Hockey NSW would like to acknowledge its partners€¦ · Hockey NSW would like to acknowledge its...

Hockey NSW would like to acknowledge its partners

With thanks to our Affiliated Associations in 2015

Cont

ents

Vision Our vision is for hockey to be an accessible sport of choice for all ages, stages and abilities.

Mission Our mission is to shape a path for hockey in NSW and by being inclusive, innovative, thoughtful and responsive, ensure a unified and sustainable future.

Bathurst Hockey Association

Central Coast Hockey Association

Dubbo Hockey Association

Far North Coast Hockey

Far South Coast Hockey Association

Goulburn Hockey Association

Grafton Hockey Association

Hockey Coffs Coast

Hockey New England

Hunter Hockey Association

Illawarra South Coast Hockey

Lithgow Hockey Association

Manning Valley Hockey Association

Metropolitan South West Hockey Association

Nepean Hockey Association

Newcastle Hockey

North West Sydney Hockey Association

Northern Inland Hockey Association

Northern Sydney and Beaches Hockey Association

Orange Hockey Association

Parkes Hockey Association

Port Macquarie Hastings Hockey Association

Southern Highlands Hockey Association

Sydney East Hockey Association

Sydney South Hockey Association

Tamworth Hockey Association

Wagga Wagga Combined Hockey Association

Cont

ents President’s Report 1

CEO’s Report 3

Competitions & Officiating Report 5

High Performance 6

Game Development 7

Waratahs 8

Arrows 9

Men’s Masters 10

Women’s Masters 11

Schools Activity 12

Results 13

Life Members 14

Financial Report 15

Dear Members,I am pleased to report to you on a successful year for Hockey NSW both on and off the field, and if I may, I would like take some time to reflect on the last of my six years on the Board and the enormous honour and privilege of serving as President for the last three years. As a sport, we have much to be proud of.

This year we had lofty ambitions to prioritise areas such as growing the game, increasing engagement with members, improving governance and further strengthening the skills of our Operations and Management team. Let me expand on these.

Growth at the grassroots level is crucial to our sport and the new streamlined Association structure is evidence of our ability to concentrate resources and develop plans that create long term stability for our sport in an increasingly competitive market. In 2015, our registrations grew by 2.8%, a promising sign when we recall that our growth over the preceding five year period was only 0.3% per annum. This is a nearly tenfold improvement in a 12 month period.

More importantly, our Under 9 registrations were up nearly 7% from 2014 and the efforts of Hockey NSW with Associations and the Regional Coaching Coordinator Network has clearly

ReportPresident’s

started to pay dividends. However, the reality is that we cannot afford to relax and we still face challenges, like many sports, in the retention of teenage players. We’re also working directly with Hockey Australia to produce modified, contemporary forms of the game that reflect the demands of modern community life.

It is also timely to reflect on our collective efforts in development programs, as we are all contributing directly towards this extremely important area. Specifically, I want to concentrate on our Schools Strategy developed in conjunction with Hockey Australia, the Australian Sports Commission and with direct feedback from our Associations.

This year sees our Active After School Program replaced with a new strategy that will increase schools participation and development, from 9 000 children to 16 000 this year and an expected 24 000 next year. This was made possible through the close working relationship Hockey NSW has with Associations, following extensive roadshows and networking events attended by myself and other members of the Board throughout the year.

This leads me to discuss the deliberate strategy of the Board and Management to increase our engagement with all Associations over 2015. The Board and Management hit the road, visiting 21 of 27 Associations with more to come in 2016. This has been a huge success, with forums held involving Association Presidents, Council Mayors and members of the hockey community. An incredible 14 000+ kilometres was travelled and there was meaningful discussion on growing the game, improving participation, sharing success stories, expanding the Regional Coaching Coordinator Network and bringing events backed by Hockey Australia and NSW Government to regional centres.

We have since announced significant investments in these regions, with Hockey Australia announcing five year partnerships on national events in NSW. More importantly, the friendships formed were a memorable part of this year and can only assist in bringing our hockey community closer together across this vast state.

It is also timely to reflect on the progress we have made in recent years and the maturity we have displayed as a sport in times of change. Today Hockey NSW is seen as a leader in governance when compared to the vast majority of other sports across Australia. Our Board has an enviable mix of diversity in gender and also regional-metropolitan membership, with a 50-50 split of elected Directors in both categories. Following Association Reform, nearly 40% of all Associations have female Presidents.

There have been numerous other achievements we should be proud of. Our financial stability and security has been restored and is vital to our collective success. Having begun to reap the rewards of establishing the Regional Coaching Coordinator Network, we must now use our ingenuity to expand it further following further positive feedback from Associations.

1

In the past, Hockey NSW was seen as a travel agent for State Teams. Today, its focus is firmly on growing the game, with leading edge development programs and structures that are inspiring similar initiatives in other states. We have expanded opportunities for emerging athletes with dual State Teams in the junior divisions and established the Athlete Acceleration Program, seen as nation-leading programs in our sport. Past Boards relied on Directors and expansive Committees to assist in operating Hockey NSW due to skill and knowledge gaps. This was unsustainable, inefficient and led to a loss of strategic direction. Today, we have a highly skilled Management team which allows the Board to lead the business in a direction which is in the best interests of the game.

I’d also like to comment on our engagement with other key stakeholders that share our passion for the game. Hockey Australia remains a key stakeholder and Hockey NSW has built upon our positive working relationship with this

“ As a sport we have

much to be proud of

governing body over recent years. As an example, we have actively sought better outcomes for all members in regard to the IMG system, resulting in the implementation of dedicated support resources for members.

Additionally, we are working with Hockey Australia and our state counterparts on developing a National Participation Framework. The Board and Management have attended over 20 meetings with Hockey Australia and the Australian Sports Commission (ASC), strategising on how to best grow our game and improve our governance. To be clear, all members should be proud of our record in this area, with the ASC seeing Hockey NSW as influential leaders in governance.

The announcement, establishment and implementation of the Nominations Committee is a prime example of this flourishing reputation for strong governance.

This year saw us actively engage with the whole hockey community and seek future Board members through webinars, information sessions and interviews, a first for Hockey NSW. My thanks for all those who were involved in this highly rewarding process. I note that the bar is continually raised for the skill requirements of future Directors. What were thought of as sufficient skills when I joined this terrific Board six years ago have now changed and the skills required from tomorrow’s Directors will be even greater.

The good news is that the pool of potential Directors identified by the Nominations Committee shows a promising depth of talent. My personal request of the hockey community is to make yourself aware of people involved in our great game who are future leaders. There are talented individuals everywhere around us whom may not necessarily be involved in a governance capacity currently.

Turning to the Management of Hockey NSW, led ably by Tony Mestrov, I would like to congratulate them not only on a very successful 2015 but also for their commitment, leadership, dedication and unwavering focus on achieving the very best for our members.

I have been impressed with the ability of Tony Mestrov and his team to build a high calibre group of people to manage our game. There is no doubt the Management, Operation and skilled individuals in the office today have significantly improved over past years.

The current Board, elected by the hockey community, has over 165 years of collective experience in the sport. That experience ranges from involvement and knowledge of Club and Association Management to Technical Officiating and Tournament Management, just as examples. Our Independent Directors have brought invaluable commercial skills in leadership, law and finance and a comprehensive understanding of the needs of our game, adding value beyond simply their experience. I have been extremely honoured to work with all members of the Board over my term and the hockey community can be assured that we have a highly capable group of individuals to help lead us into the future.

I would like to leave you with a final message that as a sport we have much to be proud of. We should be proud of where we have come from and where we are at today. Equally we have an extremely bright future ahead of us and we should always be positive of our outlook on ourselves and the sport that is in our blood. You can never turn your back on such a great sport.

I look forward to seeing you around the grounds.

Larry MaherPresident

2

ChiefExecutiveOfficer’sReport

With Association Reform successfully implemented in February, we can now look forward to reaping the benefits of an Association Structure designed to best grow the game.

This process also brought to the fore a number of skilled professionals not previously involved in hockey administration, which is extremely positive for the future.

I’d like to welcome our new Associations into the fold and personally thank all Association Executives, past and present, as well as our volunteers, for their support during this trying period.

While this time of consolidation and the small increase of registered players in NSW this past season has been gratifying, we must continue to work together to ensure that our game continues to grow.

To assist with this, Hockey NSW has nine Regional Coaching Coordinators (RCCs) throughout the state whom are partially funded by our Associations. I would like to acknowledge and thank all of the RCCs and the designated Game Development Officers (GDOs) in each Association for their diligent and tireless efforts.

Hockey NSW needs champions in each Association to assist and implement development programs that will make a significant impact in the future. In many areas we are starting to see the fruits of these established RCCs and GDOs but there is a long term strategy to achieving growth.

We also saw the introduction of the Centre of Development program, which was a huge success. Further improvements have been made in its second iteration, providing a great experience and value for money for attendees.

The Athlete Acceleration Program continues to be the most robust program of its kind in Australian hockey, which is fortunate considering the wealth of emerging talent in NSW.

The new Sporting Schools program, which has replaced the Active After School Care program, represents a significant opportunity for Hockey NSW and our Associations. The Sporting Schools program is the best opportunity hockey has had to date to have a real school presence, making for an exciting future in this space.

