opportunity to thank our whole community and everyone for their e ﬀorts during the pandemic.

To all our club presidents and committees, to our players, offi cials and umpires, our volunteers and supporters, our medical staff, to Brett Connell and all VAFA staff and to the VAFA Board thank you for your patience and understanding.

I am honoured to be president of our great Association. Take Care. Keep well and bring on season 2021.

Treasurer’s Report

The 2020 Financial year has been unprecedented in the VAFA’s long history and not since WWII has football not been played by the member clubs of our Association.

Indeed, the events of this last season have given rise to many challenges faced by clubs and the Association, not the least of which have been ﬁ nancial and operational.

The VAFA Board has worked diligently during this ‘pandemic’ period, demonstrating fi scal prudence and fi nancial responsibility throughout. The extensive use of operational reporting and cash flow modelling, combined with executive budgetary restraint, has maintained the fi nancial stability of the VAFA in what could otherwise have been most adverse circumstances.

The Association has reported a trading loss for the year of $224,083. After the accounting expenses of Depreciation and Bad/Doubtful debts are written back ($135,698), the actual operating loss for the year was only $88,385.

Overall, for the 2020 ﬁ nancial year, the VAFA has endured a reduction of income of over 71%. As a direct result of the cancellation of the 2020 football season, club aﬃ liation fees were reduced to 25% of the 2019 season level and sponsorship and property sales reduced by half.

It should not go unnoticed that Federal and State Government support has assisted the Association in maintaining operations to the value of over $360K.

Operational expenses have been reduced accordingly, particularly staﬀ wages and (obviously) football season operating costs. No costs have been incurred this season for awards, functions, ﬁ nals, representative football, umpires or match day operations.

The immediate liquidity and ﬁ nancial stability of the VAFA has been retained with cash reserves currently in excess of over $500K and little or no long-term debt.

The Board greatly appreciates the personal contributions to the successful operation of this most challenging year from CEO, Brett Connell, his management, and administrative team.

With the loyalty and support of all staﬀ members, the CEO and the Board has been able to continue to engage with member clubs to maintain the strength of the Association and prepare for the return of football operations.

The Board would also like to acknowledge the signi fi cant support of its sponsor/partners throughout this di ffi cult year. In particular, the ongoing fi nancial support and technical assistance provided by the William Buck management team and professional sta ff has been invaluable to the VAFA Board and management team. As well, Bendigo Bank, Holmesglen and our supplier partners who have provided fi nancial support in di ffi cult economic times for which the VAFA is most appreciative.

Finally, the Board would like to acknowledge and thank all our member clubs and their administration teams in their ongoing support of our VAFA administration team and the way in which they have managed their own club ﬁ nances in this most di ﬃ cult year.

With the experience now acquired through a cancelled football season, and with a continued demonstrated ﬁ nancial responsibility, the Board believes we have the capacity to withstand whatever challenges the 2021 season may provide.

We look forward to the challenge of a new season for the love of the game.

Mick Overman VAFA Treasurer

2020 Expenses

2020 Income

Chief Executive Of ﬁcer’s Report

2020 will be a year which none of us will forget, both personally and professionally.

For only the third time in our 128-year history, the VAFA did not run a competition – but it was not for a lack of eﬀort or planning.

In December 2019, we packed up the year at our AGM with plans in place for another exciting year in 2020. We welcomed (3) new staﬀ members Matt Collister (Manager - Football Operations), Matt Dervan (Manager – Umpire Operations) and Lana Ryan (Media, Marketing & Events Co-ordinator) and plans were falling into place in early 2020.

We held our annual Club Conference in February and outlined the year in detail to all of our clubs with new initiatives such as the player registration program and the associated VAFA Advantage Program, along with further re ﬁ nement of our football-related programs to assist club volunteers –particularly focused on our cornerstone, amateur status, and the integrity of our competition.

However, that all came a sudden halt in late March – just as clubs were all headed into practice matches, COVID hit us all. There was much planning that was placed on hold as we sought to understand what eﬀect the fast approaching pandemic would have on our season, not only in the VAFA but across community football in general.

Initially we met with the AFL and AFL Victoria to place our current season on hold and make plans for a shortened season for all our clubs, players, coaches, umpires and volunteers.

Brett Connell Chief Executive O ﬃ cer

Initially we met with the AFL and AFL Victoria to place our current season on hold and make plans for a shortened season “ ”

The metropolitan football leagues came together with a focus to align our planning and thinking to make certain we were all in step. Cricket Victoria provided much-needed grace by allowing all seasons to run into October if required.

At the VAFA, we began planning for a shortened season, ﬁ rstly beginning in late May or June. The main thrust of our preparation was to understand the impact the required protocols would have on our clubs and volunteers.

Within the VAFA, we have a broad spectrum of clubsschool, university and community based – and the required protocols would aﬀect each di ﬀerently.

Much planning was being done behind the scenes. The VAFA management worked closely with the AFL, AFL Victoria, metropolitan community leagues and SRV to keep abreast of the changing environment in an attempt to keep our clubs informed.

The VAFA Board met fortnightly to remain across the changing landscape and what that meant for our clubs and community in general – every e ﬀort was made to make certain we had the best possible chance of beginning a season.

In June, COVID clusters began to spring up across metropolitan Melbourne, with the north-west corridor of Melbourne locked down and then, as we know, the lockdown hit all of metropolitan Melbourne and with it went and chance of the VAFA season proceeding.

On July 1, the VAFA Board made the agonizing decision to cancel the 2020 season.

After a period of disappointment and bewilderment, everyone associated with the VAFA team at HQ had accepted what was in front of us as we began planning to remain engaged with our VAFA community.

Initiatives such as the ‘Club in Focus’ podcasts as well a regular newsletter (replacing the fortnightly VAFA Update) were but two strategic engagement projects that successfully got oﬀ the ground.

The VAFA also moved to focus on several other engagement initiatives, with Advisory Groups set up to include club representatives across the Women’s, U19, Division and Premier sectors of our competition. Club meetings were also held across October & November in an eﬀort to connect with our clubs and hear ﬁ rsthand the challenges and opportunities the pandemic had presented and how we may best plan to re-emerge from 2020.

Chief Executive Of ﬁcer’s Report

A VAFA Men’s Masters competition was another key project that took shape and in 2021 we will welcome a new cohort of players to the VAFA, with plans in place to implement a VAFA Women’s Masters competition in future years.

On a fi nancial front, our focus was reducing costs to clubs. Affi liation fees were reduced by 25%, staffi ng was cut back to the bare minimum from April and all other expenditure was cut back to the barest minimum. We also began work on reviewing our affi liation fee structure, which upon review will take another 12 months to implement due to the uncertainty of another COVID a ffected season.

Due to the ﬁ nancial strain on the VAFA and its clubs in 2020, and with the reality of this being felt in the ensuing years, the VAFA has explored and will instigate a VAFA Future Fund –with the main aim of building a nest egg whereby clubs can be supported ﬁ nancially and apply for funding in the areas of player and facility development, and volunteer support.

We reduced the costs to our license partners and implemented a system where apparel orders that had been ful ﬁ lled would be paid for. We thank all of our clubs for their support on this front, particularly when no season took place.

Commercially, a number of our retail and trade partners were hardest hit and could not continue. Our major partner William Buck reinforced the strength of our relationship by supporting us in 2020, as did other key support partners in Holmesglen, Epworth and Bendigo Bank – East Malvern.

We thank the VAFAUA for their support in re-negotiating their pay structure should a season proceed and, in turn, agreeing to keep in place for the 2021 season.

