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Recognition Committee President’s Report

Across the year, Hockey in Western was Hockey WA is extremely grateful that the coaches met with a large number of obstacles related to and players were flexible, enthusiastic and resilient the COVID-19 pandemic – and, proudly, it across 2020, ensuring that from the very junior overcame them all. teams to the Premier Grades we were able to have a fantastic season, albeit a little compromised. At the AGM some 12 months ago, there was a lot Out of all challenging situations come unforeseen of uncertainty and hockey, like all sports, including wins! the broader community, was facing an • The majority of WA was able to play unfathomable challenge. Soon after the AGM the hockey, including growth of players new to the Board followed government guidelines and made sport. the decision to delay the start of the 2020 season • The season may have been compromised, due to COVID-19. The decision to delay the start yet at the same time there was great success. of the season was an extremely hard and • We had an amazing Premier 1 season with so uncharted decision to make, as we really didn’t many of the world’s best players being part of know if we would actually play at all in 2020. our clubs’ sides, week in week out. • With the decision to cancel promotion and It is appropriate that 12 months on and as relegation, many young local players were President of Hockey WA, I acknowledge those who afforded greater exposure to top-level hockey. were so invested in the difficult decisions and • At the end of the year we were able to celebrate actions that needed to be made during 2020. some fantastic exhibitions with the All Stars It was the calibre of people on the Board that Challenge and the Classic. made sure the key decisions were the right ones • The Ric Charlesworth Classic option was and our sport has benefitted from having these extended further, with our best 15-year-old people as part of Hockey WA. players compensated for not going away, and playing in similar format to their Premier League I would like to particularly acknowledge the hard idols in the Future Thundersticks Classic. work of Peter Westlund and the Rules Committee team who did a wonderful job and modernised Off the field we have been extremely active and the rules and regulations governing hockey for our working towards the betterment of Hockey. members across the year. In 2020 we welcomed some highly credentialed new Board Members into Hockey WA and they are: The efforts of the staff at Hockey WA were • Katie Flanagan extremely important in how the season was to un- • Rebecca Morton-Stephens fold. Working from home and on shortened hours, • Mark Pownall the team when asked were able to deliver a fantas- • Phil Wilson tic season, unlike a number of States that were less fortunate. I would like to make During 2020 we have also farewelled from the particular mention of Finance Manager Tim Board the following members and we Skepper who, with Board member Gary McGrath, acknowledge and thank them for their wonderful ensured Hockey WA’s excellent financial service. management during a challenging year! • Shonelle Duthie • Stephen Cain Nothing would have happened, however, without our Clubs and Presidents. Your efforts in keeping I would also like to acknowledge and thank Stu your members engaged and being flexible to Gilsenan who left Hockey WA at Christmas after ever-changing demands meant that we were able three years of service as CEO and returned as a to get a season going at the earliest possible General Manager to WA. opportunity. President’s Report

As a Board we continue to work on some projects home pitches as well as welcoming you to - of great significance: when opportunities arise.

• A new home for Hockey WA in the form of an At this stage the 2021 season will be vibrant and International Hockey Centre of Excellence and there is an energy around our players and clubs, the Board continues to work with industry, where we all want to get out and play hockey Federal and State governments to deliver this without interruption. project. • We are preparing an Asian engagement strategy To all of you and in my role as President of Hockey that will benefit all of hockey across WA WA, I would like to thank each of you and your • We continue to work with our major resource clubs for everything you do for hockey and I look companies, State government, Federal forward to staying in contact throughout the government and to ensure that season. the Hockeyroos and the Kookaburras retain as their home for the Michael Henderson foreseeable future. President • We are in the process of revamping underneath PHS.

WA will be a shining star in 2021 for Hockey across WA, nationally and internationally. We have some fantastic regional WA associations who are central to the future of our sport and we look forward to visiting you and being involved on your Departmental reports

Business Operations

The operations team within Hockey WA enjoyed a • Lemnos Field will receive a welcomed new good year during 2020, with significant shock pad and playing surface in time for the developments occurring within the governance 2021 season. The Board and staff at Lemnos and infrastructure portfolios. The new surface at Field have done a fantastic job bringing together Perth Hockey Stadium at Curtin University has sig- a great project outcome at short notice. As one nificantly benefited the sport with the feedback on of the most highly used venues in the state, it is the playing surface from players being highly com- essential that Lemnos Field retains its status as a plimentary. The Board and associated committees high profile venue. have completed a large volume of work regarding • Peel Hockey Association are currently in the policy development, committee frameworks and process of upgrading their playing lights, support governance. from the Department of Local Government Sport and Cultural Industries was critical to this COVID was a challenge for the whole project proceeding. community. At all the Hockey venues around the • The City of Rockingham and the Rockingham state, a fantastic contribution was made to allow Hockey Club have been delayed in the playing people to return to sport at the earliest possible surface replacement. Fortunately, the opportunity. Back-to-activity plans were diligently installation of new lighting has not experienced compiled by clubs and volunteers. This ensured the same delays as the playing surface. that hockey venues were compliant and safe from • The Margaret River Hockey Club and the Shire of the pandemic that threatened to stall all types of Margaret River are currently working to deliver sporting activity from a very early stage. The a half-pitch training ground in Margaret River. adaption of our venues and our community’s This fantastic initiative will enable local teams dedication to abide by the parameters and make to train on turf without being required to travel Hockey safe was something of which everyone can to Busselton. This is a very prudent option as be proud. Hockey WA and our clubs and it focuses on the long-term sustainability of the associations have received plaudits from Busselton Hockey Association. government agencies because we adapted and supported each other to ensure that Hockey was Planning projects for new playing facilities one of the first sports back playing. Being able to continue to consume significant communication complete a near-full season was a great bonus. time with local and state government agencies. Several metropolitan and regional clubs are Facility projects that are great additions to the currently preparing proposals to enhance the sport of Hockey are: standard of venues available. Hockey WA has been • The construction of a new player amenity greatly encouraged by the level of engagement by at Perth Hockey Stadium for the Hockeyroos and local government into Hockey’s needs and Kookaburras. Funded by the Federal Government, aspirations as a sport. Consultation between the this is a long-overdue addition to our two national government and State Sporting Associations has teams’ player facilities. never been more significant. • Busselton Hockey Association have completed a much-needed upgrade to the pitch From a regional perspective, a lot of work is lighting. The new lighting complements the currently being done in the key Hockey-playing playing surface at one of Western Australia’s best communities of Geraldton and Esperance to regional hockey venues. provide enhanced venues that permit the sport to grow. Departmental reports