Congratulations to all of the players who represented NSW this year and thank you to the coaches and managers who assisted with

3

State Teams.

It has been a somewhat indifferent year with our State Team results.

After success at the Indoor National Championships and Masters hockey, our Field teams have been a little slow to fire.

In line with this, Hockey NSW is implementing a number of initiatives, including increasing the number of qualified coaches, as well as earlier selection for most of our State Field Teams, which should ensure an improvement in performance next season.

We’re also extremely proud to have so many players now in the National program.

2015 saw Flynn Ogilvie, Tom Craig and Blake Govers make their debut in the Men’s program, while in the Women’s we saw Kate Hanna step onto the field against China here in Sydney with an audience of family and friends.

We look forward to a strong NSW presence in the Olympic squads next year.

It would be remiss of me not to acknowledge and thank all of our volunteers who have assisted Hockey NSW with the Indoor and Field State Championships this year. I’d like to thank the Host Associations for their gracious cooperation, our officials, the Officiating Committee and all those who have given up their time to assist in the seamless running of these events.

Your contribution is truly appreciated and without it, Hockey NSW would simply not be able to run our Championships.

Hockey NSW would also like to thank all of its stakeholders for their support over the past year. We look forward to continuing to build on our strong relationships with our Associations, Hockey Australia, NSW Institute of Sport and Sydney Olympic Park.

next year.

Tony MestrovChief Executive Officer

“We look forward to astrong NSW presence

in the Olympic squads

”

4

We’ll continue to work closely with Sport & Recreation, the State Government and Local Councils, whose support of events, Associations and facilities across the state is integral to our operations.

The continued maintenance and growth of our facilities is crucial to the growth of hockey. We have some exciting projects being undertaken in this space and some on the horizon. The Greenhills Project, which will incorporate a two pitch facility, will be completed by this time next year.

An announcement by Blacktown City Council a few months back confirmed a two pitch facility at May Cowper Reserve in Rooty Hill, giving hockey a much-needed presence in Western Sydney and a significant opportunity for growth. This project is scheduled to commence in March 2016.

To the members of our Committees and Advisory Panels, thank you for making your precious time available to ensure Hockey NSW is a better run organisation.

I would particularly like to mention the Finance and Administration Committee, who have steered Hockey NSW through another 12 months of financial stability. From a financial point of view, the future does look bright for Hockey NSW. We look forward to working with all our Committees and Advisory Panels well into the future.

In closing, I’d like to personally thank all of the dedicated staff at Hockey NSW for their hard work over the past year. There have been some significant changes of staff throughout the year, in line with a desire to employ more skilled and professional individuals that will ensure the continued improvement of our working model.

In addition, I’d also like to thank the Directors of Hockey NSW for their tireless support and dedication. At times it is a thankless task but the time and effort put in by the Board is remarkable. The Board has done very well to align the organisation with governance principles set out by the Australian Sports Commission and make all decisions in the best interest of the sport.

I would like to thank and acknowledge Larry Maher and Graeme McKenzie who come to the end of their terms as Directors this year.

I have worked particularly closely with Larry Maher as President of Hockey NSW, whose accomplished business background has been a credit to Hockey NSW. We wish both Larry and Graeme all the best in the future.

Kind Regards,

Competitions &Report

Field State Championships

Indoor State Championships

The 2015 season has again flown by for Hockey NSW, Associations and players alike.

NSW was lucky enough to be the host of the Women’s Australian Hockey League and Under 13 Girls National Championships, at our headquarters at Sydney Olympic Park, host the Country National Championships in August as well as secure all next year’s National Indoor Championships.

With a busy year ahead of us, it seems prudent to review our achievements for the year that was 2015.

National Championships

Our 2015 Field State Championships went off without a hitch, held across a number of regions with the gracious support of our Associations. I’d like to thank and congratulate these Associations for the execution of successful events: Metropolitan South West Hockey Association; Newcastle Hockey Association; Grafton Hockey Association; Lithgow Hockey Association; Tamworth Hockey Association and Manning Valley Hockey Association. Without the help of these Associations and their volunteers, our events would simply not run. Another thank you is extended to our Umpires, Officials and those volunteers giving up their time to be a part of the success that is our Field State Championships. You are valued members of the NSW hockey community and play a pivotal role in realising these great events.

The 2015 Country v City Regional Challenge was held at the Newcastle International Hockey Centre on the 13th – 15th February. Newly reformatted and incorporating the Centre of Development program, the event attracted approximately 700 participants over three days and to all accounts was a great success.

In 2015, the Women’s Masters (Full State) was held at Bathurst Hockey Association over four days. As always, the players showed a great level of commitment, sportsmanship and character over the course of the Championships. A massive thank you goes out to Bathurst Hockey Association and the Interim Women’s Masters Committee.

2015 is an exciting time for indoor hockey, with news in that Goulburn will host the Master’s Indoor State Championships for three years and a new, three-week Festival of Indoor Hockey to be held in Wollongong overseen by Hockey Australia in early 2016.

As was the case last year, it was necessary to hold some events over a four-day period (Under 15s, Under 13s) and accommodate the preferences of our community. These events continue to grow year-on-year and it is great to see that hockey players are enjoying indoor hockey as a discipline in its own right, as well as a valuable way to prepare for the winter season ahead.

This year the Federation of International Hockey (FIH) changed the rules for indoor hockey shorly before our first Indoor State Championship for the year. While this presented a challenge, I’m pleased to say that our host Associations, players and management staff handled the sudden change gracefully, allowing us to hold events in line with the new international standard.

Hockey NSW had the pleasure of hosting four National Championships in 2015. Both the Under 13 Girls along with the Women’s Australian Hockey League were hosted at Sydney Olympic Park Hockey Centre over a week through September/October. This tournament was an opportunity for some of our youngest and brightest to be exposed to the pinnacle of the sport in Australia, both in terms of our Under 13s mixing with their older peers and the newer players attending the League.

The National Country Championships for both Men and Women were hosted in Illawarra at the Illawarra Credit Union Hockey Stadium, which also received favourable reports from the community.

In parting, I’d like to thank each and every person who contributed in any way, shape or form to the seamless running of our Championships over 2015.

I look forward to another successful year in 2016. Nathan WalkerCompetitions & Officiating Manager

Officiating

5

Indoor State Championships

High Performance ReportOverall Performance The overall performance of State Teams in 2015 has been below our

expectations.

High Performance Coaching DevelopmentHockey NSW has engaged Hockey Australia and Richard Charlesworth to conduct a Level 3 Coach Accreditation Program from 20th – 22nd November. Currently Hockey NSW has approximately five Level 3 coaches.

Registrations for this program are at approximately 60 participants. It is envisaged this program will be the catalyst for ongoing development, with these coaches continually increasing their skill set in high performance hockey coaching.

Fitness Levels Playing Structure Competition StructureHaving Tier 1 athletes broadly spread across so many competitions throughout NSW effectively reduces the development opportunities of these players.

This environment allows athletes to develop poor decision-making and playing principles, which are ineffective when playing at higher levels.

Playing Style ReviewHockey NSW has conducted a review of the strengths and areas of improvement required to continually improve and progress in the high performance arena. This review has revealed many areas where we are exceeding expectations but has also highlighted a number of areas in our playing style which seem to be significantly different to the opposition.

Specifically, these areas are:

• Attacking circle penetration• Goal scoring athlete positioning • Defensive circle structure• Athlete game management• Structure flexibility

Pre-tournament DevelopmentHockey NSW has identified and implemented solutions to overcome many of the issues outlined in the above report. In 2016, a more thorough and uniformed approach to developing our State Teams, from Under 13s through to Opens, is in progress.

This program is already being implemented with the Under 15s, Under 18s and Under 21s in the lead up to National Championships. This program will provide for more effective development of athletes, a transparent selection process and provide team development which will lead to better results in 2016.

The same approach will be taken with the Under 13s and AHL Squads.

In response to this, there has been a significant review of the following aspects of our program and the impact these areas have had on our individual and team performances.

The challenge that is always present in NSW is the geographical distance which creates challenges in athlete development, coach development, competition strength and regular State Team training and preparation.

Many of our interstate competitors do not have these factors to contend with. The advantage we have in NSW is in strong participation numbers, a very strong regional network and a significant number of Tier 1 athletes in every participation cohort.

Data collected by Hockey Australia during the Austalian Hockey League indicates that Hockey NSW is currently situated fourth in fitness levels.

While this is a contentious issue, there is no disputing that supreme athletic performance is required to compliment highly refined core skills and team structures to be successful at the national level in each age group.

NSW teams are known for their structured approach when playing with and without the ball. What has become apparent is that NSW has not developed, to a significant level, the ability to vary play in unstructured situations.

Coaching strategies are being implemented in all State Team programs to ensure that athletes have the capacity to respond to any playing situation while still upholding their responsibilities as part of the team’s larger strategy.

Warren BirminghamHigh Performance Manager

6

Game DevelopmentRegionalCoachingCoordinators

Hockey NSW is now in the second year of the RCC program, with seven coaches employed full-time and three part-time across the state. The Regional Coaching Coordinators (RCCs) are servicing all Associations across NSW, with remote regions such as Riverina and Far South Coast operating in a different model of block periods of RCC activity.