Further, the VAFA advocated strongly to AFL Victoria and the AFL for a review and eventual reduction in insurance costs for clubs for the 2020 season – all with a single focus of reducing costs to clubs.

I would like to thank George Voyage and the VAFA Board for their support across an unprecedented year, in particular Mick Overman (Treasurer) who assisted in the ﬁ nancial management of the Association and Megan Dwyer (People & Culture Chair) in relation to the HR component of our business through challenging times. Collectively, our eﬀorts as a Board

the VAFA thanks all our clubs who held their line and remained positive and agile in the face of many unknowns “ ”

and as volunteers largely go unrecognized and I would like to acknowledge your guidance and support through trying circumstances.

To the Administration Team, a huge pat on the back. We stuck together through much uncertainty and hardship, all of which has brought us closer together, with bigger and better seasons to follow.

It would be remiss of me to not single out Brian Goodman who retired after 16 years at the VAFA in several administration roles. Add to that a long and celebrated career at club and umpire level also. You leave a terri ﬁ c legacy Brian, and we thank you for dedication and passion to the VAFA.

While 2020 will no doubt go down in history for many reasons, the VAFA thanks all our clubs who held their line and remained positive and agile in the face of many unknowns.

In the end there was no 2020 season, and while we are yet to realise the full e ﬀects that no VAFA football had on our clubs and community in general, we are working positively and diligently towards the 2021 season.

To all of the VAFA community, we thank you for your ongoing support and we look forward to VAFA footy returning bigger and better in 2021 across metropolitan Melbourne. We all know just how much we missed every aspect of being involved with the biggest and best senior community football competition in the land.

Keep safe and well and see you at the footy in 2021.

VAFA Staff

Brett Connell

Chief Executive O

cer

Matt Collister

Football Operations Manager

Sam Confait

General Manager, Football & Umpiring

Matt Dervan Umpire Operations Manager

Shona MacInnes

General Manager, Business & Projects

Mikala Sykes Football Operations & Events Co-ordinator

Brian Goodman Club Development & Sustainability Manager

retired in September

Lana Ryan Media, Marketing & Events Co-ordinator

Paul Wagland Partnerships Manager

Rebecca Carter Administration Assistant

Nick Armistead Head of Media

Sam Confait General Manager, Football & Umpiring

When the VAFA Board fi rst postponed the 2020 VAFA season in response to the COVID-19 pandemic on March 17, Football Operations - in collaboration with the Football, Growth & Integrity Sub-Committee - reformatted season structures, re-fi xtured competitions, monitored incoming transfers and developed Return to Play protocols in the hope a season would re-commence. Unfortunately, the decision to offi cially cancel the season was made on July 1 and our focus turned to planning for the remainder of the year on reduced working arrangements. The below summarises what has been established and accomplished during this period:

VAFA Football Advisory Groups

The Football Operations team identi fi ed a lack of club collaboration in our decision-making processes and required perspective and expertise from VAFA clubs. Football Advisory Groups were formed to advise the VAFA of on-fi eld and offfi eld issues and concerns impacting Women’s football, Men’s Premier Sections, Men’s Divisional and U19 football and to advise on solutions and outcomes to improve and progress our competition.

Football Operations

Women’s Football Advisory Group

Projects: Addressing issues and concerns raised in the VAFA women’s football player survey (sent to all 2019 registered players); this includes umpire allocations and quality of umpiring, coaching standards, on-ﬁ eld congestion, and gender imbalances. This group is also exploring ways to identify and support at-risk women’s football clubs impacted by COVID-19.

Members: Ian Hill (OS), Geoﬀ Koop (ESL), Frankie Freeman (NB), Chelsea Fisher (CG), Tim Habel (UHS-VU), Alex Mackenzie (OC), Annabel Brebner (MCCFC), Beth Cook (WB), Steven McMahon (TP), Tom Purcell (SKOB), Sam Waldron (HAFC), Ella Stephenson (MB), Sam Confait (VAFA) and Matt Collister (VAFA).

Men’s Premier Sections Football Advisory Group

Projects: Player Points System, Return to Play Protocols to ensure clubs have the opportunity to create revenue, and simplifying umpire interpretations of the AFL Laws of the Game/Rules.

Members: Mark Hibbins (Coll), Peter Simpson (OS), Neil Bowman (OT), Sharon Tourney (Fitz), Brett Carson (OH), Neil Jenkins (PV), Sean Crisp (HR), Richard Simon (Orm), Peter Snyder (OM), Sam Confait (VAFA) and Matt Collister (VAFA).

Men’s Divisional Football Advisory Group

Projects: Addressing issues relating to volunteer shortfalls in VAFA Divisional football, review U19/FIDA data to identify trends with player transition to senior football and player drop oﬀ, improve VAFA divisional umpire allocations and quality of umpiring, and review current Divisional Section structure.

Members: Andrew Sutherland (LTU), Brendan Lashbrook (Cant), Chris Brown (EP), Damian Hannam (OP), Ivan Delac (GE), Nick Paton (YOG), Peter Ciardulli (WF), Rod Moran (TP), Tim Purdey (Bruns), Warren Fall (MHSOB), Terry McEvoy (VAFA FG&I Sub-Committee) and Mikala Sykes (VAFA).

U19 Football Advisory Group

Projects: They played a proactive role in determining the 2021 U19 Over-Age Player Policy which was released to clubs on 7 October. They’ve now turned their attention to analysing U19 football fi nals eligibility, the quality and integrity of the U19 fi xturing and grading process and additional support that can be provided to clubs to ensure they can fi eld an U19 side next year.

Members: David Elam (OM), Geoﬀ Carr (Pen), Peter McKenzie (Maz), Jeremy Dickson (OC), Lachlan McKinnon (MHSOB), Con Terzoglou (CYMS), Josh Galbraith (DLS) and Matt Collister (VAFA).

VAFA Portal Application

The VAFA Portal has proved to be a successful platform, allowing the football operations team to communicate with and inform clubs. To further improve the communication process and user experience, particularly on match days, a VAFA Portal App is currently being created to allow registered club users easy access to the suite of documents, policies and processes featured on the VAFA Portal.

VAFA Policies

The VAFA has reviewed and updated many of its footballrelated policies and Codes of Conduct throughout the year. These include the Illegal Drug Policy, Night Match Policy, Melee Policy, Infectious Diseases Policy, Blood Rule Policy, Pregnancy Policy and the U19, Men’s Thirds and Women’s Football Regrading Policy.

VAFA Supers Competition

VAFA club feedback was the catalyst to establish our inaugural over-35 competition planned to kick o ﬀ in 2021. This exciting initiative aims to capture new players and re-engage with past players to provide clubs the opportunity to increase revenue and volunteers whilst continuing to promote the essence of amateur football, a family friendly environment.

Club Development

When the season was cancelled due to COVID-19, it created the task of working from home while still communicating, supporting, and investing in our clubs. It was more important than ever to consistently communicate with clubs and give them an opportunity to discuss their individual needs and how the VAFA could oﬀer support and assistance.

This situation gave clubs the opportunity to turn their attention to several projects that may not have otherwise been completed due to time constraints.

One main area that clubs were able to focus on was the implementation or maintenance of their strategic plan – a document that will always give clubs the foundation upon which to set out and achieve their goals.