Geraldton Hockey Association have an ambitious These committed individuals make an unheralded plan to upgrade their existing playing surface while contribution to Hockey. Without them the grounds also re-instating their second turf. The Board and on which Hockey is played would not be of the membership are working hard with key quality they are. government stakeholders to make this project a reality. In Esperance, a project is evolving that will Interruptions to the year and compressed seasons hopefully be a significant step in enhancing has meant that access to representative Hockey Hockey’s profile. was not as accessible as the Hockey community would have liked. In March, the WA Hockey Hockey WA and our players are very lucky we have Community were very fortunate to host four several high-quality playing venues fixtures (two Hockeyroos and two Kookaburra) accessible for clubs to access. The quality of these games against Argentina. It was an exciting start to venues continues to be of the highest standard what we all hoped would be a bountiful with excellent maintenance and clubs being winter of Hockey as our two teams prepared sustainable enough to ensure that the surfaces are for the Tokyo Olympics. As things unfolded, it replaced as per their whole of life expectations. took until the end of the year and a fantastic finals series, the All-Stars Challenge, and the Ric Hockey WA have during 2020 commenced an audit Charlesworth Classic for representative Hockey to process to ensure that venues are compliant and return. offer a minimum standard of service to players and spectators. Agreements are being prepared with 2021 remains uncertain but Perth Hockey Stadium clubs to ensure that the current venue will do everything possible to deliver events of a standards are maintained and continuously high calibre. monitored. Key to the various Hockey venues’ ongoing success around the metropolitan area are Graeme Hall several highly dedicated venue operators. General Manager - Business Operations Departmental reports Talent Development & Asian Engagement

The 2020 calendar year began full of promise for We were also very pleased to receive a significant the department with all three major strategic number of quality expressions of interest from focus areas – High Performance, Talent coaches for these six teams. Selections followed, Development and Asian Engagement – off to flying training began, flights and accommodation were starts. booked and paid for and all was in place ready for these teams to represent WA in Launceston and Our Indoor State teams from Under 15s through to Bathurst. Open age all performed well at the Hockey Australia “Festival of Hockey” National COVID-19 struck us down on the third Sunday of Championships in Wollongong, NSW, with the March – the day of the Hockey WA AGM which Under 21 Men bringing home Gold and Ryan Pace happened to coincide with the first session of the clinching the Player of the Tournament award. The 13s Thundersticks Academy at PHS. More than 150 development of Indoor Hockey continues to be a eager young Hockey aspirants spread across both strategic focus for the Board and we consequently turfs in a swathe of vibrancy, massive smiles on reinvigorated the Indoor Advisory Group during their faces; newly elected Board members in the the year. Eastman Room, eager to roll up their sleeves and work with their colleagues on new strategic The revamped Academy direction. program was launched with the announcement of former Hockeyroos Assistant and Queensland Whilst the COVID-19 shutdown period caused National Training Centre coach Des King significant challenges for all – mostly concerning leading the boys’ program and former South the health threat of course – it was a period that African International and Hale Premier League allowed us to reflect and review how we player Line Malan the girls’. The registrations were conducted our business. Whilst we were not subsequently substantially oversubscribed and sending State teams away we still had to find athletes were required to either trial for available alternate avenues to service our other existing places or were selected based on their previous core business deliverables such as the Academy, State Team representation. Particularly pleasing East Java and High Performance development was the significantly increased representation whilst in isolation. This was achieved with (15%) of athletes from Rural and Regional extensive support from and collaboration between associations. coaching connections at Hockey Australia, WAIS and within the WA network. Between us we were The coaching of the East Javan Provincial able to build a suite of digital learning and representative teams was well underway in the development resources – both practical and new year following on from the contract theoretical – that were custom made for either the negotiation and execution visit to Surabaya in late training “from home” or “in isolation” December. Marc Pike and I conducted an intensive environments that our athletes faced. training camp over four days in mid-February and provided the coaching staff with the relevant Out of the 360 players in the Thundersticks programming content to deliver for the following Academy, we were able to limit the refund two months until our next visit. requests to just 18 through the provision of the “Online Academy” weekly product and then we The Under 15 and 18 State Team trials began in had 30 new applicants join once the shutdown earnest on the last weekend in January with just period ceased and we were back in action. under 250 nominations for both age cohorts. Departmental reports

The other key area of introspection conducted Post COVID-19 shutdown, the last four months of during this period focused on the exploration of the year were indeed a whirlwind as we looked to innovative ideas that would help secure the deliver these new business activities, reactivate prosperity and viability of Hockey in WA once we the Thundersticks Academy program and plan were out of the coronavirus grasp. I put in place for 2021. We were also able to deliver new High a working group of Kevin Knapp, Jeremy Davy Performance Indoor and Junior Development and Tristram Woodhouse with the remit to be as programs in December at our new Indoor venue creative as possible in considering ways in which partner premises, ECU Mount Lawley, for our we could service the hockey membership with a athletes who missed the opportunity to tour for Performance and Development flavour. the National Championships.

From this think tank, we turned potential concepts These successful outcomes are in no small part into reality. The Ric Charlesworth Classic, The All due to the extreme professionalism and passion Stars Challenge and The Future Thundersticks of our new team. Ian Healey, Shanea Tonkin and Classic, featuring our State Under 13s and Des King joined us in late August and have been an Thundersticks 14s Academy teams – all new extraordinary fillip for the organisation with their tournaments that provided our members and extensive skill sets, knowledge and experience. I’d stakeholders with a product that enabled them also like to pay tribute to the literally hundreds of either to participate in high-level sport or indeed people who have offered their time voluntarily to just have the opportunity to watch and support help achieve what we’ve accomplished – this is a live action. The emergence of these products so unique factor that I think sets Hockey apart from soon after the shutdown ended placed hockey as other sports and indeed we should continue to a sport in WA at the forefront of innovation and treasure, recognise and be proud of. niche creation. All of a sudden our sport was being talked about again in the wider community, the 2021 has already produced more exciting new media were back engaged, new commercial initiatives whilst ensuring we deliver our core partners were contacting us but most of all we business to the highest quality for the benefit of were able to service our membership during times Hockey in WA. of unprecedented global challenge. Dean Evans General Manager - Talent Development & Asian Engagement Departmental reports Competitions, Events & Member Services