The positive effect the RCCs are having on the hockey community will no doubt result in a growth in registrations in the coming years and see Associations flourish and prosper in their individual regions. Hockey NSW’s focus is providing support for its members and Associations through targeting four key areas:

• Recruitment• Activity• Coach Development• Umpires and Officials Development

Athlete Acceleration ProgramThe second year of the Athlete Acceleration Program (AAP) saw 74 female athletes and 57 males complete 12 months of skill and personal development in a high performance program guided by Hockey Australia’s ‘Winning Edge’ principles. All athletes have been screened to identify physical improvements required as well as advised on injury prevention and management strategies. Athlete physical programs have been implemented and completed by all athletes, with considerable improvements in athlete testing from December 2014 to September 2015.

The three full-squad camps held at Sydney Olympic Park were well attended, with High Performance Coaches and current Kookaburras and Hockeyroos in attendance. NSW Institute of Sport Head Coaches Brent Livermore and Katrina Powell also took a key role in developing this next generation of Hockey NSW athletes as part of the AAP program. Regional training formed the backbone of the AAP program, with many centres completing quality training sessions throughout the year. Having high quality weekly training is vital for continual athlete improvement and this individual progression was guided by Hockey NSW Coaches and RCCs.

This year saw four athletes transition from the AAP to the NSW Institute of Sport program or be adopted into the National Futures Squad.

The inaugural year of the Centre of Development (COD) has seen 690 Under 9s and Under 11s and 725 Under 13s and Under 15s complete a skill development hockey program concurrently across NSW, culminating in a Regional Challenge where athletes had their skills tested in modified format games.

The program is delivered in the regions by RCCs with the support of Hockey NSW and many accredited coaches kind enough to volunteer their time and expertise.

The skills focused upon are:

• Core Skill Development: Passing, receiving, eliminations and tackling• Game awareness: two-on-two, three-on-two and various game situations• Goal shooting and set-play opportunities• Goal Keeping technical development

A survey identified potential improvements for the 2015 program which have since been incorporated, such as individual athlete feedback, now present in the form of the newly-created Individual Player Plans.

The COD is a highly accessible program, servicing all athletes at all stages and cultivating an environment that encourages fun as well as competition. The COD now functions as an important element in NSW State Team selection and athlete identification.

Centre of Development

Richard WillisPlayer Pathway Manager

7

Game Development

Centre of Development

WaratahsReportThe NSW Waratahs finished the Australian Hockey League (AHL) this year at fifth place, a disappointing finish made more palatable by the strong team dynamic from one of the youngest teams in the competition.

Our approach in the lead up to the AHL was to develop the NSW-based players to competition level so that the integration of our Perth-based athletes later on was as seamless as possible. This disjointed style of tournament preparation is part and parcel of the AHL and not likely to change while the Hockey Australia program is based in Perth, so it’s imperative that we continually improve this preparatory phase.

Our focus was on ensuring that we had strong opposition to test ourselves against, which included the Clash With Canterbury and the Hockey ACT Capital Challenge. These games assisted in team selection and also the development of what will likely be the next generation of Waratahs.

8

Statistics would demonstrate that the Waratahs played very well throughout the competition, scoring more goals than any other team and conceding the third least throughout the tournament.

We lost two games: to Queensland, 4 – 3 in the last five minutes of the match, and to Tasmania, last year’s premiers, 4 – 2. In our game against Tasmania, we had 47 circle penetrations to their eight; 23 shots on goal to their six; six PCs to one and one penalty stroke to their zero. This paints a clear picture of the direction of the Waratah’s development over the course of the next year.

The fact that the average age of the Waratahs is just 22 merits mentioning. The first-placed Queensland Blades have an average age of 28, making for a far more experienced, composed team. However, age is no guarantee of success and for the

Waratahs to take their place on the podium success we need to progress swiftly. Following the competition, six specific areas of development in terms of our playing style have been identified and these must be modified urgently.

The Waratahs interacted, supported and encouraged our Under 13s Boys State and Blues Teams, whose competition took place at the same venue concurrently, throughout every step of their competition and received this support in turn. This initiative was driven by the players themselves and it made for a fantastic environment around the AHL, no doubt acting as inspiration for the younger cohort.

As a state, there are some significant areas we need to improve in order to continue being a force into the future. Improving opportunities for younger players to develop in a challenging environment is imperative and Hockey NSW will be encouraging more competition with neighbouring states and

Warren BirminghamWaratahs Head Coach

NSW

countries in 2016.

Overall, the entire group was absolutely fantastic on and off the pitch. As Head Coach, I couldn’t be more proud of this team, not only as athletes but as young role models for the hockey community. The coaching staff of David Willott, Stuart Dearing, Mark Flack and Brent Livermore were incredible and our physio, Steve Naylor, worked tirelessly to ensure the athletes were monitored and prepared.

While less than satisfied with our outcome, there was the general sentiment among the playing group that this was a great step forward in the three year plan to win the AHL. The culture of the team was outstanding and the entire group has learnt enormously regarding what it takes to win an AHL title.

ArrowsThe NSW Arrows claimed a third place finish and bronze medal at the conclusion of this year’s Australian Hockey League (AHL), a result that belied their dauntless approach to the campaign and virtually flawless record throughout.

Despite some players being involved in national programs and based in Perth, we made every effort to meet for practice as much as possible before the tournament began. Hockey ACT’s Capital Challenge and games against New Zealand’s Canterbury Cats were used as the basis for selection, alongside frequent games with the Athlete Acceleration Program boys and girls during the week. Sunday morning training sessions played a critical role in our training, allowing us time for video work, debriefing following practice matches and for team bonding.

We were led by our most senior players – Kate Jenner and Emily Smith – who played, acted and delivered on their responsibilities as leaders in every respect. Age and experience throughout the team was evenly spread, allowing our younger players an opportunity to experience competition with some of the best players in the nation.

Our younger players shone in this competition. Grace Stewart is deserving of a special mention, whom after Emily Smith, was our top goal scorer. Kaitlin Nobbs, only in her second AHL, put in a fantastic performance and this is with both of those players studying for the Higher School Certificates simultaneously. In terms of our senior playing group, I’d also like to quickly make mention of Jocelyn Bartram, who had an incredible tournament in front of goals.

Coming into the competition, we were missing two of our most valued players in Casey Sablowski and Kellie White. This meant that we were missing an added layer of composure and experience that would have been very welcome.

Having said that, the Arrows played seamlessly through the tournament and found themselves seldom challenged. I was extremely proud of the way our team, whom had spent a relatively short amount of time together, worked together as a cohesive unit and almost invariably produced the desired result.

Report

The Arrows remained dominant throughout the competition, save for in their critical semi-final match against Queensland’s Scorchers. While the Arrows were in fine form, we lost this match after a goal from the opposition in the closing minutes of the game.

In this game, the danger was present right from the start, as it was only necessary that NSW draw the game to advance to the Grand Final. We changed our style for this game, focusing on more on holding and defending, in sharp opposition to our normal playing style which is fast, attacking and open.

The effect this had on the morale of the team was perhaps the greatest challenge of the competition. With another game less than 24 hours away, we had to allow time for the girls to be disappointed but not to let them dwell upon it.

In a way, I was glad to see the depth of their disappointment and to know that we expect from ourselves not only a certain level of playing but a certain result.

To their credit, the girls took it in their stride and approached the final game with the same dogged enthusiasm that had been present the entire competition. This return to form can be attributed in no small part to the efforts of our senior group, Emily Smith, Emma McLeish and Jocelyn Bartram who kicked off the momentum that led us into our successful gold medal match.

As fatigued as a tournament has left us, I’m sure the team would echo my sentiments when I say that we’d like another opportunity as soon as possible. While I’m very proud of the way we played some games – our attacking, our press at times was faultless – I think there’s always that “perfect game” to strive for.

I would welcome the opportunity to coach the NSW Arrows again.

Until next year,

Our press at times wasfaultless

“


Results

9

NSW

Katrina PowellHead Coach, NSW Arrows

”

To manage this tournament and other day-to-day tasks, we now employ a coordinator to ensure that Men’s Masters Hockey in NSW is the best run group within Australian Masters – something that was acknowledged by the Australian Masters Committee this year in Cairns.

Managing and coordinating this large travelling contingent of over 400 people over a 14 day period with accommodation, travel and uniforms, is by far the largest event involving Hockey NSW members across the calendar.

This leads us to the next major announcement, which involved the tendering of future Masters Events by Hockey Australia across Australia. After much speculation by members, we are able to confirm that Hockey Australia has listened to your delegates and their advising committees and announced that a more conservative approach will be taken to where future events are held.

We respect that there is a value associated with these large tournaments and that Hockey Australia has tapped into this area, but it was also important that members were not unduly affected – this I believe has been achieved with an overarching proviso that members would pay less to participate in Masters events.

Where possible a rotation system will continue through the states and this starts with Hobart in 2016.

Because of the high number of participants in Masters Hockey, these tenders are valued at almost 40% of the total tender value across all Championships for Australia. Thus, Masters holds a significant value within the hockey community, not only from providing Hockey Australia with a good revenue stream but the fact we can keep older players involved and enjoying their chosen sport.