A lot of clubs worked on resigning their coaching staﬀ, or commenced recruiting new coaches, in preparation for 2021. This meant clubs and coaches had to familiarize themselves with the revamped AFL Coach Education Programs within the Coach AFL Learning Management System. This included a high-quality interactive coaching resource and online coaching courses. Coaches were encouraged to take part in these courses due to the increased beneﬁ ts now available. Coaches were also strongly encouraged to ensure they maintained or completed the accreditation requirements in line with the VAFA Coaching Accreditation Policy. This is to ensure there is a shared understanding between all VAFA members of the Association’s expectations regarding coaching accreditations.

Heading into the 2020 season, the VAFA partnered with Tackle Your Feelings – a program designed for community coaches, club presidents and committee members to give them the tools to help ‘Understand’, ‘Recognize’ and ‘Manage’ signs of mental illness. The program was planned to deliver six one-hour sessions at VAFA club venues in a bid to enhance the coach’s knowledge and their ability to identify players at risk of su ﬀering mental health illness. Nick Walsh, Program Manager for Tackle Your Feelings, conducted some of these sessions online with strong attendance from coaches. The VAFA will continue to explore rolling out these sessions in 2021.

Brian Goodman Club Development & Sustainability Manager

The Safeguarding Children and Young People Policy outlines how the VAFA will deliver on its commitments to safeguarding children and young people involved in VAFA activities, programs, services, and facilities. This Policy sets out the behaviours required of VAFA clubs and their representatives towards, and in the presence of, children and young people.

Volunteer recruitment and management is such an important aspect of Club Development as it enables clubs to function and operate as e ﬃ ciently as possible. Clubs were kept up to date with the latest recruitment strategies as volunteers are the backbone of our clubs.

During the October-November months, the VAFA conducted division meetings with all clubs invited to attend. The main focus was to engage clubs, learn from 2020 and plan collaboratively for 2021. The ability for clubs to meet, albeit virtually, and share their thoughts, plans and ideas was seen a terri ﬁ c initiative and one which we will look to continue across 2021.

We continually kept clubs informed of the entire lists of local and government grants available and encouraged clubs to apply. With clubs experiencing fewer funds than normal, clubs are encouraged to regularly check to seek opportunities to apply for grants that included club facility upgrades, volunteer support and personal group development.

2021 will be testing time for clubs so the message is don’t give up, keep positive and may every club give it their best shot.

Umpire Operations

Matt Dervan Umpire Operations Manager

The VAFA had a strong group of 540 umpires ready to showcase their talents in 2020. However, the cancellation of the season brought an opportunity for the umpiring department to re-set and plan for 2021 in what will be an enthralling return of VAFA football, and we look forward to continuing to drive our umpiring program to the elite level our clubs expect.

Recently, our clubs have become more involved in shaping the direction of umpiring and improving the standard of oﬃ ciating in all our men’s and women’s sections. I welcome the feedback from our working groups on ideas and areas of concern from our clubs where umpiring can be improved, and what actions can be taken to continually drive our umpiring forward, whilst better aligning what umpiring will look like on-ﬁ eld with our clubs.

The further development of the BJS Women’s Umpiring Academy, led by Mikala Sykes and a team of coordinators, has continued to engage and work with a group of passionate women. The academy has participated in activities including the One Foot Forward: Walk for Mental Health which raised important funds and awareness for mental health. I look forward to the continued growth of our women’s umpiring group and seeing numbers rise as a result of the Academy.

With the VAFA competition continually growing in size and the demand for umpires increasing each year, we are always looking to bolster our umpiring numbers by investing in opportunities to retain current umpires and recruit new members from all backgrounds. Promotion of our community is key to our recruitment drive and the fortnightly newsletter introduced by the VAFA Media Department this year has provided an additional platform to promote positive umpiring stories and showcase the umpire community to all VAFA members.

To all our coaching and physio staﬀ led by Tony Hales, Ryan O’Shea, Bernie Jephson, Justin Sanseviero and East St Kilda Sports Clinic - thank you for all your work during the year. Your continued coaching of our umpires during various lockdowns before the season was cancelled was ﬁ rst class. I look forward to managing this dynamic team again in 2021.

The VAFA looks forward to strengthening our partnership with the SMJFL and YJFL as we continue to support young umpires of all ages transitioning to senior football once their time in junior football has fi nished. I am confi dent with the quality of coaching the VAFA offers to all umpires, along with the continued influx of talented young umpires from premier junior competitions, the VAFA will continue to be a key pillar for the development of young umpires, as well as all our current senior umpires.

To Andrew Hartnett, Patrick Mathews, and Josh Colman, and all at the VAFAUA – thank you for your work this year in di ffi cult circumstances. Your willingness to support the competition by agreeing to two di fferent pay proposals that will help ensure our return to the fi eld in 2021 is a very prosperous one. Positive strides were taken this year and we look forward to continuing working with you.

Finally, to Brett Connell, Sam Confait, Nigel Credlin and Tim Sutcli ﬀe - I thank you all for the support in my ﬁ rst year in the role as we together continue to push our umpiring program to the next level, and show why the VAFA truly is the best place to umpire.

Business & Projects

The economic and social impact of the 2020 Covid-19 pandemic has reverberated around the world. Some sectors saw an upturn (we should have bought those Zoom Video shares) but many have been severely impacted. Like tourism and hospitality, community sport took a massive hit. With our core business, football, gone for the year, the VAFA’s commercial department had to reset our operations and turn much of our attention to keeping the Association viable.

The domino e ﬀect was predictable.

I would like to thank our Clubs for their support and recognise the di ﬃ culties they were also under. They displayed great understanding of the necessary role they had to play as members of our Association and we gratefully recognize their contributions.

Much work was done in discussion with our Commercial Partners. Being restricted to virtual meetings made this di ﬃ cult at times. I would particularly like to acknowledge and thank our Premium Partner William Buck, Accountants & Advisors, for their continued generous support.

We worked closely with our apparel suppliers CGR, Starsub and TLA, and thank them for accommodating our Clubs and the VAFA through what has been a di ﬃ cult time for them. Over this down time we have worked on setting up more e ﬃ cient ordering, payment and delivery processes for our Apparel and Online Store services.

Sherrin also assisted us by holding stock over until next season, something we truly appreciate.

More detail on Club Financials, Commercial Partners and the VAFA Advantage Program can be found elsewhere in this Report.

Another result of the pandemic was our inability to support our Community Partners. In 2020, we had planned to support Thick & Thin, Breast Cancer Network Australia and TAC Towards Zero. We are currently reviewing our community program for 2021.

Functions are a highlight on the VAFA calendar. As the year progressed we reluctantly began cancelling events. First to go was our Season Launch. Traditionally a vibrant night full of anticipation, it was with a heavy heart we had to cancel the

event. Excitingly, we can announce we have re-booked the Melbourne Cricket Club Member’s Dining Room for what will surely be a gala season launch next year.

The next casualties were the Big V Lunch and our very popular William Buck Finals Lunch. Needless to say, no awards functions were held. Since the ﬁ rst Woodrow Medal was awarded in 1927 to Keith Rigg (Collegians), with the exception of 1940 to 1945 (WWII), 2020 is the only time a Woodrow Medal has not been awarded. Such is the impact of the global pandemic.

The Heritage Sub-Committee comes under this umbrella. I would like to thank the group lead by John Bell aided by Geoﬀ McCracken, Sue Anderson, Geoﬀ Riley and Phil Stevens for hours of work sorting our large collection of records, photographs and memorabilia. John Bell has decided to take a step back and we thank Sue Anderson for agreeing to lead this group going forward.