In a year dominated by the disruptions caused by Regions COVID-19, building and maintaining the As part of Hockey WA’s strategic goals, support for connection to our clubs, their members and volun- our Regional Associations has been the key priority teers through our competition structure was more for the Participation and Member Services area. important than ever. We know that support for the regions needs to be valued, increased and a reflection on individual Despite solid preparations for a 2020 Hockey needs based on service provision analysis. season and the impending signing of major partners, the onset of COVID-19 saw a significant To align to our strategic goals, human resourcing in and uncertain start to the year. As the entire state the Regions has been critical to our growth, Hock- came to grips with community participation ey WA appointed two centralised Development restrictions, HWA pivoted its focus from March- Officers, one in the South West and the other in June and was able to re-engage with our club the Mid-West. network through unique online offerings. Key areas of focus and delivery are captured in the As the government eased restrictions, HWA following pillars: Membership numbers bounced back with huge - Umpiring and Coaching Programs success and, despite some of our regional - School Programs associations not realising competitions at all, - Player Development registration retention was as high as 96% in the - Introductory Programs Metropolitan area. At this point, I would like to - Membership Support acknowledge the work of the entire department - Association and Club Governance who, during the lockdown, worked incredibly hard - Competition assistance ensuring our clubs were in position to restart their season campaigns. Competitions, Events and Participation Having the ability to get hockey competitions up Despite the season start date being delayed due to and running in the State has been the highlight of COVID-19, the reformatted 2020 season was the 2020 season. completed uninterrupted and included 22 weekends, and a three-week Finals Series. Club- and Association-based participation is one of The Reds Hockey Club again rolled out their the key indicators for Hockey WA, however these annual Indigenous round and through the support numbers have been impacted through the 2020 of DLGSC, a Regional Round fixture of the Premier season due to the impact of COVID-19. It was League was held in Northam. positive to see 94% of our participants returning to the season; yet devasting to To complement the interrupted season, HWA saw acknowledge that our Regions took a hit, with a the establishment of the Ric Charlesworth 47% decrease and some regions abandoning Classic and the All Stars Challenge which provided much-needed fan engagement and elite delivering a season at all. game time for our high-performing athletes. Hockey WA will continue to strategically focus on Thanks must also go to our broadcast partners, our Clubs and Associations as it is imperative we Ashley Morrison Media and The West Australian, focus on the recovery from COVID-19 and work on which saw the state’s premier competitors again the review of By-Laws for metropolitan showcase their talents to a wider national and competition rules continued with the assistance of international audience. the Rules Committee. Departmental reports

The significant body of work was successfully In October the Indoor Hockey season kicked off endorsed for the 2021 season. We’d like to thank with Indoor Junior Club Champs being held out at the members of the Rules Committee, relevant the impressive Mundaring Arena. Followed buy Committees and Advisory Groups, and the Athlete the Junior Indoor season commencing at Lumen Draft Working Group for their time and expertise. Christi College. 2020 also saw the comeback of the Indoor Senior Club Champs, which Hockey WA Competitions and Events have taken demonstrated high-quality indoor hockey and was a lot of pride from the achievements made in also well received. Seniors were also able to play a putting together competitions and events for our compact and modified five-week season of indoor community to participate in over the course of hockey. 2020 as the global uncertainty around COVID-19 affected so many. We would like to express our With a number of periods where travel restrictions deepest gratitude for the understanding, support were in place, Hockey WA was forced to make and positivity afforded from our membership the unfortunate decision to cancel or postpone towards the actions Hockey WA took to put many of our Championships. However, there was together the 2020 season. It was wonderful to see overwhelmingly positive feedback around the CBH so many of our participants enjoying the sport at Group Men’s & Women’s Championships held in every level and hope that the role Hockey played September 2020 as a combined event across both in all our lives during this time was beneficial in Perth Hockey Stadium and UWA Superturfs. The many capacities. event remained an exciting way for our Regional Associations members to converge in a Whilst the pandemic created significant issues competitive tournament which also provides the with how competitions were run, for example it opportunity for long-standing and long-distance was decided that Promotion/Relegation would not friendships to continue to flourish. take place in 2020, there were also a number of opportunities that Hockey WA and clubs worked Western Australia remains incredibly lucky in together on to deliver to our competitions. One terms of how the ongoing effects of 2020 are of these was the unfortunate decision that meant impacting us, and to this end, Hockey WA are that the Hockey Australia High Performance looking forward to another bright 2021 Season. program was significantly impacted during the course of 2020. What this meant for WA was that With this being said, the impacts of 2020 will a large proportion of Athletes were made more continue to be seen in our competitions and available to our Clubs, which obviously had a events, though the hope is that with a renewed major impact on the quality of our Premier sense of purpose, our Clubs and Regional Division One competitions. The quality of our Associations make the most of the opportunity Premier Division One product was also improved for our members of all ages to play. Once again, with additional matches featured in our Live- Hockey WA would like to thank all our Members Stream broadcast through Ashley Morrison Media. for their communication, passion and enthusiasm in assisting us in putting together the competitions Hockey WA were able to deliver a modified junior and events portfolio for 2020. competition as an outcome of the COVID-19 impact. The modification was applied to the Schools and Inclusion grading of junior teams and the number of match Through a difficult year in 2020, Hockey WA have rounds in the competition. Members of the created and implemented a number of new community were grateful that they were able to products and continued to establish existing play hockey and commended Hockey WA on their participation programs. organisation given the minimal timeframe. Departmental reports

Adapted programs and creation of resources for teachers during COVID-19 lockdown was a huge success with PowerPoints, Physical Literacy videos Member Services and updates on hockey in WA. These were well In 2020, in line with the new Hockey Australia received and contributed to a high demand for strategy, Hockey WA rolled out the new Sporting Schools Programs once out of lockdown, registration platform, revolutioniseSPORT, across with 122 sessions delivered in Term 3. the entire state. The curveball that was COVID-19 placed delays on the platform’s upskilling and the Goldstix is the new after-school/at-school initiative adjustment period from SportsTG, but the that was designed and implemented to provide a overarching reaction to the rollout was positive step between school hockey and participants join- from those at the club and association level. ing a local club. The program, set after-school/at- school, limits the transportation requirements for Out in the regions, we were able to get fantastic parents and good-quality equipment packs ensure engagement with the community in a range of participants can transition into a club smoothly. areas, with our Regional Development Officers In the first year Goldstix was run at 12 locations in playing a large part in that space. Hockey WA the Perth Metro, South West, Mid-West, Wheat- focused on appropriately upskilling the belt and Great Southern regions and engaged 233 Development Officers in the business’s relevant participants. topics and components via Zoom, allowing them to rollout a spread of programs, initiatives, and The expansion of the Inclusive Hockey Project knowledge out to their broader communities. for people with a disability has seen a further 15 Schools receive hockey lessons for their students. Through this, we have felt the impact Hockey WA Various events and showcases were also held to has been able to make in those regions has been celebrate people with disability playing hockey attributed mainly to these upskilling sessions and including a Cahoots Outing to PHS and Premier empowering those Development Officers on the League involvement, ACC Inclusive Sports Days ground to grow the game. and an Inclusive Hockey Club Day to upskill and educate community members. The establishment Hockey WA is also in the process of redesigning of an Inclusive Hockey Working Group to ensure our Child Safeguarding Policy to align with ongoing progress in this space was also formed Hockey Australia’s newly released Safe Hockey with Hale Hockey now delivering a program with Policy. the help of HWA for people with disability. Departmental reports