This is my last term with Men’s Masters Hockey in NSW, due to a restriction on the amount of time any one person may spend on the committee. During my time with NSW Men’s Masters I have had the privilege of working with many good people (current and past) and feel that the Masters group is in a very healthy position as we move into the next phase of our sport.

I thank you for the privilege and I look forward to seeing you around the grounds.

New South Wales Men’s Masters has had another successful year and by any standard the sport is in a very healthy position as we start planning for 2016 and beyond.

In May next year, New South Wales, through the Newcastle Hockey Complex, will host the 2016 World Cup for all age groups over 60. This is a significant event for hockey in NSW and particularly for the Newcastle community. Good luck to the players nominating for this event.

It is a timely reminder that Men’s Masters Hockey plays a very important role in the overall development of the sport in that the category provides a pathway for players to continue to participate in the game as age becomes a factor. Most importantly, the success of keeping people in the sport at the Masters level has tremendous benefits for local Clubs and Associations in that Masters players continue to be involved as not only players but as administrators, coaches and umpires.

The Annual Planning Meeting for our Sub-Committee is scheduled for December 5, at which time we will start planning for 2016.

Men’s Masters in NSW has been well managed from a financial perspective, allowing us to be independent from Hockey NSW and not reliant on the business to assist in managing our members.

With the members support, the committee introduced a player fund three years ago to help support our large travelling contingent with expensive long hauls to WA and the NT. This accrued fund means we can subsidise the player levies and as a consequence equalise costs on a year to year basis.

It has also meant that from time to time, the committee can provide playing uniforms and equipment, again relieving the yearly pressure this places on families. We’ve also been fortunate in that State Championship fees have remained static for the past two years.

We have just completed the 2015 National Championships in Cairns. This was a massive event for Australian Men’s Masters Hockey in general, but also for NSW when taking into account the logistics involved with providing for 15 teams as well as Managers, Umpires and a medical team.

Our press at times was

Men’s M

asters Report

David CampbellChairman


Results

O35s

O40s

1st

NSW 1: 1stNSW 2: 8th

O45s 2nd

O50s Division 1: 4thDivision 2: 1st

O55s Division 1: 4thDivision 2: NSW 1: 2ndNSW 2: 5th

O60s

O65s

NSW 1: 6thNSW 2: 4th

6th

O70s 1st

10

Wom

en’s

Mas

ters

Rep

ort

It is with pleasure that we, the Interim Women’s Masters Committee, submit this report on behalf of all NSW Women’s Masters players and officials. Selection trials were held in early June in Newcastle with 120 participants vying for state selection. The Women’s Masters Interim Committee wishes to acknowledge the time and expertise of its selectors, coaches and managers. NSW State Teams were chosen in the following age groups – Over 35s, Over 40s, Over 45s, Over 55s and Over 60s.

The Women’s Masters Full State Championships were held in Bathurst with the organising committee doing a wonderful job, culminating in four excellent days of hockey, friendship and enjoyment. Bathurst hosted 116 teams and these Championships remain the biggest single event on the Hockey NSW calendar.

The Bathurst Organising Committee did an excellent job in collecting and displaying memorabilia to celebrate 30 Years of Women’s Veterans/Masters hockey. A special celebratory event attended by over 600 participants was held at CSU, with presentations were made to those ladies who were involved in the inaugural Veterans/Masters Championships in 1985 and were also present in Bathurst.

In 2016, the State Championships will take place in a Half State format. All Associations have been informed as to whether they’ll be going north or south and those Associations in the ‘central band’ will alternate in ensuing years. We’d like to acknowledge the work of the Special Interest Group, who did the groundwork for the allocation of Associations.

The National Championships were held in Brisbane, with NSW nominating teams in six age divisions. It is hoped that in 2016 a new age group of Over 65s will be able to participate at this elite level and we are confident that NSW will lead the way in enabling women to continue to compete and participate in the game they love.

A Teams Technical & Assistant Coach position was introduced this year, with Jackie Potter being appointed to the role to assist the teams attending the National Championships in Brisbane. It is envisaged that current coaches will benefit from Jackie’s knowledge and experience, with the role creating development opportunities for future coaches. A State Player Injury & Fitness Agreement was again utilised this year in order to maximise preparation.At the opening ceremony, the following NSW Women were recognised with National Service Awards for their long and illustrious contribution to Women’s Masters: Sue Bessell, Gloria McPherson, Gail Blay, Janis Hutton, Kerrie Laurie, Sharon Brown, Jenny Grey, Julie Humble, Gloria Smith, Dot Burgess, Megan Carter, Jane Easterbrook, Kerrie Nealon, Barbara Muldoon and Corrie Ellis.

The prestigious Green & Gold Award was given to Robin Gorton and three original members of the 1985 NSW State Team were also acknowledged, those being Jackie Potter (coach), Marilyn Brown (umpire) and Bev Wilson (manager). At the Contingent Dinner during the Championships, a Hockey NSW Gold Waratah Award was given to Jackie Potter and Marilyn Brown for more than 30 Years of Service to Women’s Masters.

Players were also selected for the Australian Teams that will play in the Women’s Masters World Cup to be held in Canberra in April 2016. These players are named in the Women’s Masters section of the Hockey NSW website.Hockey NSW announced the Women’s Masters Committee prior to leaving for Brisbane, and these ladies are Helen Taylor, Gretchen Gamble and Jane Rowlands. This committee will be reviewing all existing policies and dealing with all matters pertaining the Women’s Masters, with the support of Hockey NSW staff.

The Interim Committee acknowledges the assistance provided by Hockey NSW staff, as well as all those members involved in making 2015 such a successful year.

Karen Kennedy,

Gretchen GambleHelen Taylor &

Women’s Masters Interim Committee


Results

O35s

O40s

3rd

3rd

O45s 3rd

O50s 2nd

O55s 1st

O60s 1st

11

SchoolsActivity

Hockey NSW’s major game development focus has been and remains growing participation rates in the critical 9 – 11 age group.

Recently, the Federal Government announced their $100 million Sporting Schools initiative designed to help schools increase participation in sport and connect children with community sport, replacing what was once the Active After Schools program.

In line with this, Hockey NSW has developed a Schools Strategy that will capitalise on this opportunity to increase hockey participation in our most important age groups.

Targeting primary school-aged children, the Schools Strategy intends to achieve this over the coming years by tapping into and creating hockey advocates within schools systems around the state.

Leveraging the already-active Regional Coaching Coordinator (RCC) Network, the Strategy will forge closer connections than ever before, linking Associations and Clubs to schools. A key component of the Schools Strategy is creating advocates of our sport within the community and thus within schools, giving more students the opportunity to try – and love – hockey.

This creation of advocates extends beyond the classroom, with the Schools Strategy taking a pervasive approach to the growth and upskilling of hockey coaches. Building our stock of qualified coaching and raising the standard of their coaching will see benefits in hockey throughout the state. Our recent ‘We Want You’ campaign searched for and identified 50 coaches eager to be involved with hockey coaching at a grassroots level. With a further 50 registered as Sporting Schools coaches, our stock of high quality coaches is on the rise. This is the first step in our objective of mobilising an army of coaches and advocates across the state, making hockey more readily available for anyone interested in trying it.

Newcomers to the game will be introduced to a more exciting and malleable game of hockey than ever before, with age-specific formats of the game being rolled out across the state. These modified formats from our Stick to Hockey initiative offer great opportunities to increase involvement for children in small sided, fun environments with bespoke offers for different age groups – Under 7 “Joeys”, Under 9 “Mini Burras” and Under 11 “Super Roos”.

These modified formats of the game will become common to all schools engaged with hockey, opening opportunities for gala days, carnivals and other large-format events. In this way, the Schools Strategy pays homage to the community-based nature of our sport and continues to cultivate it.

With schools forming a cornerstone of Hockey NSW’s current strategy over the next few years, plans have been made to accommodate the broadening of the strategy as time goes on. The plan has been formulated with the precept that it be a plan for the future as well as the present, retaining the players that it captures and ensuring that they are adopted into the relevant pathway.The Schools Strategy is an actionable succession plan that pays credence to the importance of our younger contingent, utilising modified formats of the game, flexible venue options and encouraging collaboration between all parties to assure success.