The Commercial Team welcomed Lana Ryan into the role of Media, Marketing and Events Co-ordinator at the beginning of the year. Paul Wagland continued as Partnerships Manager and Rebecca Carter has ful ﬁ lled a number of roles. I would like to thank them all for their diligence, motivation and continued enthusiasm in what has been a very di ﬃ cult year.

Thank you to Nick Armistead who works closely with the Commercial Team, Adam Kirkwood-Scott for his guidance as Chair of the Commercial/Media Sub-committee and Brian Goodman for his assistance. We wish ‘Benny’ all the best in his retirement.

It is with relief that we say goodbye to 2020, and begin to navigate our way through the recovery by developing strategies to regrow our business, retain relationships, explore new commercial opportunities, support our Clubs and renew our social connections.

We are all looking forward to a brighter 2021.

Shona MacInnes General Manager, Business & Projects

Nick Armistead Head of Media

Following the cancellation of the 2020 season, VAFA Media re-evaluated this year’s content and communications strategy to a) continue to engage the VAFA community across our range of digital platforms and b) provide value for VAFA partners.

Digital Media Advisory Group

The VAFA established a Digital Media Advisory Group with industry experts, focusing on the strategic direction of VAFA Media over the next three years. While the season was derailed due to COVID-19, I’d like to thank Cameron Voss, Nadine Rabah, Anthony Stanguts, Sam Duncan, and Richard Smith for their input and advice and I look forward to progressing this group with them in 2021.

Clubs in Focus Podcast

VAFA Media introduced a new club-centric initiative this year – the Mecwacare ‘Clubs in Focus’ Podcast. This series allowed VAFA Media to shine a light on the histories of our clubs, their stories, and their club champions in 60-90-minute episodes. The format of each podcast allowed for four-ﬁ ve guests associated with each club ranging from VFL champions Kevin Murray (Fitzroy) and Kevin McLean (Old Ivanhoe) to lifelong club stalwarts Vin Arthur & Pat Mount (Old Paradians), Alec O’Brien (Collegians) and Stephen ‘Ocker’ Fy ﬀe (West Brunswick). The value of these podcasts to both the VAFA and participating clubs cannot be understated as hard copy

Media & Communications

historical documents become increasingly di ﬃ cult to access. The overarching idea is to establish a digital library of ‘Clubs in Focus’ podcasts, documenting important events, eras, and contributors, and making it universally accessible.

After agreeing to naming rights of the VAFA Match of the Day broadcast and the VAFA Podcast prior to the 2020 season, it was important to provide as much value as possible for Mecwacare. This series, as well as the associated social media coverage, gave us an opportunity to do that. Further, we released two well-received special edition podcasts during lockdown - focusing on the mental health of our community and Brian Goodman’s retirement. I’d like to give special thanks to the podcast’s host and producer, Joe Pignataro; without his enthusiasm and expertise, this would not have been possible.

VAFA Newsletter

The VAFA Newsletter was reborn in July, with a modernised design hitting the VAFA community’s inbox every fortnight. This initiative provided an opportunity to communicate directly with members and content included club and VAFA news, editorial, football operations and umpire updates, partner news, coaching advertisements, polls, and historical pieces. The newsletter allowed the VAFA to continue its digital transformation and created an additional promotional tool for partners; in particular, William Buck, Holmesglen and Epworth.

William Buck VAFA Footy Flashback Series

In lieu of a football season, VAFA Media partnered with My Sport Live and brought members the William Buck VAFA Footy Flashback Series. Across the months of April, May, and June, eight classic grand ﬁ nals dating back to the 1980’s were streamed across the VAFA website and Facebook page, accumulating more than 67,000 views and a social media reach of more than 136,000. I’d like to thank Andrew Weiss and the team at My Sport Live for their continued support and, after both organisations agreed to a three-year extension at the end of 2019, look forward to building on our already-strong relationship.

VAFA Media Team

The VAFA Media team had a slightly di ﬀerent look in 2020 with Lana Ryan joining the team as Media, Marketing and Events Co-ordinator. Lana has been an invaluable asset across a range of initiatives, and I thank her for her support as we continue to strive for excellence in every facet of media production.

VAFA Media Awards

On Thursday 12 December, the VAFA hosted its second VAFA Media Awards Luncheon at Elsternwick Park, recognising club media volunteers who excelled throughout the 2019 season.

Ken Petrucco VAFA Media Personality of the Year –Tommy Flanagan (CG)

Best Online News Story – Marshall Toohey (Fitzroy)

Best Online Feature Story – Callum O’Connor (RMIT)

Best Use of Digital Media (Feature) – Box Hill North

Best Use of Digital Media (Series) –Uni Blues Poncast

Best Use of Social Media – Old Brighton

Best Photograph (Action) – Mike Viney (Marcellin)

Best Photograph (Character) – Phyllis Quealy (Fitzroy)

Partnerships

From a commercial perspective, there was so much riding on the decision of whether we would see a season get underway.

For the most part, our digital commitments to sponsors were well underway before COVID was declared a pandemic. Once the decision to cancel the season was made, it was inevitable that we would see some of our partners walk away from us as they struggled to deal with the impact COVID was having on their businesses. Unfortunately, this would contribute towards a signi ﬁ cant decline in sponsorship revenue of more than 60%.

For those who remained, we would need to re-negotiate their agreements - which in some cases involved di ﬃ cult conversations - however, in the true spirit of a partnership, we were able to work together to achieve as positive an outcome as we could have hoped for under the circumstances, and I sincerely thank all of our partners for their patience, support and understanding during these extraordinary times.

I would particularly like to thank our Premium Partner William Buck Accountants and Advisors for their unwavering support and generosity, and special thanks to Lindsay Holloway and the team whose response to the renegotiations was outstanding and greatly appreciated.

I’d also like to thank Suzanne McKinnon, Philip Javier, Ross Digby and Zac Vlahandonis from our Major Partner Holmesglen, as well as Sam Duncan the course leader of Holmesglen’s Sports Media and Sport Business Degrees who is ably assisted by Sharyn Meade.

One of the great aspects of our partnership with Holmesglen is the opportunity for us at HQ, and many of our clubs, to work with the students through our Internship and Applied Learning programs. These opportunities deliver great bene ﬁ t to all stakeholders and we look forward to building upon these in the years to come.

I’d also like to thank Major Partner Epworth and especially Fiona Dal Cengio. This is Epworth’s centennial year, and one that we were really looking forward to celebrating more than circumstances permitted.

To our Apparel Suppliers, I’d like to thank you all for the tremendous support you provide to our clubs. Thank you to Jeremy Heﬀernan from Starsub, Patrick Prendergast from CGR Sportswear and to Jason Jacoby from TLA. We certainly appreciate how di ﬃ cult this year was for you and we look forward to working with you in the better times to come.

Thank you to Ruth Hall from East Malvern Community Bank Branch of Bendigo Bank for your generous support to not just VAFA HQ, but to a number of our clubs who you work very closely with.

To Jo Dougherty and Michele Lewis from Mecwacare, it has been a particularly di ﬃ cult time for the aged care sector. You have done an amazing job under extremely di ﬃ cult circumstances. We thank you for your support and look forward to working with you both in 2021.

To Simon Fanning and the team at BJS Insurance Group, thank you for your ongoing support and in particular, the support of the BJS Women’s Umpire Academy, which will go from strength to strength next year.

I’d also like to thank Richard Dalke from Politix. I hope that we can get together in the new year and discuss future opportunities. Also, to Simon Olive and the team at Anytime Fitness. We wish you well with the re-opening of your business and look forward to having you back on board soon.

