Cricket Victoria Annual Report 2020-21 by Cricket Victoria

ANNUAL REPORT 2020 — 21

Enjoy better club canteens, from the people who power it. Since 2018, we’ve contributed $176,000 across 44 local cricket clubs as part of the CitiPower and Cricket Victoria Canteen Grant. Applications for our next round of grants will open 1 November 2021.

CRICKET VICTORIA

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OFFICE BEARERS

Cricket Victoria Patron

Delegates 2020-21

Malcolm Gray AM

Club

Delegate

Alternate Delegate

Camberwell Magpies

Brett Watkins

Barry Russ

Carlton

Neville Box

Mark Morris

Casey-South Melbourne

Shaun Petrie

Ross Moore

Dandenong

Brendan McArdle

Gary Davidson

Essendon

Simon Tobin

Shane Eaton

Fitzroy Doncaster

Graeme Cook

Shaun Pietersz

Footscray

Geoff Collinson

Craig Mundy

Frankston Peninsula

Cameron Wallace

Cliff Wright

Cricket Victoria Board (as at 30 June 2021) Dr David Maddocks (Chair) Peter Williams Theresa Best Lydia Dowse Phillip Hyde Jane Nathan

Geelong

Paul Blain (part) Michael King (part)

Sarah Pike (part)

Penelope Cleghorn

Greenvale Kangaroos

Bruce Kent

Ken Hutchinson

Ross Hepburn

Kingston-Hawthorn

Brett Sebire

Tom Brain

Peter King (part)

Andrew Kent (part)

No Alternate (part)

Melbourne University

Derek Bennett

Peter Anderson

Monash Tigers

Danni Dodgson

Peter Gigliotti

Northcote

Mark Sundberg

Grant Gardiner

Prahran

John Raglus

Iain Giles

Ringwood

Mark Freeman

Tamara Bourke (nee Mason)

St Kilda

Paul Meddings

Paul Ryan

VCCL

Keith Thompson

Kelvin White

VMCU

Mark Keating

Rod Patterson

VSDCA

Phil O’Meara

Dr Geoffrey Hart

VSDCA

James Sheehan

Geoff Richardson

Women’s Premier Chair

Adam Di Giacomo

Melbourne

ANNUAL REPORT 2020—21

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CHAIR R E P O RT

I would like to thank Cricket Australia and Cricket Victoria’s Government Relations staff who worked tirelessly for months on end to ensure cricket’s interests were well represented as we sought to deliver a season as close to normal as we could. I’d also like to extend our thanks to the Victorian Government, the Department of Health and Sport

DR DAVID MADDOCKS Without question, the reporting year has delivered the most challenging operational environment for Victorian cricket, and indeed the world, in a generation. I would like to thank everyone across the Victorian cricket community for the support and collaboration in delivering cricket to our community during the pandemic. Our cricket community continues to be a resilient one and the 2020-21 season has illustrated how important a role cricket plays in uniting communities and addressing hardships and uncertainty. While the support of the community has been invaluable, there is no question that the COVID-19 pandemic has impacted every aspect of our organisation in some way. But in that challenge, our staff have found new ways to connect and communicate – as we all have – and continue our mission to develop and grow all aspects of Victorian cricket. We can and should all be proud of the work that went into ensuring cricket was one of the first sports to return to action in late 2020 in a

and Recreation Victoria for their collaboration, advice and support for cricket’s challenges. The impact on our high performance and community cricket areas was profound. Our players and support staff spent months in quarantine hubs interstate – an incredibly challenging length of time away from family and home and an equally impressive commitment to seeing our cricket season come to life and ensured Victoria, the Melbourne Renegades and Melbourne Stars competed in all competitions. We are fortunate to have wonderful staff and players at Cricket Victoria and on behalf of the Board I would like to extend our sincere gratitude for the many personal and professional sacrifices that were made by so many over the summer. At community level, the pandemic drove a natural reduction in our ability to engage with schools, conduct clinics and support emerging markets with cricket activities. This was particularly evident in the first half of the reporting year. Given all the challenges, it was wonderful to see cricket return in November, for the Boxing Day Test to go ahead and for our Big Bash teams to be able to play in front of reduced capacity crowds in January in Melbourne.