With the full policy to rollout during 2021, strides Despite the interruption of COVID-19 we retained were taken to streamline our policy for the many of our officials and worked tirelessly to- re protection of children across WA in Hockey in con- cruit new members to the officiating panels. Hock- junction with Hockey Australia. We have taken the ey delivered two Level 1 Umpiring courses - one time to ensure that all elements are covered to the regionally and one in the Metropolitan area - with highest standard. 26 participants completing their Level 1 accreditations. Per our partnership with Healthway, we delivered the 2020 Hockey for Health competition in a Successful growth and development of the Hockey revamped capacity. This competition was a WA Junior umpiring program with 14 new massive success in our regions, with the highest participants of which six umpires umpired senior number of entries in this competition to date. Premier Division Hockey. Three of the participants Hockey WA and Healthway will continue the regularly also umpired Premier Division 2 Hockey. momentum with this competition from 2020 and With the exclusion of all National Events, and rollout once again, with a strong push in the Metro therefore national appointments, we used our area. emerging events portfolio to provide meaningful and appropriate umpiring opportunities. Hockey WA would like to thank Healthway for their support of Hockey in Western Australia through With a challenging, albeit rewarding, 2020 now the promotion of the “Smarter than Smoking” behind us, we look forward to a bright future and message. We wave goodbye to the Smarter than plenty of areas of opportunity and further growth Smoking message as we excitedly get ready to for 2021 and beyond. launch our new message of “Fuel to Go and Play”. Shayley McGurk Davy Officiating General Manager - Hockey Operations Hockey WA continued to develop quality officials through pathway programs and opportunities through the 2020 season. Committee reports

Masters

Chairman’s Report Encouraging players who are reaching the age of This year COVID-19 prevented there being eligibility for Masters Hockey to consider National Championships which were to be held continuing their participation and transitioning in Queensland, and all international competitions them to Masters Competitions is a primary were also cancelled due to the pandemic. It was objective for the Committee. Hence, it was recently announced that the deferred pleasing to see more weekend Masters Hockey international Masters World Cups due to be played matches conducted on artificial turf in both the in 2021 have been cancelled. Men’s Over 40 Division 1 and Over 50 Division 1. This resulted from the efforts of this Committee Consequently, the Committee had a quieter year over several years and with the co-operation of than normal. The significant logistical Hockey WA. For the first time, the finals for those arrangements in sending typically 18 teams to two grades were also held on artificial turf. the National Championships were not needed this year. The 2021 National Championships The mid-week competition played on artificial turf are planned to be held in Newcastle, NSW, as a does have some success in this regard. Still, the “Mega” event for both women and men at the traditional weekend grass fixtures are a barrier to same time and venue for the first time. many who wish to continue to play only on artificial turf. As time goes on, this barrier Local Competition increases. Many players have spent very little time In WA, we were fortunate this year to be able to playing on grass and likely no grass time in senior hold local competitions at all. After a lot of ranks. The Committee considers that Masters turf consulting with clubs and this Committee, plus competitions’ availability is a key factor in surveys of players, a modified season was held transition younger players to Masters with modified finals. Anecdotal feedback is that Competitions. Increasing Masters participation on most were just happy to play and catch up with turf is a focus of the Committee. We will continue teammates and opposition alike. to look for more opportunities to do so. Committee reports

Men’s Masters participation continues to grow. 86 Committee Outlook teams took the field in Men’s Masters Saturday The Committee makes a significant contribution afternoon competitions, an increase of 10 teams to the development of Masters Hockey in WA to compared with 2017, and eight teams participated meet participants’ needs. This work is undertaken in the Over 40 Midweek Division on Monday night, entirely by volunteers. a decrease of one from 2017. This is an outstanding result given the COVID-19 impacts The Committee could not deliver these results around the world this year. without the support of Hockey WA. I would like to acknowledge and thank the Hockey WA Board, 35 teams took the field in four divisions of the CEO Stuart Gilsenan, and Hockey WA’s staff for Women’s Wednesday night Masters Competitions, their considerable assistance throughout the year. the same number as 2017 and 2018. The Committee has been very stable throughout Western Hockey Masters (“WHM”) is a Masters 2020, operating with an unchanged Committee of Men’s only club with around 230 members who nine. The appointments elected at the 2019 Gen- play on turf at PHS on Wednesday afternoons eral Meeting maintained or increased the diversity throughout the year in three divisions with a total of participation in Committee decisions by age, of 12 teams from Over 50s up. WHM also runs a club affiliation and strengthening the Committee’s social Over 65s competition on most Saturday skill set. afternoons at Perry Lakes grass fields. I am extremely supportive of this organisation’s efforts; Scott Macdonald they are increasing participation and retention in Masters Chair our sport in creative ways.

I have no doubt that WAMHC will continue to have a strategic focus on creating and nourishing an en- vironment and culture that continues to increase the number of players and improve the experience for all of those players participating in the game of hockey at all levels. Olympians’ Medal Fairest and Best Player - Men’s First Division Competition

1976 1992 2007 Steve Hayward - University of WA Paul Lewis - North Coast Raiders Darryl McCormick - Fremantle 1977 1993 2008 David Bell - Old Aquinians Peter Hazlehurst - Westside Wolves Phil Marshall - Fremantle 1978 1994 2009 David Bell - Fremantle Paul Armitage - Westside Wolves Craig Boyne - YMCA Coastal City 1979 Matthew Wells - Modernians Brent Dancer - WASPs - Westside Wolves David Bell - Fremantle 1995 1980 Graham Reid - Vic Park Panthers 2010 - WASPs Ric Charlesworth - University of WA 1996 Greg Reece - Hale 1981 Graham Reid - Vic Park Panthers Michael Nobbs - Suburban Nedlands Lee Bodimeade - WASPs 2011 Phil Hubert - Vic Park Panthers 1982 1997 Steve Hayward - Fremantle Matthew Wells - Modernians 2012 Ian Burcher - Vic Park Panthers 1983 1998 - Vic Park Panthers Craig Davies - Fremantle Graham Reid - Vic Park Panthers 2013 1984 1999 - Old Aquinians Geoff Bott - YMCA Perth Ian Wishart - YMCA Coastal City 2014 1985 2000 - University of WA Terry Leece - Fremantle Ian Wishart - YMCA Coastal City 2015 1986 2001 Chris Bausor - University of WA David Bell - Old Aquinians Paul Armitage - Westside Wolves 2016 1987 2002 Chris Bausor - University of WA John Bestall - Trinity Tom Kavanagh - Hale 2017 1988 2003 Casey Hammond - Curtin University Bryan Zekulich - WASPs Andrew Smith - Hale 2018 1989 2004 Ian Smyth - Old Aquinians Warren Birmingham - Fremantle David Hennessy - WASPs 2019 1990 2005 Tim Geers - Melville Michael Nobbs - University of WA Alistair Park - Westside Wolves 2020 1991 2006 Matthew Dawson - Vic Park Geoff Bott - YMCA Perth Phil Hulbert - Vic Park Panthers Panthers Charlesworth Medal Fairest and Best Player - Women’s First Division Competition