Thank you also to Andrew Shenker from Victor Sports, Nathan Collins and Chris Michaels from Sherrin, Andrew Oppy from OrthoSport Dara Tang from High Sierra, Marty Kelliher from Tahbilk Wines, Kim Littlejohn and Martin Gaul from Club Warehouse, Will Strange from Sports Performance Tracking, Rob Oppedisano from Big Swing Golf, William Balme from Thick & Thin and Alistair Ewart from Winning Edge Presentations.

Paul Wagland

Partnerships Manager

Finally, we are looking forward to launching the VAFA Advantage Program in 2021 which was meant to be rolled out this season. Given the shutdown of business for the past few months, we hope that participating businesses will see this as part of an opportunity to get back on their feet. The program will oﬀer our registered players a number of discounts, deals and value adds across a variety of businesses via a smart device app. The program will be rolled out in March 2021.

In closing, I’d like to thank the Commercial Team in Shona MacInnes, Nick Armistead, Lana Ryan, Rebecca Carter and Sub Committee Chair Adam Kirkwood-Scott for their tremendous support this year, and we look forward to an exciting 2021 season.

Victorian Amateur Football Association

ACN 004 811 054

Financial Statements For the Year Ended 30 September 2020

Financial Report

For the year ended 30 September 2020

Directors’ Report

The

1. GENERAL INFORMATION

Information

The

Anthony Amad

Adam Kirkwood-Scott

George Voyage

Nigel Credlin

Megan Dwyer

Michael Overman

Brett Connell

Felicity Frederico

rey Jankie

Peta Olive (Board appointed 2018, Member Elected 3/12/2019)

Paul Newton (resigned January 2020)

Directors

the

Financial Report

For the year ended 30 September 2020

Felicity Frederico OAM

Quali ﬁ cationsBachelor of Business (Marketing)

ExperienceCurrent Vice Chair of an Aged Care facility, Committee member of Mercantile Rowing Club and Life Member of the Order of Australia Association, Former Councillor and Mayor at Bayside City Council, Director of the South Metro Junior Football League, Trust Member of the Southern Metropolitan Cemetery Trust, Vice President and Treasurer of the Australian Local Government Women’s Association, Member of various Ministerial Advisory Committees

Special ResponsibilitiesChair Fundraising Working Group, Member of Governance Working Group, Member of Elsternwick Park Sub-Committee

Je ﬀery Jankie

Quali ﬁ cationsBachelor of Dental Science (Hons.) Melb, Licentiate Dental Surgery VIC, Member Australian Dental Association

ExperienceLife member and hall of fame with AJAX, Chaired Victorian Dental Association Practice Management Committee

Special ResponsibilitiesChair of Clubs, Community and Stakeholders Sub-Committee

Brett Connell

Quali ﬁ cationsBachelor of Applied Science, Diploma of Education (Secondary)

ExperienceOver 25 years’ experience in football administration with VCFL and AFL Victoria

Special ResponsibilitiesEx O ﬃ cio of all Sub- Committees

Peta Olive

Quali ﬁ cationsBachelor of Arts and Law (Honours)

ExperienceFormer board member and Deputy Chair of Women’s Health West

Special ResponsibilitiesChair Governance Sub-Committee, Director Transport Property-Department of Transport, Football, Growth and Integrity Sub-Committee (Rules)

Principle activities

The principal activity of Victorian Amateur Football Association during the ﬁ nancial year was promotion, control and management of amateur football in Victoria.

No signi ﬁ cant changes in the nature of the Company’s activity occurred during the ﬁ nancial year.

Financial Report

For the year ended 30 September 2020

Strategies & Objectives

SUB-COMMITTEES

Football:

• Maximise player participation across all sectors

• Club and Competition Sustainability

• Maintaining our Amateur integrity &status

• Continued focus on high level representative programs

• Continue to monitor rules, policies and guidelines to ensure that they are clear, precise and relevant

Finance:

• Explore alternative streams of revenue to ensure VAFA and club ﬁ nancial stability including delivering on speci ﬁ c projects

• Club debt management support

• Financial reporting and audit

• Operational cash ﬂow management and ﬁ nancial planning

Commercial & Media:

• Explore alternative revenue streams

• Increase Sponsorship income

• Further develop properties business – including merchandising

• Data mining to develop content that is relevant to each platform and consumer segment

People & Culture:

• Supporting the CEO in building a customer-centric values driven culture, with a focus on team development, performance and succession planning

• Ensuring administration team structure and capabilities are aligned to deliver the strategic plan

• Ensuring administration have a safe & productive workplace

Umpiring:

• Equal opportunities exist for all umpires

• Quality & no. of umpires and umpiring standards

• Focus on retention and recruitment strategies

• High performance program

• Umpire Welfare Program

• High level Umpire Coaching structure

• 100 female umpires by 2021

Community Clubs & Stakeholders (including Heritage):

• Providing relevant advocacy on behalf of the Clubs

• Club engagement & Club sustainability

• Provide ﬁ nancial, strategic, project resources & support for clubs

• Initiatives to recognize & celebrate our Heritage including grant applications

• Player and club welfare programs

• To foster a culture and a sense of belonging that enables a lifelong connection to the VAFA Governance:

• Ensure oversight, rules practices, polices and processes are in place for e ﬀective Board, Management and Competition governance

PROJECT TEAMS:

Fundraising:

• Develop and execute plans to enable the VAFA and member clubs to attain & remain ﬁ nancially sustainability via alternative revenue streams

Elsternwick Park:

• Work with stakeholders to maximise the opportunities for the VAFA, umpires, member clubs and the community within the EP precinct

• Scoreboard

• Landscaping

• Spectator amenity (seating and toilets)

• Umpire pavilion

Resilience – Mental Health & Well-Being

• Ensuring a safe and inclusive environment for umpires, players, volunteers and supporters

Performance measures

The company measures its own performance through the use of quantitative and qualitative benchmarks. The benchmarks are used by the Directors to assess the ﬁ nancial sustainability of the company and whether the company’s short term and long term objectives are being achieved.

On an annual basis the Directors and the relevant subcommittees undertake a review of all the company’s strategies and goals. As part of this process certain quantitative and qualitative benchmarks are determined including growth in membership base; growth in annual surplus and the continued integrity for the sport, the association and all current and future members.

Financial Report

For the year ended 30 September 2020

2. OPERATING RESULTS AND REVIEW OF OPERATIONS FOR THE YEAR

Operating results

The de ﬁ cit of the Company after providing for income tax amounted to $224,083 (2019: $150,416 deﬁ cit).

Review of operations

Due to the Government imposed restrictions as a result of COVID-19, no football season was possible for any teams or leagues governed by the association. This had a signi ﬁ cant detrimental impact both operationally and ﬁ nancially on the organisation as detailed within the balance of this report.

3. OTHER ITEMS

Signi

ﬁ cant changes in state of aﬀ airs

During the year and up until the date of this report VAFA continue to work with Bayside City Council to execute a formal lease agreement for the use of Elsternwick Park. As at the date of signing of this report whilst a binding agreement has not been signed, in principle a draft agreement has been struck, such that VAFA and Bayside City Council have principally agreed to enter a 21 year lease agreement for the use of Elsternwick Park e ﬀective on or around November 2020.

Further, the parties have principally agreed a payment plan of the outstanding contribution amount for the redevelopment of the building (refer to note 14). The ﬁ rst repayment in accordance with this arrangement was made for $55,000 on 4 November 2020 meaning the previous $591,250 payable will be repaid over 119 equal monthly installments.