David ThompsonGeneral Manager - Operations

12

ResultsState Championships National Championships

Field

U13

U15

U18

Open

Men WomenDivision 1: NewcastleDivision 2: Hockey New EnglandDivision 3: Grafton 2 & Newcastle 3

Division 1: LithgowDivision 2: Grafton 1Division 3: ParkesDivision 4: Port Macquarie

Division 1: Metro South West 1Division 2: Grafton 1Division 3: Dubbo

Division 1: Metro South West 1Division 2: Far North CoastDivision 3: Wagga Wagga

Division 1: Illawarra South Coast 1Division 2: Manning ValleyDivision 3: New England

Division 1: LithgowDivision 2: Central CoastDivision 3: Sydney South 1

Division 1: North West Sydney 1Division 2: BathurstDivision 3: Metro South West 2

Division 1: Metro South West 1Division 2: LithgowDivision 3: New England

State: 2ndBlues: 6th

State: 1stBlues: 7th

State: 2ndBlues: 4th

State: 5thBlues: 7th



3rd 2nd

1st 3rd

U13

U15

U18

Men Women

U21

Country

AHL 5th 3rd

Indoor

U13

U15

U18

Open

Men WomenDivision 1: Newcastle 1Division 2: Hockey New England 1Division 3: Port Macquarie

Division 1: Illawarra South Coast 1Division 2: Manning Valley 1Division 3: Wagga Wagga

Division 1: Illawarra South Coast 1Division 2: Manning ValleyDivision 3: Newcastle 2

Division 1: Illawarra South Coast 1Division 2: Grafton

Division 1: Illawarra South Coast 1Division 2: Central Coast JuniorsDivision 3: Bathurst

Division 1: Macarthur 1Division 2: New England 1Division 3: Wagga Wagga

Division 1: Sydney 1Division 2: BathurstDivision 3: Macarthur 3

Division 1: Campbelltown 1Division 2: Illawarra South Coast 2Division 3: Orange

U13

U15

U18

U21

Men Women

2nd 2nd

1st 1st

1st 1st

1st 1st

Masters State ChampionshipsMen

O35s

O40s

Sutherland

Division A: IllawarraDivision B: Manning Valley

O45s Division A: SydneyDivision B: Far North CoastDivision C: Newcastle 5

O50s Division A: SydneyDivision B: Sydney 2Division C: Nepean

O55s Division A: NewcastleDivision B: Newcastle 2Division C: Goulburn

WomenO35s Division 1: Sydney North West 1

Division 2: Orange 1Division 3: Illawarra South Coast 3Division 4: Northern Beaches 2Division 5: Hunter Hockey 1Division 6: Far South Coast 2

O40s Division 1: Orange 3Division 2: Wagga Wagga 2Division 3: Coffs Coast 1

O45s Division 1: Northern Beaches 5Division 2: Sydney South West 5

O50s Division 1: Manning Valley 3Division 2: Port Macquarie Hastings 2Divison 3: Coffs Coast 2Division 4: Goulburn 6 (O55s)

13

Invitational

Life MembersMillicent Allen*A. Clifton*Phyllis Clubbe*E.G. Foskett *George Moir*Katherine Ogilvie MBE*Harold A. Riley*Walter Rothwell*Winifred M. West CBE*Ormond P. Wood*A. Palgrave Young*William Wilcox*

1936E. Collingridge*

1941Margaret L. Davy CBE*

1946A.M. Craig*Harold J. Flockhart*D. Ross*S. Austin Seaman*

1948Ernest Abel*E.S. Grant*Janet Holt*

1949Nancy Wicks MBE*

1950Dorothy Friend*

1951Erica Fielding*Dr. Marie Hamilton*Tory Wicks*

1952R. Byrnes*

1955Dr. D.S. Frazer*

1956C. Dyball*Eva Redfern*

1957James Brophy*

1959H. Edwards*

1960Anita Hockter*Neville Hurrell*M. Humbley

1961P.R. Thompson*J.J. Worley

1962D. Carlton*Marjory Cowley*Yvonne Edwards*Ruby Ford*Marjory Johnson*Herbert S. Wharton*

1963G.M. Anderson*Lena Hodges*Olive Watkins*Norman R.Richardson*

1964J. Brophy*Reginald Hansen*Stanley Cambridge*

1966Molly Dive OAM*N. Maxwell Hill OAMAmy Smith*

1969Herbert A. FibbinsOAM*E.J. Gordon*Carlie Johnston*Ena Martell*

1970Leila Donaldson*T. Patrick Jones*Bessie Rosen

1971Jean Sutton*Bruce R. Watt*

1972Albert Dilano*Charles E. HadfieldJames Hulme*-

1973Stanley E.G. Imer*Stanley McPhee

1974Paul Dearing*C. White*1975Gwen AtwellE. Kevin Geoghan*T.P. Jones*Patrick J. Nilan OAMJ. Frazer Wilson*

1976Gloria MortimerBetty Robins*

1978Mervyn M. Goodridge*Jack R. Hannaford*W. Garnett McCallum*

1979Stephan A. Lutton*Betty Timms*Joan Stilgoe

1980John P. McCormackHarry M. Stephens*Ronald W. Riley OAM

1981Eric H. Ralphs RFD, ED *Jean W. Webster OAM*

1982Paul BrinleyEdward Tozer

1983Godfrey Phillips

1984Bruce Barnier*Ian. D Southwell OAM*

1986Ken Crispo*Jeanette McD. Slade OAM1987Rodney C. HadfieldElaine McVickerJulene MangelsdorfLeslie B. Stephenson*Pamela M. Tye OAM

1988John Alcorn*

1989Martin D. (Mick) AndersonMervyn Breakspear*Phillip DowneyMichael Tooth

1991Robert AberneathyIan CookeGraeme May

1992Robert Aitken OAMRobert J. CarrJohn JennisonLarry McIntosh

1993Margaret PearsonPatrick G. Ryan OBEKenneth C. Wark Jnr.

1994Warren BirminghamSandra FentonAnn Paul*Kevin E. Spedding*Liane M. Tooth OAM

1995Colin FreemanJudy LucasAdele McDonaldJames B. O’Hearn

1996Dianne R. Gorman OAMIan HeffernanWilliam HughesGeoffrey TattamGraeme Tooth

1997Donald BoydRodney GiffenKenneth E. Wark (Snr)*

1998Neil Gambrill*Rae MorrisJacqueline PotterColleen N. Quinn (OAM)

2000Ollie Rinkin

2001Stanley B CleaverMavis Randle

2002Kevin Flack

2003Anthony Morley

2004Robyn A.Bannerman OAMJames BissakerRobert ProctorCarol PurdyBeverley Wilson

2010Patrick McCabePeter Krepp

2011Helen Taylor

2013 Barry Dowd

14

*indicates deceased

FinancialReport

for the financial year endedSeptember 30th, 2015

15

16

Director’s Report 17

Statement of Comprehensive Income 20

Statement of Changes In Equity 21

Statement of Changes In Financial Position 22

Statement of Cash Flows 23

Notes & Forming Part Of

Independent Auditor’s Report 32

The Financial Statement 24

17

HOCKEY NEW SOUTH WALES LIMITEDA.B.N. 12 104 263 381

Directors and Company Secretary

Director Name Appointed Resigned OccupationLarry Maher 14/11/2009 PresidentRebecca Sanders 27/11/2010Graeme McKenzie 14/11/2009 DirectorLynette Whitlam 27/11/2010 DirectorBianca Broadhurst 22/11/2014 DirectorChris Sheppeard 22/11/2014 DirectorMichael Tentomas 25/11/2011 22/11/2014 Director ‐ IndependentMichael Tentomas 30/04/2015Tolly Saivanidis 15/09/2012Jeff McEwen 29/11/2008 22/11/2014Karen Kennedy 23/11/2007 22/11/2014

Anthony Mestrov 25/06/2012Principal Activities

Operating Result & Review of Operations

Strategy & Objectives

Equity

Dividends

Directors' Benefits

The entity is incorporated under the Corporations Act 2001 and is an entity limited by guarantee. If the Company is wound up,the Constitution states that each member is required to contribute a maximum of $1 each towards meeting any outstandingsand obligations of the company. At 30th September 2015 the collective liability of members was $26,514 at $1 per member.

The company is a company limited by guarantee having no share capital and as such, is precluded from the payment ofdividends.

Since the end of the previous year, no Director has received or become entitled to receive any benefit by reason of a contractmade by the Company or related Company with the Director or with a firm of which the Director is a member, or with aCompany in which the Director has a substantial financial interest. Directors donate their time to the organisation and do notreceive any directors fees.

The principal activities of the Company during the course of the financial year were to promote, manage, control and superviseall activities within the state of New South Wales relating to the licensing, marketing, sponsorship, coaching, technicaldevelopment programs and the promotion and development of hockey. There have been no significant changes in the nature ofthese activities during the financial year.

The Surplus of the Company for the financial year ended 30th September 2015 was $109,098 (2014 $157,308). The Companyhas no external borrowings as at 30th September 2015. The Company, which is a tax‐exempt entity, has net assets of$1,321,786

Hockey NSW's seven strategic pillars are:1. Attract and retain more people in hockey2. Raise hockey's profile3. Develop a structure that allows association and clubs to develop and thrive4. Develop a broader income base5. Develop an event structure that grows the sport6. Achieve high performance success7. Deliver quality governance and operational frameworks

DirectorDirector

The company secretary in office at the date of this report is :Chief Executive Officer

Director ‐ Independent

DIRECTORS' REPORT

Your Directors present the financial report for the year ended 30th September 2015.

The name of each person who has been a Director during the year and who is in office at the date of this report are set outhereunder, together with particulars of their qualifications and experience:

Vice President

Director ‐ Independent

18


Indemnification and Insurance of Officers and Auditor

Proceedings on behalf of the Company

Significant Changes in State of Affairs

After Balance Date Events

Future Developments

Environmental Issues

Auditors' Independence Declaration

Directors' Meetings

# Held # Attended # Held # AttendedLarry Maher 9 9Karen Kennedy 2 2Jeff McEwen 2 2Graeme McKenzie 9 8Rebecca Sanders 9 8Tolly Saivanidis 9 9Michael Tentomas 5 5 6 6Lynette Whitlam 9 7

Bianca Broadhurst 7 7 6 1Chris Sheppeard 7 7 6 1Anthony Mestrov (Company Secretary) 9 9 6 6

______________________________LARRY MAHER REBECCA SANDERSDirector Director

Dated 2nd November 2015

A copy of the Auditors' Independence Declaration is set out on page 16 of this Annual Report.