1988 2005 Kerri Richards - Westside Wolves Kim Walker - Curtin Trinity Pirates 1989 2006 - North Coast Raiders Shayni Buswell - University of WA 1990 2007 Liane Tooth - Westside Wolves - Westside Wolves 1991 2008 Rechelle Hawkes - North Coast Raiders Shayni Nelson (nee Buswell) - 1992 University of WA Lee Capes - Curtin Trinity Pirates 2009 1993 Lisa Eglington - Westside Wolves Nicole Dalby - South Perth 2010 1994 - Curtin Trinity Pirates Michelle Hager - Curtin Trinity Pirates 2011 1995 Airlie Ogilvie - WASPs - Westside Wolves 2012 1996 Shelly Liddelow - University of WA Sarah Booth - Westside Wolves 2013 1997 Kate Denning - Curtin Trinity Pirates Rechelle Hawkes - North Coast Raiders 2014 1998 Georgia Wilson - Vic Park Panthers - North Coast 2015 Raiders Jacqui Day - North Coast Raiders 1999 2016 Liane Tooth - Westside Wolves Jacqui Day - North Coast Raiders 2000 2017 Kim Walker - University of WA - Hale 2001 2018 Nicole Dalby - South Perth Madonna Blyth - Hale 2002 2019 Simone Wallington - YMCA Coastal Rachel Frusher - Vic Park Panthers 2003 2020 Nicole Dalby - South Perth Jane Claxton - Vic Park Panthers 2004 Shayni Buswell - University of WA 2020 Premier One Division Winners

Victoria Park Xavier Hockey Club

Reds Hockey Club 2020 Trophies

Byrne & Judge Perpetual Trophy

Kyle Rutter Perpetual Trophy

The Western Australian Hockey Association (Inc) and Controlled Entity ABN 93 502 752 344

Consolidated Statement of Profit or Loss and Other Comprehensive Income For the Year Ended 31 December 2020

2020 2019 Note $ $ Recurrent revenue 4(a) 3,082,193 5,083,349 Hospitality expenses (416,035) (484,863) Employee benefits expense (1,772,050) (1,855,789) Profile and branding expenses (79,906) (52,843) Depreciation and amortisation expense (518,799) (451,671) Competition costs (210,851) (285,255) Event expenses (45,602) (141,869) High Performance expenses (364,067) (1,046,981) Participation programs (121,660) (167,166) Facilities (incl utilities and maintenance costs) (404,546) (381,360) Corporate and administration expenses (250,309) (510,739)

Surplus/(Deficit) from continuing operations (1,101,632) (295,187) Non-recurrent revenue 4(b) 1,207,359 135,924

Surplus/(Deficit) before income tax 105,727 (159,263) Income tax expense 2(a) - -

Surplus/(Deficit) for the year 105,727 (159,263)

Other comprehensive income: Total other comprehensive income for the year - -

Total comprehensive income for the year 105,727 (159,263)

The accompanying notes form part of these financial statements. 1 The Western Australian Hockey Association (Inc) and Controlled Entity ABN 93 502 752 344

Consolidated Statement of Financial Position As At 31 December 2020

2020 2019 Note $ $ ASSETS CURRENT ASSETS Cash and cash equivalents 5 3,976,159 4,053,277 Trade and other receivables 6 219,347 444,632 Inventories 7 15,290 36,303

TOTAL CURRENT ASSETS 4,210,796 4,534,212 NON-CURRENT ASSETS Property, plant and equipment 8 3,968,985 3,536,308

TOTAL NON-CURRENT ASSETS 3,968,985 3,536,308 TOTAL ASSETS 8,179,781 8,070,520 LIABILITIES CURRENT LIABILITIES Trade and other payables 9 291,332 605,299 Employee benefits 10 137,150 150,462 Contract liabilities 11 1,336,427 1,005,614

TOTAL CURRENT LIABILITIES 1,764,909 1,761,375 TOTAL LIABILITIES 1,764,909 1,761,375 NET ASSETS 6,414,872 6,309,145

MEMBERS' FUNDS Accumulated surplus 6,414,872 6,309,145

TOTAL MEMBERS' FUNDS 6,414,872 6,309,145

The accompanying notes form part of these financial statements. 2 The Western Australian Hockey Association (Inc) and Controlled Entity ABN 93 502 752 344

Consolidated Statement of Changes in Equity For the Year Ended 31 December 2020

2020 Accumulated Surplus Total $ $ Balance at 1 January 2020 6,309,145 6,309,145 Surplus for the year 105,727 105,727

Balance at 31 December 2020 6,414,872 6,414,872

2019 Accumulated Surplus Total $ $ Balance at 1 January 2019 6,468,408 6,468,408 Deficit for the year (159,263) (159,263)

Balance at 31 December 2019 6,309,145 6,309,145

The accompanying notes form part of these financial statements. 3 The Western Australian Hockey Association (Inc) and Controlled Entity ABN 93 502 752 344

Consolidated Statement of Cash Flows For the Year Ended 31 December 2020

2020 2019 Note $ $ CASH FLOWS FROM OPERATING ACTIVITIES: Receipts from customers and funding bodies 4,457,365 5,678,375 Payments to suppliers and employees (4,173,124) (5,077,168) COVID-19 subsidies received from Government 569,255 - Interest received 20,862 56,831

Net cash provided by operating activities 15 874,358 658,038

CASH FLOWS FROM INVESTING ACTIVITIES: Purchase of property, plant and equipment (951,476) (298,583)

Net cash used in investing activities (951,476) (298,583)

Net (decrease)/increase in cash and cash equivalents held (77,118) 359,455 Cash and cash equivalents at beginning of year 4,053,277 3,693,822

Cash and cash equivalents at end of financial year 5 3,976,159 4,053,277

The accompanying notes form part of these financial statements. 4 The Western Australian Hockey Association (Inc) and Controlled Entity ABN 93 502 752 344

Notes to the Consolidated Financial Statements For the Year Ended 31 December 2020

The financial statements cover The Western Australian Hockey Association (Inc) and Controlled Entity ("the Association"). The Association is a not-for-profit Association incorporated in Western Australia under the Associations Incorporation Act (WA) 2015 ('the Act').

The principal activities of the Association for the year ended 31 December 2020 were to manage the sustainable development and promotion of hockey for everyone in Western Australia.

The functional and presentation currency of the Association is Australian dollars.

Comparatives are consistent with prior years, unless otherwise stated.

1 Basis of Preparation

In the opinion of the Board, the Association is not a reporting entity and has prepared special purpose financial statements because it is unlikely there are users of these financial statements who are not in a position to require the preparation of reports tailored to their information needs. Accordingly, these special purpose financial statements have been prepared to meet the reporting requirements of the Act and the constitution of the Association.

These consolidated financial statements do not comply with all the recognition and measurement requirements in Australian Accounting Standards. The Board has elected not to apply AASB 16 Leases to account for the right-of-use asset and corresponding lease liability. In the opinion of the Board, accounting for the rental expense for the year best enables the user to understand the position and performance of the Association.