There have been no other signi ﬁ cant changes in the state of aﬀ airs of the Company during the year.

Events after the reporting date

The COVID-19 pandemic has created unprecedented uncertainty on the economic environment. Actual economic events and conditions in the future may be materially di ﬀerent to those estimated by the association at the

reporting date. In the event that the COVID-19 pandemic impacts are more severe or prolonged than anticipated, this may have further adverse impacts on VAFA. At the date of the fi nancial statements an estimate of the future e ffects by the COVID-19 pandemic on VAFA cannot be made, as the impact will depend on the magnitude and duration of government restrictions and economic downturn, with the full range of possible e ffects unknown.

Except for the above, no other matters or circumstances have arisen since the end of the fi nancial year which signi fi cantly affected or could signi fi cantly affect the operations of the Company, the results of those operations or the state of aff airs of the Company in future fi nancial years.

Environmental issues

The Company’s operations are not regulated by any signi ﬁ cant environmental regulations under a law of the Commonwealth or of a state or territory of Australia.

Meetings of directors

During the ﬁ nancial year, 15 meetings of directors (including committees of directors) were held. Attendances by each director during the year were as follows:

DirectorsNo. eligible to attendNo. attended

Anthony Amad1514

Adam Kirkwood-Scott 1515

George Voyage1514

Nigel Credlin 1515

Megan Dwyer 1514

Michael Overman 1514

Brett Connell 1515

Felicity Frederico 1515

Je ﬀ rey Jankie 1514

Peta Olive1515

Paul Newton33

Indemni ﬁ cation and insurance of oﬃ cers and auditors

No indemnities have been given or insurance premiums paid, during or since the end of the ﬁ nancial year, for any person who is or has been an oﬃ cer or auditor of Victorian Amateur Football Association.

Members guarantee

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 $20 each towards meeting any outstanding obligations of the entity. At 30 September 2020 the total amount that members of the company are liable to contribute if the company is wound up is $1,480. (2019:$1,480).

Signed in accordance with a resolution of the Board of Directors:

Director: ...............................................................

Dated this 23 rd day of November 2020

AUDITOR’S INDEPENDENCE DECLARATION UNDER S 307C OF THE CORPORATIONS ACT 2001 TO THE DIRECTORS OF VICTORIAN AMATEUR FOOTBALL ASSOCIATION

I declare that, to the best of my knowledge and belief, during the year ended 30 September 2020, there have been:

i. no contraventions of the auditor independence requirements as set out in the Corporations Act 2001 in relation to the audit;and

ii. no contraventions of any applicable code of professional conduct in relation to theaudit.

MOORE AUSTRALIA AUDIT (VIC)

ABN 16 847 721 257

Ryan Leemon Partner Audit and Assurance

Melbourne, Victoria 23 November 2020

Stat ement of Pro ﬁ t or Loss and Other Comprehensive Income

Statement of Financial Position

As at 30 September 2020

Statement of Changes in Equity

For the year ended 30 September 2020

(224,083)(224,083)

784,273784,273

Statement of Cash Flows

For the Year Ended 30 September 2020

Notes to the Financial Statements

The ﬁ nancial report covers Victorian Amateur Football Association as an individual entity. Victorian Amateur Football Association is a for-proﬁ t proprietary Company, incorporated and domiciled in Australia.

The functional and presentation currency of Victorian Amateur Football Association is Australian dollars. Comparatives are consistent with prior years, unless otherwise stated.

1 Basis of Preparation

The ﬁ nancial statements are general purpose ﬁ nancial statements that have been prepared in accordance with the Australian Accounting Standards - Reduced Disclosure Requirements and the Corporations Act 2001.

2 Change in Accounting Policy

The Company has adopted all of the new or amended Accounting Standards and Interpretations issued by the Australian Accounting Standards Board (AASB) that are mandatory for the current reporting period.

Any new or amended Accounting Standards or Interpretations that are not yet mandatory have not been early adopted.

The Company elected to apply the recognition exemption para 5 (a) AASB 16-Leases

- ‘short-term leases’. Lease agreement at the transition date of the standard was a monthly agreement with Bayside City Council. Lease payments were recognised on a straight line basis as rental expenses. There are no other lease agreements in place at 30 September 2020.

The Company entered into a lease agreement with Bayside City Council which is yet to be signed. The Company expects to recognise a lease liability and right of use asset for this lease of $7,307 at the commencement date of the lease, expected prior to 31 December 2020 upon formal lease execution.

3 Summary of Signi ﬁ cant Accounting Policies

(a) Revenue and other income

Revenue from contracts with customers

The core principle of AASB 15 is that revenue is recognised on a basis that reflects the transfer of promised goods or services to customers at an amount that re flects the consideration the Company expects to receive in exchange for those goods or services. Revenue is recognised by applying a fi ve-step model as follows:

1. Identify the contract with the customer

2. Identify the performance obligations

3. Determine the transaction price

4. Allocate the transaction price to the performance obligations

5. Recognise revenue as and when control of the performance obligations is transferred

For the year ended 30 September 2020

Generally the timing of the payment for sale of goods and rendering of services corresponds closely to the timing of satisfaction of the performance obligations, however where there is a di ﬀerence, it will result in the recognition of a receivable, contract asset or contract liability.

None of the revenue streams of the Company have any signi ﬁ cant ﬁ nancing terms as there is less than 12 months between receipt of funds and satisfaction of performance obligations.

Speci

c revenue streams

The revenue recognition policies for the principal revenue streams of the Company are:

Rendering of services

Revenue from the rendering of a service via the affi liation fees services are transferred with the same pattern of consumption over time and whose consideration consists of a fi xed amount. As such the customer receives and consumes the bene fi ts of the services as the Company provides them, the revenue recognition model is based on the time elapsed output method. Under this method, revenue is recognised on a straight line basis over the term of the contract. It is noted the new revenue recognition is aligned to that previously adopted in practice.

Sale of goods

Revenue from sales made to customers are recognised when control of the goods transferred, being the point in time when the goods have been shipped to the customer.

Grant revenue

Grants from the government are recognised at their fair value where there is a reasonable assurance that the grant will be received and the Group will comply with all attached conditions. Grants that compensate the Group for expenses incurred are recognised in proﬁ t or loss; within ‘Other Income’; on a systemic basis in the periods in which the expenses are recognised. For the year ended 30 June 2020, the Group self-assessed its eligibility to access Australian government COVID-19 related grants. The Group continues to be eligible for the Australian Government COVID-19 grant.

Other income

Other income is recognised on an accruals basis when the Company is entitled to it.

Notes to the Financial Statements

For the Year Ended 30 September 2020

(b) Goods and services tax (GST)

Revenue, expenses and assets are recognised net of the amount of goods and services tax (GST), except where the amount of GST incurred is not recoverable from the Australian Taxation O ﬃ ce (ATO).

Receivables and payable are stated inclusive of GST.

Cashflows in the statement of cashflows are included on a gross basis and the GST component of cashflows arising from investing and fi nancing activities which is recoverable from, or payable to, the taxation authority is classi fi ed as operating cashflows.

Inventories are measured at the lower of cost and current replacement cost. Inventories held for distribution are measured at cost adjusted, when applicable, for any loss of service potential.

Inventories acquired at no cost, or for nominal consideration, are valued at the current replacement cost as at the date of acquisition.

(d) Property, plant and equipment

Each class of property, plant and equipment is carried at cost or fair value less, where applicable, any accumulated depreciation and impairment.