There are no matters or circumstances which have arisen since the end of the year which significantly affected or maysignificantly affect the Company's operations, the results of those operations or the state of affairs of the company in futurefinancial years.

The Company expects to maintain the present status and level of operations and hence there are no likely developments in theCompany's operations.

The Directors believe the Company has complied with all significant environmental regulations under a law of thecommonwealth or of a State or Territory.

No person has applied for leave of any Court to bring proceedings on behalf of the Company or intervene in any proceedings towhich the Company is a party for the purpose of taking responsibility on behalf of the company for all or any part of thoseproceedings. The Company was not a party to any such proceedings during the year.

In the opinion of the Directors, there were no significant changes in the state of affairs of the Company that occurred during thefinancial year.

The Directors of the Company and such other officers as the Directors determine, are entitled to receive the benefits of anindemnity contained in the Constitution against liabilities incurred by them in their respective capacities in successfullydefending proceedings against them. During or since the end of the financial year, the Company has paid premiums undercontracts insuring the directors and officers of the Company. No indemnities have been given or insurance paid, during or sincethe end of the financial year, for any person who is or has been an auditor of Company.

DIRECTORS' REPORT

The number of Directors' meetings and the number of meetings attended by each of the directors & secretary during the yearwas:

* Reflects the number of meetings held during the time the Director held office or was a member of the Committee during theyear.

Signed in accordance with a resolution of the Board of directors.

Director Name

Directors' Meetings Finance Committee Meetings

19


The directors of the Company declare that:

1

2

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

______________________________LARRY MAHER REBECCA SANDERSDirector Director

Dated 2nd November 2015

(a) comply with Australian Accounting Standards (including the Australian Accounting Interpretations) ; and

(b) give a true and fair view of the financial position as at 30th September 2015 and of the performance of the Company for the year ended on that date.

DIRECTORS' DECLARATION

The financial statements and notes, as set out on pages 4 to 15, are in accordance with the Corporations Act2001:

In the Director's opinion, there are reasonable grounds to believe that the Company will be able to pay itsdebts as and when they become due and payable.

20


Note 2015 2014$ $

Revenue and Other Income 2 4,525,316 4,392,505

State Teams (1,310,299) (1,260,188) Employment Expenses (1,053,169) (1,068,731) Insurances (244,974) (246,889) State Championships (302,673) (322,715) State Levy (252,590) (246,561) High Performance (24,727) (50,494) Development (716,755) (409,211) National Events & Awards Night (120,880) (80,334) Directors Expenses (13,630) (20,018) Computer & Software Expenses (24,502) (35,855) Legal and Consulting (13,995) (89,220) Telecommunications & Website (24,539) (38,654) Leave Provisions 10 (13,001) (24,226) Hire of Equipment (25,963) (29,819) Audit and Accounting (13,600) (13,100) Rent (90,634) (88,569) Marketing & Merchandise (31,254) (19,238) Bad Debts ‐ (25,000) Depreciation 9 (23,462) (18,190) Loss on Disposal of Assets ‐ (7,852) Other Operating and Administrative Expenses (115,570) (140,333) Surplus before Income Tax 109,099 157,308 Income Tax Expense Surplus for the year 109,099 157,308

Other Comprehensive Income

Total Comprehensive Income Attributable to the membersof the company 109,099 157,308

STATEMENT OF COMPREHENSIVE INCOMEFor the year ended 30th September 2015

The accompanying notes form part of these financial statementsAudited ‐ Refer to Auditor's Report

21


Accumulated Funds

$

Balance at 30th September 2013 1,055,379 Surplus attributable to the company 157,308 Balance at 30th September 2014 1,212,687 Surplus attributable to the company 109,099 Balance at 30th September 2015 1,321,786

Audited ‐ Refer to Auditor's Report

STATEMENT OF CHANGES IN EQUITYFor the year ended 30th September 2015

The accompanying notes form part of these financial statements


Note 2015 2014$ $

AssetsCurrent AssetsCash and cash equivalents 5 3,224,787 3,430,391 Trade and other receivables 6 142,193 335,288 Inventories 7 4,074 ‐ Other current assets 8 171,126 340,568 Total Current Assets 3,542,180 4,106,247

Non‐Current AssetsProperty, plant and equipment 9 80,141 63,858 Total Non‐Current Assets 80,141 63,858

Total Assets 3,622,321 4,170,105

Current LiabilitiesTrade and other payables 10 2,300,535 2,957,418 Total Current Liabilities 2,300,535 2,957,418

Total Liabilities 2,300,535 2,957,418

Net Assets 1,321,786 1,212,687

EquityRetained Earnings 1,321,786 1,212,687 Total Equity 1,321,786 1,212,687

The accompanying notes form part of these financial statements

STATEMENT OF FINANCIAL POSITIONFor the year ended 30th September 2015

Audited ‐ Refer to Auditor's Report

22

23


Note 2015 2014$ $

CASH FLOWS FROM OPERATING ACTIVITIESReceipts from players, members and customers 4,637,159 4,222,361 Payments to suppliers and employees (4,884,270) (3,990,395) Facilities Funding Grant Received ‐ ‐Facilities Funding Grant Paid ‐ ‐Interest Received 81,252 91,217 Net cash generated/(used) in operating activities 11 (165,859) 323,183

CASH FLOWS FROM INVESTING ACTIVITIESPurchases of Property, plant & equipment 9 (39,745) (33,886) Net cash used in investing activities (39,745) (33,886)

Net increase/(decrease) in cash held (205,604) 289,297 Cash and cash equivalents at the beginning of the year 5 3,430,391 3,141,094 Cash and cash equivalents at the end of the year 5 3,224,787 3,430,391

STATEMENT OF CASH FLOWS

Audited ‐ Refer to Auditor's ReportThe accompanying notes form part of these financial statements

For the year ended 30th September 2015

24


Basis of Preparation

Accounting Policies(a) PROPERTY, PLANT AND EQUIPMENT

The depreciation rates used for each class of assets are:‐

Class of Property, Plant & Equipment Depreciation Rate Per AnnumLeasehold Improvements 17%Computer & Other Equipment 10% ‐ 50%Office Fixtures & Fittings 8% ‐ 40%Motor Vehicles 22%

(c) REPAIRS & MAINTENANCE

(d) INCOME TAX

(e) ACCOUNTS PAYABLE

(f) COMPARATIVE AMOUNTS(g) GOODS & SERVICES TAX

Trade and other payables represent the liability outstanding at the end of the reporting period for goods and services received by thecompany during the reporting period which remain unpaid. The balance is recognised as a current liability with the amounts normally paidwithin 30 days of recognition of the liability.

Trade receivables and other receivables are recorded at amounts due less any allowance for doubtful debts.

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTSFor the year ended 30th September 2015

No provision has been made in respect of income tax as the company is deemed to be exempt from income tax under Division 50 of theIncome Tax Assessment Act 1997.

Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable fromthe Australian Taxation Office. In these circumstances the GST is recognised as part of the cost of acquisition of the asset or as part of anitem of expense. Receivables and payables in the statement of financial position are shown inclusive of GST. Cash flows are presented in the statement of cash flows on a gross basis, except for the GST component of investing and financing activities,which are disclosed as operating cash flows.

NOTE 1 ‐ SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

Australian Accounting Standards set out accounting policies that the AASB has concluded would result in a financial report containingrelevant and reliable information about transactions, events and conditions to which they apply. Material accounting policies adopted in thepreparation of this financial report are presented below. They have been consistently applied unless otherwise stated.

The financial statements are general purpose financial statements that have been prepared in accordance with applicable AustralianAccounting Standards, Australian Accounting Interpretations and the Corporations Act 2001.

Maintenance, repair costs and minor renewals are charged against income in the period in which they are incurred.

Property, plant and equipment is measured on a cost basis. The carrying amount of property, plant and equipment is reviewed by thedirectors annually, to ensure it is not in excess of the recoverable amount from those assets. The recoverable amount is assessed on thebasis of the expected net cash flows which will be received from the assets' employment and subsequent disposal. The expected net cashflows have not been discounted to present values in determining recoverable amounts. The Australian Accounting Standards do not requirenot for profit entities such as the company to revalue their non‐current assets to current market value, therefore these assets are recognisedat their cost less any adjustments for amortisation and/or depreciation.

(b) DEPRECIATIONThe depreciable amount of all fixed assets including any buildings and capitalised lease assets, but excluding freehold land, is depreciated ona diminishing value basis over the asset’s useful life to the entity commencing from the time the asset is held ready for use. Leaseholdimprovements are depreciated over the shorter of either the unexpired period of the lease or the estimated useful lives of theimprovements.

The financial statements are for Hockey New South Wales Limited as an individual entity, incorporated and domiciled in Australia. HockeyNew South Wales Limited is a company limited by guarantee.