Other than AASB 16, these consolidated financial statements have been prepared in accordance with the recognition and measurement requirements of the Australian Accounting Standards and Accounting Interpretations, and the disclosure requirements of AASB 101 Presentation of Financial Statements, AASB 107 Statement of Cash Flows, AASB 108 Accounting Policies, Changes in Accounting Estimates and Errors and AASB 1054 Australian Additional Disclosures, as appropriate for not-for-profit oriented entities.

These consolidated financial statements include the financial position and performance of the controlled entity from the date on which control is obtained until the date that control is lost.

Intragroup assets, liabilities, equity, income, expenses and cashflows relating to transactions between entities in the consolidated entity have been eliminated in full for the purpose of these consolidated financial statements.

The controlled entity has a June financial year end.

Details of the controlled entity are contained in Note 13 to the consolidated financial statements.

These consolidated financial statements, except for the cash flow information, have been prepared on an accruals basis and are based on historic costs, modified where applicable, by the measurement at fair value of select non- current assets, financial assets and financial liabilities.

The following significant accounting policies, which are consistent with the previous period unless otherwise stated, have been adopted in the preparation of these consolidated financial statements. The amounts presented in the consolidated financial statements have been rounded to the nearest dollars.

5 The Western Australian Hockey Association (Inc) and Controlled Entity ABN 93 502 752 344

Notes to the Consolidated Financial Statements For the Year Ended 31 December 2020

2 Summary of Significant Accounting Policies

(a) Income Tax

The Association is exempt from income tax under Division 50 of the Income Tax Assessment Act 1997.

(b) Leases

Leases where substantially all the rewards and risks of ownership of assets remain with the lessor are accounted for as operating leases. Rentals payable under operating leases are charged to profit or loss on the straight-line basis over the lease terms.

(c) Revenue and other income

Revenue from contracts with customers is recognised when control of goods or services is transferred to the customers at an amount that reflects the consideration to which the Association expects to be entitled in exchange for those goods or services. Revenue is recognised by applying a five-step model 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

Operating grants

When the Association receives operating grant revenue from government, it assesses whether the contract is enforceable and has sufficiently specific performance obligations in accordance to AASB 15.

When both these conditions are satisfied, the Association:

 identities each performance obligation relating to the grant;

 recognises a contract liability for its obligations under the agreement; and

 recognises revenue as it satisfies its performance obligations.

Where the contract is not enforceable or does not have sufficiently specific performance obligations, the Association:

 recognises the asset received in accordance with the recognition requirements of other applicable accounting standards (for example AASB 9. AASB 16, AASB 116 and AASB 138);

 recognises related amounts (being contributions by owners, lease liability, financial instruments, provisions, revenue or contract liability arising from a contract with a customer); and

6 The Western Australian Hockey Association (Inc) and Controlled Entity ABN 93 502 752 344

Notes to the Consolidated Financial Statements For the Year Ended 31 December 2020

2 Summary of Significant Accounting Policies (Continued)

(c) Revenue and other income (Continued)

Operating grants (Continued)

 recognises income immediately in profit or loss as the difference between the initial carrying amount of the asset and the related amount.

If a contract liability is recognised as a related amount above, the Association recognises income in profit or loss when or as it satisfies its obligations under the contract.

Capital grants

When the Association receives a capital grant, it recognises a liability for the excess of the initial carrying amount of the financial asset received over any related amounts (being contributions by owners, lease liability, financial instruments, provisions, revenue or contract liability arising from a contract with a customer) recognised under other Australian Accounting Standards.

The Association recognises income in profit or loss when or as the Association satisfies its performance obligations under the terms of the grant.

Subscriptions

Revenue from the provision of membership subscriptions is recognised over the financial year as this is when the performance obligation is met.

Sale of goods

Revenue relating to the sale of goods is recognised at the point in time the goods are delivered to the customer. At this point the customer accepts the goods and the consideration becomes due and payable.

Rendering of services

Revenue in relation to rendering of services is recognised at a point in time when the given performance obligation is met, that is, when clients receive and consume the benefits of the services as the Association provides them, the revenue recognition model is based on the time elapsed output method.

A receivable in relation to these services is recognised when a bill has been issued, as this is the point in time that the consideration is unconditional because only the passage of time is required before the payment is due.

Interest revenue

Interest is recognised using the effective interest method.

Other income

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

7 The Western Australian Hockey Association (Inc) and Controlled Entity ABN 93 502 752 344

Notes to the Consolidated Financial Statements For the Year Ended 31 December 2020

2 Summary of Significant Accounting Policies (Continued)

(d) 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 Office (ATO).

Receivables and payables are stated inclusive of GST.

Cash flows in the consolidated statement of cash flows are included on a gross basis and the GST component of cash flows arising from investing and financing activities which is recoverable from, or payable to, the taxation authority is classified as operating cash flows.

(e) Inventories

Inventories are measured at the lower of cost and net realisable value. Cost of inventory is determined using the first-in-first-out basis and is net of any rebates and discounts received. Net realisable value is estimated using the most reliable evidence available at the reporting date and inventory is written down through an obsolescence provision if necessary.

(f) 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.

Items of property, plant and equipment acquired for nil or nominal consideration have been recorded at the acquisition date fair value.

Depreciation

Property, plant and equipment is depreciated on a straight-line basis over the asset's useful life to the Association, commencing when the asset is ready for use.

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

The depreciation rates used for each class of depreciable asset are shown below: Fixed asset class Depreciation rate Plant and Equipment 3 - 10 years Furniture, Fixtures and Fittings 5 - 10 years Motor Vehicles 5 years Office Equipment 3 years Leasehold Improvements 5 - 50 years

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.

(g) Cash and cash equivalents

Cash and cash equivalents comprises cash on hand, demand deposits and short-term investments which are readily convertible to known amounts of cash and which are subject to an insignificant risk of change in value. 8 The Western Australian Hockey Association (Inc) and Controlled Entity ABN 93 502 752 344

Notes to the Consolidated Financial Statements For the Year Ended 31 December 2020

2 Summary of Significant Accounting Policies (Continued)

(h) Employee benefits

Provision is made for the Association's liability for employee benefits arising from services rendered by employees to the end of the reporting period. Employee benefits that are expected to be settled within one year have been measured at the amounts expected to be paid when the liability is settled.

Employee benefits payable later than one year have been measured at the present value of the estimated future cash outflows to be made for those benefits. In determining the liability, consideration is given to employee wage increases and the probability that the employee may not satisfy vesting requirements. Those cash outflows are discounted using market yields on national corporate bonds with terms to maturity that match the expected timing of cash flows. Changes in the measurement of the liability are recognised in profit or loss.

Contributions are made to the Association to employee nominated superannuation funds and are charged as expenses when incurred.

3 Critical Accounting Estimates and Judgements

The Board make estimates and judgements during the preparation of these consolidated financial statements regarding assumptions about current and future events affecting transactions and balances.