Leasehold contributions

Capital contribution to buildings projects (lease contribution) are capitalised and amortised over the period of the lease.

Plant and equipment

Plant and equipment are measured using the cost model.

Depreciation

Property, plant and equipment, excluding freehold land, is depreciated on a reducing balance basis over the assets useful life to the Company, commencing when the asset is ready for use.

Leased assets and leasehold improvements are amortised over the shorter of either the unexpired period of the lease or their estimated useful life.

The depreciation rates used for each class of depreciable asset are shown below:

At the end of each annual reporting period, the depreciation method, useful life and residual value of each asset is reviewed. Any revisions are accounted for prospectively as a change in estimate.

(e) Financial instruments

Financial instruments are recognised initially on the date that the Company becomes party to the contractual provisions of the instrument.

On initial recognition, all ﬁ nancial instruments are measured at fair value plus transaction costs (except for instruments measured at fair value through pro ﬁ t or loss where transaction costs are expensed as incurred).

Financial assets

All recognised fi nancial assets are subsequently measured in their entirety at either amortised cost or fair value, depending on the classi fi cation of the fi nancial assets.

On initial recognition, the Company classi ﬁ es its ﬁ nancial assets into the following categories, those measured at:

Assets measured at amortised cost are ﬁ nancial assets where:

• the business model is to hold assets to collect contractual cash ﬂows;and

• the contractual terms give rise on speci ﬁ ed dates to cash ﬂows are solely payments of principal and interest on the principal amount outstanding.

The Company’s fi nancial assets measured at amortised cost comprise trade and other receivables and cash and cash equivalents in the statement of fi nancial position. Subsequent to initial recognition, these assets are carried at amortised cost using the e ffective interest rate method less provision for impairment.

Interest income, foreign exchange gains or losses and impairment are recognised in proﬁ t or loss. Gain or loss on derecognition is recognised in proﬁ t or loss.

(f)

Notes to the Financial Statements

For the year ended 30 September 2020

Impairment of ﬁ nancial assets

Impairment of ﬁ nancial assets is recognised on an expected credit loss (ECL) basis for the following assets:

When determining whether the credit risk of a fi nancial assets has increased signi fi cant since initial recognition and when estimating ECL, the Company considers reasonable and supportable information that is relevant and available without undue cost or e ffort. This includes both quantitative and qualitative information and analysis based on the Company’s historical experience and informed credit assessment and including forward looking information.

Impairment of trade receivables and contract assets have been determined using the simpli ﬁ ed approach in AASB 9 which uses an estimation of lifetime expected credit losses. The Company has determined the probability of non-payment of the receivable and contract asset and multiplied this by the amount of the expected loss arising from default.

The amount of the impairment is recorded in a separate allowance account with the loss being recognised in ﬁ nance expense. Once the receivable is determined to be uncollectable then the gross carrying amount is written oﬀ against the associated allowance.

Where the Company renegotiates the terms of trade receivables due from certain customers, the new expected cash flows are discounted at the original e ffective interest rate and any resulting di fference to the carrying value is recognised in profi t or loss.

Other ﬁ nancial assets measured at amortised cost

Impairment of other ﬁ nancial assets measured at amortised cost are determined using the expected credit loss model in AASB 9. On initial recognition of the asset, an estimate of the expected credit losses for the next 12 months is recognised. Where the asset has experienced signi ﬁ cant increase in credit risk then the lifetime losses are estimated and recognised.

Financial liabilities

The Company measures all fi nancial liabilities initially at fair value less transaction costs, subsequently fi nancial liabilities are measured at amortised cost using the e ffective interest rate method.

The ﬁ nancial liabilities of the Company comprise trade payables, bank and other loans and lease liabilities.

Cash and cash equivalents

Cash and cash equivalents comprises cash on hand, demand deposits and shortterm investments which are readily convertible to known amounts of cash and which are subject to an insigni ﬁ cant risk of change in value.

(g) Leases

The association has elected to use exception to lease accounting (AASB 16) for short term leases and leases of low value assets, and the lease expense relating to these leases are recognised in the statement of proﬁ t and loss on a straight line basis. A right of use asset and corresponding lease liability will be recognised upon formal execution of the Elsternwick Park lease with Bayside City Council as detailed at Note 2.

(h) Employee bene ﬁ ts

Provision is made for the Company’s liability for employee beneﬁ ts arising from services rendered by employees to the end of the reporting period. Employee bene ﬁ ts that are expected to be wholly settled within one year have been measured at the amounts expected to be paid when the liability is settled.

(i) Provisions

Provisions recognised represent the best estimate of the amounts required to settle the obligation at the end of the reporting period.

Provisions are measured at the present value of management’s best estimate of the out flow required to settle the obligation at the end of the reporting period. The discount rate used is a pre-tax rate that re flects current market assessments of the time value of money and the risks speci fi c to the liability. The increase in the provision due to the unwinding of the discount is taken to fi nance costs in the statement of profi t or loss and other comprehensive income.

4 Critical Accounting Estimates and Judgments

The directors make estimates and judgements during the preparation of these ﬁ nancial statements regarding assumptions about current and future events a ﬀecting transactions and balances.

These estimates and judgements are based on the best information available at the time of preparing the ﬁ nancial statements, however as additional information is known then the actual results may di ﬀer from the estimates.

The signi ﬁ cant estimates and judgements made have been described below.

Key estimates - Coronavirus (COVID-19) Pandemic

Judgement has been exercised in considering the impact that coronavirus (COVID-19) pandemic has had, or may have on VAFA’s current and future operations, based on known and expected information and events. This consideration extends to services oﬀered, football season commencing, staﬃ ng and geographical operations. As noted at Note 5 VAFA received $314,500 in COVID-19 related support and continues to receive the Jobkeeper subsidy.

Notes to the Financial Statements

For the Year Ended 30 September 2020

The Directors believe:

• a 2021 season will commence meaning a return of revenue;

• there will be no need for further restructure;

• government imposed restrictions will continue to ease, removing much of the signi ﬁ cant uncertainty currently faced by the entity as a result of the pandemic both at reporting date and into the future.

Key estimates - receivables

The receivables at reporting date have been reviewed to determine whether there is any objective evidence that any of the receivables are impaired. An impairment provision is included for any receivable where the entire balance is not considered collectible. The impairment provision is based on the best information at the reporting date.

Key estimates - provisions

Provisions are measured at management’s best estimate of the expenditure required to settle the obligation at the end of the reporting period. These estimates are made taking into account a range of possible outcomes and will vary as further information is obtained

Key estimates - going concern

The statement of fi nancial position shows a de fi ciency in Working Capital (current assets less current liabilities) of $482,682 (2019: $336,146) and the association incurred a de fi cit of $224,083 along with operating cash out flows of $211,332 for the fi nancial year. Despite these circumstances the association has determined the going concern basis of fi nancial statement preparation is appropriate.

The board note that cash flows continue to be closely monitored to ensure all fi nancial obligations are settled as and when they fall due or are renegotiated as required with key creditors such as the Australia Football League. The defi ciency noted above is primarily a result of the COVID-19 pandemic preventing any football seasons taking place and as a result revenues were materially impacted. However with continued easing of government restrictions and in the absence of a third wave, the expectation of directors is that a 2021 season will be viable and as such turnover will return to prepandemic levels.