Each class of property, plant and equipment is carried at cost or fair values as indicated, less, where applicable, accumulated depreciationand impairment losses.

The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at the end of each reporting period. Asset classes carrying amount is written down immediately to its recoverable amount if the asset’s carrying amount is greater than its

The financial statements have been prepared on an accruals basis and are based on historical costs, modified, where applicable, by themeasurement at fair value of selected non‐current assets, financial assets and financial liabilities.

25



Accounting Policies

(i) FINANCIAL ASSETSInitial recognition and measurement

Classification and subsequent measurement

Amortised cost is calculated as:

(i) Financial assets at fair value through profit or loss

(ii) Loans and receivables

(iii) Available‐for‐sale financial assets

(iv) Financial liabilities

Fair Value

Impairment

(v) Financial liabilitiesDerecognising

Financial assets and financial liabilities are recognised when the entity becomes a party to the contractual provisions to the instrument. Forfinancial assets, this is equivalent to the date that the company commits itself to either purchase or sell the asset (i.e. trade date accountingis adopted). Financial instruments are initially measured at fair value plus transactions costs except where the instrument is classified ‘at fairvalue through profit or loss’ in which case transaction costs are expensed to profit or loss immediately.

Financial instruments are subsequently measured at either fair value, amortised cost using the effective interest rate method or cost. Fairvalue represents the amount for which an asset could be exchanged or a liability settled, between knowledgeable, willing parties. Whereavailable, quoted prices in an active market are used to determine fair value. In other circumstances, valuation techniques are adopted.


Financial assets are derecognised where the contractual rights to receipt of cash flows expires or the asset is transferred to another partywhereby the entity no longer has any significant continuing involvement in the risks and benefits associated with the asset. Financialliabilities are derecognised where the related obligations are either discharged, cancelled or expired. The difference between the carryingvalue of the financial liability, which is extinguished or transferred to another party and the fair value of consideration paid, including thetransfer of non‐cash assets or liabilities assumed, is recognised in profit or loss.

i. the amount at which the financial asset or financial liability is measured at initial recognition;ii. less principal repayments;iii. plus or minus the cumulative amortisation of the difference, if any, between the amount initially recognised and the maturity amountcalculated using the effective interest method; andiv. less any reduction for impairment.The effective interest method is used to allocate interest income or interest expense over the relevant period and is equivalent to the ratethat 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 carryingamount of the financial asset or financial liability. Revisions to expected future net cash flows will necessitate an adjustment to the carryingvalue with a consequential recognition of an income or expense in profit or loss.

Loans and receivables are non‐derivative financial assets with fixed or determinable payments that are not quoted in an active market andare subsequently measured at amortised cost.Loans and receivables are included in current assets, except for those which are not expected to mature within 12 months after the end ofthe reporting period, which will be classified as non‐current assets.

Financial assets are classified at ‘fair value through profit or loss’ when they are held for trading for the purpose of short‐term profit taking,or where they are derivatives not held for hedging purposes, or when they are designated as such to avoid an accounting mismatch or toenable performance evaluation where a group of financial assets is managed by key management personnel on a fair value basis inaccordance with a documented risk management or investment strategy. Such assets are subsequently measured at fair value with changesin carrying value being included in profit or loss.

At the end of each reporting period, the entity assesses whether there is objective evidence that a financial instrument has been impaired.In the case of available‐for‐sale financial instruments, a prolonged decline in the value of the instrument is considered to determine whetheran impairment has arisen. Impairment losses are recognised in the statement of comprehensive income.

Available‐for‐sale financial assets are non‐derivative financial assets that are either not capable of being classified into other categories offinancial assets due to their nature, or they are designated as such by management. They comprise investments in the equity of otherentities where there is neither a fixed maturity nor fixed or determinable payments. Available‐for‐sale financial assets are included in non‐current assets, except for those which are expected to be disposed of within 12 months after the end of the reporting period.

Non‐derivative financial liabilities (excluding financial guarantees) are subsequently measured at amortised cost.

Fair value is determined based on current bid prices for all quoted investments. Valuation techniques are applied to determine the fair valuefor all unlisted securities, including recent arm’s length transactions, reference to similar instruments and option pricing models.

26



Accounting Policies

(j) EMPLOYEE ENTITLEMENTS

(k) CASH & CASH EQUIVALENTS

(l) REVENUE

(m) RELATED PARTIES

(n) PROVISIONS

(o) IMPAIRMENT OF ASSETS

(p) CRITICAL ACCOUNTING ESTIMATES AND JUDGEMENTS

There have been no related party transactions entered into by the Company covering the period under review.

Provisions are recognised when the entity has a legal or constructive obligation, as a result of past events, for which it is probable that anoutflow of economic benefits will result and that outflow can be reliably measured. Provisions recognised represent the best estimate of theamounts required to settle the obligation at the end of the reporting period.

At the end of each reporting period, the entity reviews the carrying values of its tangible and intangible assets to determine whether there isany indication that those assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the higher ofthe asset’s fair value less costs to sell and value in use, is compared to the asset’s carrying value. Any excess of the asset’s carrying valueover its recoverable amount is expensed to the statement of comprehensive income. Where the future economic benefits of the asset are not primarily dependent upon the asset’s ability to generate net cash inflows and whenthe entity would, if deprived of the asset, replace its remaining future economic benefits, value in use is determined as the depreciatedreplacement cost of an asset.


Cash and cash equivalents include cash on hand, deposits held at‐call with banks, other short‐term highly liquid investments with originalmaturities of three months or less, and bank overdrafts. Bank overdrafts are shown within short‐term borrowings in current liabilities on thestatement of financial position.

Grant revenue is recognised in the statement of comprehensive income when the entity obtains control of the grant and it is probable thatthe economic benefits gained from the grant will flow to the entity and the amount of the grant can be measured reliably. If conditions areattached to the grant which must be satisfied before it is eligible to receive the contribution, the recognition of the grant as revenue will bedeferred 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 isconsidered a reciprocal transaction and the grant revenue is recognised in the state of financial position as a liability until the service hasbeen delivered to the contributor, otherwise the grant is recognised as income on receipt. Interest revenue is recognised using the effectiveinterest rate method, which for floating rate financial assets is the rate inherent in the instrument. Dividend revenue is recognised when theright to receive a dividend has been established. Revenue from the rendering of a service is recognised upon the delivery of the service tothe customers.

Provision is made for the company’s liability for employee benefits arising from services rendered by employees to the end of the reportingperiod. Employee benefits that are expected to be settled within one year have been measured at the amounts expected to be paid whenthe liability is settled. Employee benefits payable later than one year have been measured at the present value of the estimated future cashoutflows to be made for those benefits. In determining the liability, consideration is given to employee wage increases and the probabilitythat the employee may not satisfy vesting requirements. Those cash outflows are discounted using market yields on national governmentbonds with terms to maturity that match the expected timing of cash flows. Contributions are made by the entity to an employeesuperannuation fund and are charged as expenses when incurred.

Where it is not possible to estimate the recoverable amount of an assets class, the entity estimates the recoverable amount of the cash‐generating unit to which the class of assets belong.Where an impairment loss on a revalued asset is identified, this is debited against the revaluation surplus in respect of the same class ofasset to the extent that the impairment loss does not exceed the amount in the revaluation surplus for that same class of asset.

The directors evaluate estimates and judgments incorporated into the financial statements based on historical knowledge and best availablecurrent 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.

27



2015 2014$ $

NOTE 2 ‐ REVENUE AND OTHER INCOMERevenuePlayer and Insurance Levy 2,123,957 1,870,158 State Championship Fees 472,995 410,387 State Team Player Contributions 1,127,990 1,221,447 Sponsorships and Grants 305,227 290,707 Game Development 383,351 498,380 High Performance CampsAwards NightTotal Revenue 4,413,520 4,291,079 Other IncomeInterest Received 81,252 91,217 Other Income 30,544 10,209 Total Other Income 111,796 101,426 Total Revenue & other income 4,525,316 4,392,505 NOTE 3 ‐ OTHER EXPENSES FOR THE YEAREmployee Costs including: Salaries, Wages & Benefits 962,482 969,825 Superannuation 90,687 98,906

Employee Leave Provisions 13,001 24,226 Depreciation of non‐current assets 23,462 18,190

NOTE 4 ‐ REMUNERATION OF AUDITORSAuditing the financial report 13,000 12,500 Other services 600 600

NOTE 5 ‐ CASH AND CASH EQUIVALENTSCurrentCash on Hand 250 250 Cash at Bank 230,013 226,988 Cash on Deposit 2,994,524 3,203,153

3,224,787 3,430,391

NOTE 6 ‐ TRADE AND OTHER RECEIVABLESCurrentTrade & Other Receivables 136,536 330,980 other 5,657 4,308

142,193 330,980

NOTE 7 ‐ INVENTORIESCurrentStock of Uniforms & other merchandise 4,074 ‐

NOTE 8 ‐ OTHER ASSETSCurrentPrepayments 133,435 307,488 Accrued Income 7,915 25,080 Deposits paid 29,776 8,000

171,126 340,568

The company does not hold any financial assets whose terms have been renegotiated, but which would otherwise be past due or impaired.There are no balances within trade receivables that contain assets that are not impaired and are past due. It is expected that these balanceswill be received when due.