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

The significant estimates and judgements made have been described below.

Key estimates - impairment of property, plant and equipment

The Association assesses impairment at the end of each reporting period by evaluating conditions specific to the Association that may be indicative of impairment triggers. Recoverable amounts of relevant assets are reassessed using value-in-use calculations which incorporate various key assumptions.

Key judgments - performance obligations under AASB 15

To identify a performance obligation under AASB 15, the promise must be sufficiently specific to be able to determine when the obligation is satisfied. Management exercises judgement to determine whether the promise is sufficiently specific by taking into account any conditions specified in the arrangement, explicit or implicit, regarding the promised goods or services. In making this assessment, management includes the nature/ type, cost/ value, quantity and the period of transfer related to the goods or services promised.

9 The Western Australian Hockey Association (Inc) and Controlled Entity ABN 93 502 752 344

Notes to the Consolidated Financial Statements For the Year Ended 31 December 2020

4 Revenue and Other Income

(a) Recurrent revenue 2020 2019 $ $ Revenue from contracts with customers (AASB 15) Sale revenue - Hospitality income 390,039 568,070 Other revenue - Competition fees 887,511 1,318,519 - Events 42,204 197,315 - Field hire 384,078 635,717 - Government grants 386,596 459,080 - Healthway sponsorship 200,000 200,000 - High Performance programs 218,547 245,168 - Match fees 78,458 129,222 - Participation programs 135,140 153,451 - Others 36,196 80,931 - Sponsorship 48,772 118,713 - State team fees 253,790 870,056

3,061,331 4,976,242

Revenue recognised on receipt (not enforceable or no sufficiently specific performance obligations - AASB 1058) Finance income - Bank deposits 20,862 56,831 Other revenue - Donation to Hockey Foundation - 50,276

20,862 107,107 Total recurrent revenue 3,082,193 5,083,349

(b) Non-recurrent revenue Revenue from contracts with customers (AASB 15) - Capital grants 640,909 135,924 Revenue recognised on receipt (not enforceable or no sufficiently specific performance obligations - AASB 1058) - COVID-19 Government subsidies 566,450 -

Total non-recurrent revenue 1,207,359 135,924

10 The Western Australian Hockey Association (Inc) and Controlled Entity ABN 93 502 752 344

Notes to the Consolidated Financial Statements For the Year Ended 31 December 2020

5 Cash and Cash Equivalents 2020 2019 $ $ Cash on hand 2,709 4,285 Bank balances 336,941 660,761 Cash at bank and on hand 339,650 665,046 Short-term deposits 2,408,500 2,579,353 DSR sinking fund 1,228,009 808,878

3,976,159 4,053,277

6 Trade and Other Receivables CURRENT Trade receivables 25,387 65,186 Provision for impairment (1,232) -

24,155 65,186 Prepayments 29,477 209,078 GST receivable 4,531 6,379 Other receivables 161,184 163,989

Total current trade and other receivables 219,347 444,632

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 financial statements.

7 Inventories CURRENT At cost: Hospitality consumables 15,290 30,841 Uniform stock - 5,462

15,290 36,303

11 The Western Australian Hockey Association (Inc) and Controlled Entity ABN 93 502 752 344

Notes to the Consolidated Financial Statements For the Year Ended 31 December 2020

8 Property, plant and equipment 2020 2019 $ $ Plant and equipment At cost 208,254 197,873 Accumulated depreciation (118,691) (97,156) Total plant and equipment 89,563 100,717 Furniture, fixtures and fittings At cost 151,193 151,193 Accumulated depreciation (149,788) (145,686) Total furniture, fixtures and fittings 1,405 5,507 Motor vehicles At cost 31,014 31,014 Accumulated depreciation (31,014) (31,014) Total motor vehicles - - Office equipment At cost 71,162 66,882 Accumulated depreciation (54,108) (36,677) Total office equipment 17,054 30,205 Leasehold improvements At cost 8,286,280 7,884,961 Accumulated amortisation (4,425,317) (4,485,082) Total leasehold improvements 3,860,963 3,399,879 Total property, plant and equipment 3,968,985 3,536,308

12 The Western Australian Hockey Association (Inc) and Controlled Entity ABN 93 502 752 344

Notes to the Consolidated Financial Statements For the Year Ended 31 December 2020

8 Property, plant and equipment (Continued)

(a) 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 financial year:

Furniture, Plant and Fixtures and Office Leasehold Equipment Fittings Equipment Improvements Total $ $ $ $ $ Year ended 31 December 2020 Balance at the beginning of year 100,717 5,507 30,205 3,399,879 3,536,308 Additions 10,381 - 4,280 936,815 951,476 Depreciation expense (21,535) (4,102) (17,431) (475,731) (518,799)

Balance at the end of the year 89,563 1,405 17,054 3,860,963 3,968,985

13 The Western Australian Hockey Association (Inc) and Controlled Entity ABN 93 502 752 344

Notes to the Consolidated Financial Statements For the Year Ended 31 December 2020

9 Trade and Other Payables 2020 2019 $ $ CURRENT Trade payables 48,539 413,392 Sundry payables and accrued expenses 174,980 138,188 Other payables 67,813 53,719

291,332 605,299

Trade and other payables are unsecured, non-interest bearing and are normally settled within 30 days. The carrying value of trade and other payables is considered a reasonable approximation of fair value due to the short-term nature of the balances.

10 Employee Benefits CURRENT Long service leave 41,865 39,941 Provision for annual leave 95,285 110,521

137,150 150,462

11 Contract Liabilities CURRENT Amounts received in advance 1,336,427 1,005,614

1,336,427 1,005,614

Grants are enforceable and have sufficiently specific performance obligations in accordance with AASB 15. The amount received at that point in time, is recognised as a contract liability until the performance obligations have been satisfied.

12 Capital and Leasing Commitments

Contractual commitments Non-cancellable commitments contracted for but not capitalised in the financial statements: - not later than one year 10,434 10,525 - between one year and five years 27,707 39,075

38,141 49,600

The Association entered into a contract with Curtin University over the Perth Hockey Stadium and office equipment which normally have terms of 5 years. Lease payments are increased on an annual basis to reflect market rentals.

14 The Western Australian Hockey Association (Inc) and Controlled Entity ABN 93 502 752 344

Notes to the Consolidated Financial Statements For the Year Ended 31 December 2020

13 Interests in Subsidiaries

Principal place of business / Country of Percentage Percentage Incorporation Owned (%)* Owned (%)* 2020 2019 Subsidiary: The Hockey Foundation of WA Limited Australia 100 100

The Hockey Foundation of WA Limited was incorporated on 2 May 2019 with the first year end at 30 June 2020, being a wholly owned subsidiary of The Western Australian Hockey Association (Inc).The results of the subsidiary disclosed below are prior to any inter-company eliminations. The Hockey Foundation 2020 of WA Name of subsidiary Limited Summarised consolidated statement of financial position Current assets 35,800

Net assets 35,800

The Hockey Foundation 2019 of WA Name of subsidiary Limited Summarised consolidated statement of financial position Current assets 50,276 Current liabilities 14,476

Net assets 35,800

Summarised statement of profit or loss and other comprehensive income Revenue 50,276 Surplus / (Deficit) 35,800 Total comprehensive income 35,800

Summarised consolidated statement of cash flows Cash flows from operating activities 50,276

Net increase in cash and cash equivalents 50,276

14 Contingencies

In the opinion of the Board, the Association did not have any contingencies at 31 December 2020 (31 December 2019:None).