The working capital de fi ciency is again primarily due to the $591,250 payable to Bayside City Council for VAFA’s committed contribution to the project. As detailed in Note 14, whilst yet to be formally executed due to the agreement being part of the Elsternwick Park lease agreement, the association has agreed at year-end to convert the payable to a loan repayable over 10 years in equal monthly installments. Directors are confi dent this cash flow is very manageable.

However, it is noted the entities ability to continue to operate as a going concern is dependent on re-establishment of positive operating cash flows, fi nancial support of Bayside City Council (through fi nal execution of lease and loan agreements for Elsternwick Park), ongoing support of members and continued easing of COVID-19 imposed restrictions so as to enable the 2021 Football season to proceed as normal with participants and spectators to restore revenue levels. Should the above not be achieved, the ability of the company to meet fi nancial commitments as and when they fall due, realise its assets, extinguish its liabilities and the appropriateness of the going concern basis of fi nancial statement preparation is inherently uncertain.

5. Revenue and Other Income

Notes to the Financial Statements

The carrying value of trade receivables is considered a reasonable approximation of fair value due to the short-term nature of the balances. The maximum exposure to credit risk at the reporting date is the fair value of each class of receivable in the ﬁ nancial statements.

(a) The $300,000 previously held in Trust for the settlement of Elsternwick Park redevelopment contribution (note 13a) was returned to operational funds and the settlement renegotiated.

Notes to the Financial Statements

For the Year Ended 30 September 2020

Notes to the Financial Statements

Movements in Carrying Amounts

Movement in the carrying amounts for each class of property, plant and equipment between the beginning and the end of the current ﬁ nancial year:

13 Trade and Other Payables

ended 30 September 2020

(a) The Company entered into an agreement to convert the payable to a loan repayable (interest free) over a ten year period with Bayside City Council to pay the outstanding amount related to VAFA’s obligation toward the Elsternwick Park redevelopment. Whilst the loan terms are in principle agreed, the formal documentation is yet to be executed at 30 September 2020. As such, whilst repayment is expected over a 10 year period (ﬁ rs repayment made 4 November 2020), given there is not yet an absolute right of deferral beyond 1 year and the loan remaining technically at call, the full obligation is classi ﬁ ed as a current liability.

Notes to the Financial Statements

For the Year Ended 30 September 2020

Victorian Amateur Football Association had the following contingent liabilities at the end of the reporting period:

Contributions per memorandum of understanding relating to Elsternwick Park redevelopment require payment of contribution No 2 of $591,250 (inclusive of GST) (refer to note 14). This was originally due on 30 June 2018, the Company entered into a Loan arrangement with Bayside City Council to pay the outstanding amount. The Company must pay the outstanding by a maximum of 119 monthly installments including an up front payment of $55,000. The ﬁ rst instalment was paid on 4 November 2020 and each subsequent instalment is payable on the ﬁ rst day of each month during the 10 years.

18 Related Parties

(a) The Company’s main related parties are as follows:

Key management personnel:

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 are considered key management personnel.

The total remuneration paid to key management personnel of the Company is $651,593 (2019: $643,552)

(b) Transactions with related parties

Transactions between related parties are on normal commercial terms and conditions no more favourable than those available to other parties unless otherwise stated.

The following transactions occurred with related parties:

During 2020, fees of $25,736.70 inc. GST were invoiced by William Buck, with $66,000 inc. GST of sponsorship income was also received. An amount of $825 also remaining payable at balance date.

Notes to the Financial Statements

19 Cash Flow Information

(a) Reconciliation of result for the year to cash ﬂ ows from operating activities

Reconciliation of net income to net cash provided by operating activities:

Changes in assets and liabilities: -

For the year ended 30 September 2020

20 Events Occurring After the Reporting Date

The ﬁ nancial report was authorised for issue on 20 November 2020 by the board of directors.

VAFA and Bayside City Council agreed to enter into a 21 year lease agreement for the use of Elsternwick Park which is yet to be formally executed. The parties agreed a loan for the outstanding contribution amount to the redevelopment of the building. The ﬁ rst payment of $55,000 was made on 4 November 2020 (refer to notes 13 and 14 for further detail).

The COVID-19 pandemic has created unprecedented uncertainty on the economic environment. Actual economic events and conditions in the future may be materially di fferent to these estimated by the association at the reporting date. In the event that the COVID-19 pandemic impacts are more severe or prolonged than anticipated, this may have further adverse impacts on VAFA. At the date of the fi nancial statements an estimate of the future e ffects by the COVID-19 pandemic on VAFA cannot be made, as the impact will depend on the magnitude and duration of government restrictions and economic downturn, with the full range of possible effects unknown.

21 Statutory Information

The registered oﬃ ce and principal place of business of the company is:

Notes to the Financial Statements

For the Year Ended 30 September 2020

Directors’ Declaration

The directors of the Company declare that:

1. The ﬁ nancial statements and notes, asset out on pages ? to ??, 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 ﬁ nancial position as at 30 September 2020 and of the performance for the year ended on that date of the Company.

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.

This declaration is made in accordance with a resolution of the Board of Directors.

Director.................................................................. Director............................................

Dated 23 November 2020

INDEPENDENT AUDITOR’S REPORT

TO THE MEMBERS OF VICTORIAN AMATEUR FOOTBALL ASSOCIATION

Report on the Audit of the Financial Report Opinion

We have audited the accompanying financial report of Victorian Amateur Football Association (the Company), which comprises the statement of financial position as at 30 September 2020, the statement of profit or loss and other comprehensive income, statement of changes in equity and statement of cash flows for the year then ended, notes comprising a summary of significant accounting policies and other explanatory notes and the directors’ declaration.

In our opinion, the ﬁnancial report of Victorian Amateur Football Association is in accordance with the Corporations Act 2001, including:

i. giving a true and fair view of the Company’s ﬁnancial position as at 30 September 2020 and of their performance for the year ended on that date;and

ii. complying with Australian Accounting Standards to the extent described in Note 1 and the Corporations Regulations 2001.

Basis for Opinion

We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Report section of our report. We are independent of the Company in accordance with 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.

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

Emphasis of Matter – Material Uncertainty Related to Going Concern

Without modifying our opinion we draw attention to Note 4 “Key Estimates – Going Concern” in the financial report which indicates the company has working capital deficiency of $482,692 (2019: $336,146), a deficit of $224,083 and operating cash outflows of $211,332 for the financial year. These circumstances, along with other matters set in Note 4, indicate the existence of a material uncertainty that may cast doubt about the company’s ability to continue as a going concern.

Other Information

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 September 2020, 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 otherwise appears to be materially misstated. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Responsibilities of Directors for the Financial Report

The directors of the Company are responsible for the preparation of the financial report that gives a true and fair view and have determined that the basis of preparation described in Note 1 to the financial report is appropriate to meet the needs of the members. The directors’ responsibility also includes such internal control as the directors determine is necessary to enable the preparation of the financial report that is free from material misstatement, whether due to fraud or error.

In preparing the ﬁnancial report, the directors are responsible for assessing the ability of the Company to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the directors either intend to liquidate the Company or to cease operations, or has no realistic alternative but to do so. The directors are responsible for overseeing the Company’s ﬁnancial reporting process.

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 decisions 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 on the Auditing and Assurance Standards Board website at: https://www.auasb.gov.au/auditors_responsibilities/ar4. pdf. This description forms part of our auditor’s report.

MOORE AUSTRALIA AUDIT (VIC)

ABN 16 847 721 257

MOORE AUSTRALIA AUDIT ( R

Ryan Leemon Partner Audit and Assurance

Melbourne,Victoria

23 November 2020