Cash at bank earns interest on floating rates based on daily bank deposit rates. Short‐term deposits are made for varying periods of betweenone day and six months, depending on the company's cash requirements. These deposits earn interest at market rates.

Provision for Impairment of Receivables

28



2015 2014$ $

NOTE 9 ‐ PROPERTY, PLANT AND EQUIPMENTComputer & Office Equipment At cost 56,790 52,016 Less: Accumulated depreciation (30,419) (13,932)

26,371 38,084 Office Fixtures & Fittings At cost 66,317 32,601 Less: Accumulated depreciation (22,777) (18,571)

43,540 14,030 Motor Vehicles At cost 21,267 21,267 Less: Accumulated depreciation (12,775) (10,816)

8,492 10,451 Game Development Equipment At cost 4,437 3,182 Less: Accumulated depreciation (2,699) (1,889)

1,738 1,293

Total Property, Plant & Equipment 80,141 63,858

Gross Carrying Amount

Computer & Office EquipmentBalance at the beginning of the year 38,084 28,299 Disposal ‐ (6,818) Additions 4,774 27,886 Depreciation expense (16,487) (11,283) Carrying amount at the end of the year 26,371 38,084

Office Fixtures & FittingsBalance at the beginning of the year 14,030 11,196 Disposal ‐ (1,034) Additions 33,717 6,000 Depreciation expense (4,207) (2,132) Carrying amount at the end of the year 43,540 14,030

Motor VehiclesBalance at the beginning of the year 10,451 13,934 Additions ‐ ‐Depreciation expense (1,959) (3,483) Carrying amount at the end of the year 8,492 10,451

Game Development EquipmentBalance at the beginning of the year 1,293 2,585 Additions 1,254 ‐Depreciation expense (809) (1,292) Carrying amount at the end of the year 1,738 1,293

Gross Carrying Amount at 30th September, 2015 148,811 109,066 Accumulated Depreciation at 30th September, 2015 (68,670) (45,208)Net Book Value at 30th September, 2015 80,141 63,858

Movements in the carrying amounts for each class of property, plant and equipment between the beginning and end of the financial year

29



2015 2014$ $

NOTE 10 ‐ TRADE AND OTHER PAYABLES CurrentTrade Payables 315,960 337,685 Facilities Funding Grant Unexpended 1,200,000 1,900,000 Income Received in Advance 227,052 310,717 Other Creditors & Accruals 479,746 330,619 Employee Entitlements 77,777 78,396

2,300,535 2,957,417

Employee EntitlementsOpening Balance at the beginning of the year 78,396 54,170 Additional liability raised/(reduced) during the year (619) 24,226 Closing Balance at the end of the year 77,777 78,396

Annual Leave 58,900 67,123 Long Service Leave 18,877 11,273

77,777 78,396

NOTE 11 ‐ CASH FLOW INFORMATION $ $Reconciliation of cash Cash on Hand 250 250 Cash at Bank 230,013 226,988 Cash on Deposit 2,994,524 3,203,153

3,224,787 3,430,391 Reconciliation of cash flow from operations with (Deficit)/Surplus after income tax(Deficit)/Surplus after income tax 109,099 157,308 Non‐Cash flows ‐ Depreciation & Loss on Disposal of Fixed Assets 23,462 26,042 Changes in net assets and liabilities:(Increase)/Decrease in trade and other receivables 193,095 67,630 (Increase)/Decrease in inventories (4,074) ‐(Increase)/Decrease in other assets 169,442 51,533 Increase/(Decrease) in trade and other payables (656,883) 20,670 Cash flows generated /(used) in operations (165,859) 323,183

NOTE 12 ‐ EQUITY

NOTE 13 ‐ RELATED PARTY TRANSACTIONSTransactions between related parties are on normal commercial terms and conditions no more favourable than those available to otherpersons unless otherwise stated.

Trade payables are non interest bearing, and for goods and services acquired from within Australia, are normally settled within 30 days.

The entity is incorporated under the Corporations Act 2001 and is an entity limited by guarantee. If the Company is wound up, theConstitution states that each member is required to contribute a maximum of $1 each towards meeting any outstandings and obligations ofthe company. At 30th September 2015 the collective liability of members was $26,514 being 26,514 members at $1 per member.

30



NOTE 14 ‐ FINANCIAL RISK MANAGEMENT

Credit riskExposure to credit risk relating to financial assets arises from the potential non‐performance by counterparties of contract obligations thatcould lead to a financial loss for the company. The company does not have any material credit risk exposure.

Net Fair Values ‐ Fair value estimationThe fair values of financial assets and financial liabilities can be compared to their carrying values as presented in the statement of financialposition. Fair values are those amounts at which an asset could be exchanged, or a liability settled, between knowledgeable, willing partiesin an arm’s length transaction.

The Company’s financial instruments consist mainly of deposits with banks, local money market instruments, short‐term and long‐terminvestments, accounts receivable and payable and leases. Financial Risk Management PoliciesConsisting of senior committee members, the finance committee’s overall risk management strategy seeks to assist the Company in meetingits financial targets, whilst minimising potential adverse effects on financial performance. Risk management policies are approved andreviewed by the finance committee on a regular basis. These include credit risk policies and future cash flow requirements.Specific Financial Risk Exposures and ManagementThe main risks the Company is exposed to through its financial instruments are credit risk, liquidity risk and market risk relating to interestrate risk and equity price risk.

Market Riski. Interest rate riskExposure to interest rate risk arises on financial assets and financial liabilities recognised at the end of the reporting period whereby afuture change in interest rates will affect future cash flows or the fair value of fixed rate financial instruments. The company is also exposedto earnings volatility on floating rate instruments.ii. Price riskPrice risk relates to the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in marketprices of securities held. The company is exposed to securities price risk on investments held for trading or for medium to longer terms.Such risk is managed through diversification of investment.

Liquidity riskLiquidity risk arises from the possibility that the Company might encounter difficulty in settling its debts or otherwise meeting its obligationsin relation to financial liabilities. The Company manages this risk by preparing forward looking cash flow analysis in relation to itsoperational, investing and financing activities, maintaining a reputable credit profile, managing credit risk related to financial assets, onlyinvesting surplus cash with major financial institutions and comparing the maturity profile of financial liabilities with the realisation profile offinancial assets.

31


NOTE 14 ‐ FINANCIAL RISK MANAGEMENT

Interest Rate Risk

2015 2014 2015 2014 2015 2014 2015 2014 2015 2014% % $ $ $ $ $ $ $ $

Financial AssetsCash and cash equivalents 2.52 2.66 1,713,996 1,295,543 1,510,541 2,134,848 3,224,787 3,430,391 Trade and other receivables ‐ ‐ ‐ ‐ ‐ ‐ 142,193 335,288 142,193 335,288 Other ‐ ‐ ‐ ‐ ‐ ‐ 171,126 340,568 171,126 340,568 Total Financial Assets 1,713,996 1,295,543 1,510,541 2,134,848 313,319 675,856 3,538,106 4,106,247

Financial Liabilities

Trade and other payables ‐ ‐ ‐ ‐ ‐ ‐ 2,300,535 2,957,418 2,300,535 2,957,418 Total Financial Liabilities ‐ ‐ ‐ ‐ ‐ ‐ 2,300,535 2,957,418 2,300,535 2,957,418

Net Fair Value of Financial Assets and Liabilities

Estimation of fair values

NOTE 16 ‐ CAPITAL MANAGEMENT


Fixed Interest RateFloatingEffective

The Company’s exposure to interest rate risk, which is the risk that a financial instrument’s value will fluctuate as a result of changes in market interest rates and the effective weighted average interest rates on those financial assets and financial liabilities, is as follows:

NonInterest TotalInterest

NOTE 18 ‐ COMPANY DETAILS

Within 1 yearMaturing

Management controls the capital of the entity to ensure that adequate cash flows are generated to fund its operations and programs, and such that returns from investments aremaximised. The Finance Committee ensures that the overall risk management strategy is in line with this objective. The Finance Committee operates under policies approved bythe Board of Directors. Risk management policies are approved and reviewed by the Board on a regular basis. These include credit risk policies and future cash flow requirements.Management effectively manages the entity’s capital by assessing the entity’s financial risks and responding to changes in these risks and in the market. There have been nochanges to the strategy adopted by management to control the capital of the entity since the previous year.

NOTE 17 ‐ EVENTS AFTER THE BALANCE DATE

Interest Bearing

There have been no events subsequent to reporting date, which would have a material effect on the information contained in the financial statement of the Company.

Cash and cash equivalents and non‐interest bearing monetary financial assets and liabilities are shown at their carrying value. There are no other monetary financial assets or liabilities.

All financial instruments reflected in the above tables have fair values which been measured at cost less impairment adjustments.

RateRate

The registered office and principal place of business of the Company is Level 3, Sydney International Hockey Stadium, Shirley Strickland Drive, Homebush Bay NSW 2127.

Hockey NSW would like to acknowledge its partners€¦ · Hockey NSW would like to acknowledge its...

Documents

Transcript of Hockey NSW would like to acknowledge its partners€¦ · Hockey NSW would like to acknowledge its...