15 The Western Australian Hockey Association (Inc) and Controlled Entity ABN 93 502 752 344

Notes to the Consolidated Financial Statements For the Year Ended 31 December 2020

15 Cash Flow Information

Reconciliation of net income to net cash provided by operating activities: 2020 2019 $ $ Surplus/(Deficit) for the year 105,727 (159,263) Non-cash flows in surplus/(deficit): - Depreciation and amortisation expense 518,799 451,671 - Impairment of receivables 1,232 - Changes in assets and liabilities: - (increase)/decrease in trade and other receivables 44,452 47,126 - (increase)/decrease in prepayments 179,601 (1,083) - (increase)/decrease in inventories 21,013 (11,849) - increase/(decrease) in trade and other payables (313,967) 325,109 - increase/(decrease) in income in advance 330,813 30,584 - increase/(decrease) in employee benefits (13,312) (24,257) Cashflows from operations 874,358 658,038

16 Events Occurring After the Reporting Date

The financial report was authorised for issue on 23 February 2021 by the board of directors.

In March 2020 Australia was affected by the COVID-19 Pandemic. This resulted in the Association reducing the level of its activities to around 80% of normal for the 2020 hockey season. At the date of this report, the Association has recommenced its services and activities in full however an estimate of the future impact of COVID-19 cannot be made as it will depend upon the magnitude and the duration of any new social distancing restrictions, with the full range of possible effects unknown.

Except for the above, no other matters or circumstances have arisen since the end of the financial year which significantly affected or could significantly affect the operations of the Association, the results of those operations, or the state of affairs of the Association in future financial years.

17 Statutory Information

The registered office and principal place of business of the Association is: The Western Australian Hockey Association (Inc) Perth Hockey Stadium at Curtin University Campus Hayman Road BENTLEY, WA 6102

16

INDEPENDENT AUDITOR'S REPORT

To the members of the Western Australian Hockey Association (Inc) and Controlled Entity

Opinion

We have audited the financial report of the Western Australian Hockey Association (Inc) and Controlled Entity (collectively the ͞Association͟), which comprises the consolidated statement of financial position as at 31 December 2020, the consolidated statement of profit or loss and other comprehensive income, consolidated statement of changes in equity and consolidated statement of cash flows for the year then ended, and notes to the consolidated financial statements, including a summary of significant accounting policies, and the statement by the board.

In our opinion, the accompanying financial report of the Western Australian Hockey Association (Inc) and Controlled Entity, has been prepared in accordance with the requirements of the Associations Incorporation Act 2015 (WA), including: a) giving a true and fair view of the Association͛ƐĨŝŶĂŶĐŝĂůƉŽƐŝƚŝŽŶĂƐĂƚ31 December 2020 and of its financial performance and its cash flows for the year then ended; and b) complying with Australian Accounting Standards to the extent described in Note 1.

Basis for Opinion

We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities under those standards are further described in the ƵĚŝƚŽƌ͛Ɛ Responsibilities for the Audit of the Financial Report section of our report. We are independent of the Association in accordance with ƚŚĞ ĞƚŚŝĐĂů ƌĞƋƵŝƌĞŵĞŶƚƐ ŽĨ ƚŚĞ ĐĐŽƵŶƚŝŶŐ WƌŽĨĞƐƐŝŽŶĂů ĂŶĚ ƚŚŝĐĂů ^ƚĂŶĚĂƌĚƐ ŽĂƌĚ͛Ɛ APES 110 Code of Ethics for Professional Accountants (including Independence Standards) (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 ʹ Basis of Accounting

We draw attention to Note 1 to the financial report, which describes the basis of accounting. The financial report has been prepared for the purpose of fulfilling ƚŚŽƐĞ ĐŚĂƌŐĞĚ ǁŝƚŚ ŐŽǀĞƌŶĂŶĐĞƐ͛ financial reporting responsibilities under the Associations Incorporation Act 2015 (WA). As a result, the financial report may not be suitable for another purpose. Our opinion is not modified in respect of this matter.

18 Emphasis of Matter – COVID-19 developments

We draw attention to Note 16 (Events Occurring after the Reporting Date) of the consolidated financial statements which notes that the COVID-19 pandemic has created unprecedented uncertainty in the economic environment and how this has been considered by the Board in the preparation of the consolidated financial statements. As set out in Note 16, no adjustments have been made to the consolidated financial statements as at 31 December 2020 for the impacts of COVID-19. Our opinion is not modified in respect of this matter.

Responsibilities of Management and the Board for the Financial Report

Management is 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 financial reporting requirements of the Associations Incorporation Act 2015 (WA) and is appropriate to meet the needs of the members. Management’s responsibility also includes such internal control as management determine is necessary to enable the preparation of a financial report that gives a true and fair view and is free from material misstatement, whether due to fraud or error.

In preparing the financial report, management is responsible for assessing the Association's ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless management either intend to liquidate the Association or to cease operations, or has no realistic alternative but to do so.

The Board is responsible for overseeing the Association’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.

As part of an audit in accordance with the Australian Auditing Standards, we exercise professional judgement and maintain professional scepticism throughout the audit. We also:

• dentify and assess the riss of material misstatement of the financial report, whether due to fraud or error, design and perform audit procedures responsie to those riss, and obtain audit eidence that is sufficient and appropriate to proide a basis for our opinion. he ris of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may inole collusion, forgery, intentional omissions, misrepresentations, or the oerride of internal control. • btain an understanding of internal control releant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of epressing an opinion on the effectieness of the ssociation’s internal control. • aluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management. • onclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit eidence obtained, whether a material uncertainty eists related to eents or conditions that may cast significant doubt on the ssociation’s ability to continue as a going concern. f we conclude that a material uncertainty eists, we are reuired to draw attention in our auditor’s report to the related disclosures in the financial report or, if such disclosures are inadeuate, to modify our opinion. ur conclusions are based on the audit evidence obtained up to the date of our auditor’s report. oweer, future eents or conditions may cause the ssociation to cease to continue as a going concern. • aluate the oerall presentation, structure and content of the financial report, including the disclosures, and whether the financial report represents the underlying transactions and eents in a manner that achiees fair presentation.

e communicate with the oard regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

R R

Date: 1 2 March 2021 RA West Perth artner Western Australia

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