COVID-safe way. More than 3,000 members of the cricket community participated in regular webinars during the height of the second wave as we worked to resolve the challenges to season preparation.

CRICKET VICTORIA

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I WOULD LIKE TO THANK EVERYONE ACROSS THE VICTORIAN CRICKET COMMUNITY FOR THE SUPPORT AND COLLABORATION IN DELIVERING CRICKET TO OUR COMMUNITY DURING THE PANDEMIC.

On field, while title success eluded our teams

In reviewing our major partnerships, there is no

sustainable financial performance and venue

this season, I would like to congratulate the

question that our long-term and highly productive

management.

Melbourne Stars on reaching their first Rebel

relationships with the Victorian Government

WBBL Final and the Victorian’s women’s squad on

and major partner CitiPower continue to deliver

I would like to take this opportunity to thank all

reaching their first WNCL Final in many years.

benefits throughout the state and our cricket

of Cricket Victoria’s members and affiliates,

community.

including the Victorian Metropolitan Cricket Union (VMCU), Victorian Country Cricket League

Those results speak volumes about both the level of talent we currently have in Victorian and

On behalf of the Board and our interim Chief

(VCCL) and Victorian Sub District Cricket

Australian women’s cricket and the quality of

Executive Nick Cummins I would like to record

Association (VSDCA) for their cooperation and

the next generation of players we are seeking to

our sincere gratitude to the Premier, the Hon.

commitment to seeing Victorian cricket thrive.

develop for the future.

Daniel Andrews MP; Minister for Major Events and Sport, the Hon. Martin Pakula MP; Minister

Having completed my first year as Chair, I thank

Both our men’s and women’s Kookaburra Premier

for Health, Ambulance Services and Diversity,

my fellow Cricket Victoria Directors for their

Cricket seasons had a delayed start in November,

the Hon. Martin Foley MP and the Minister for

advice, dedication and support this season, to

but we were pleased to be able to complete the

Community Sport, the Hon. Ros Spence MP for

our interim Chief Executive Nick Cummins for his

competition successfully and I would like to

their commitment to cricket.

leadership and to our senior management and staff, players, members, clubs, and fans for their

congratulate Prahran on an historic victory in the Men’s First XI final and Dandenong on their win in

I’d also like to thank CitiPower Chief Executive

endurance and passion for cricket’s role in our

the Women’s Premier 1sts final.

Tim Rourke for his organisation’s fantastic

community’s ongoing recovery.

support of Cricket Victoria. We look forward to I would like to congratulate Rhiann O’Donnell

continuing to support great outcomes for both our

from Melbourne and Scott Edwards from

organisations.

Richmond on winning the Una Paisley and Jack Ryder medals respectively.

DR DAVID MADDOCKS CHAIR, CRICKET VICTORIA

These critical partnerships directly impact our ability to deliver the programs and infrastructure

Rhiann’s win was particularly special as she

development that Victorian cricket will benefit

had commuted frequently between Mildura

from for many generations to come.

and Melbourne to attend training and matches throughout the season. Scott became Richmond’s

From a CV Board perspective, at the AGM in

first Ryder medalist since England international

August, Ross Hepburn and Penelope Cleghorn

Paul Collingwood MBE tied with Ringwood’s

were both elected as Directors for the first time,

Darren Dempsey in 2001.

replacing outgoing Directors Claudia Fatone and Paul Jackson who completed 22 years of

In April, our Chief Executive Officer Andrew

combined service to Victorian cricket. I thank

Ingleton resigned after three years in the role.

Claudia and Paul for their wonderful contribution

On behalf of the Board and personally, I would

and welcome Ross and Penelope’s contributions

like to sincerely thank Andrew for his service and

to our game’s future. I would also like to thank

commitment to Victorian cricket and recognise

the previous Chair, Paul Barker, for his very

the achievements during his tenure. He was

significant contribution as Chair and as a Director

widely respected and well liked throughout the

to cricket in Victoria during his time on the Board.

cricket community. Looking ahead, I would like to congratulate our Following Andrew’s departure, the Board

new CEO Nick Cummins on his appointment.

appointed our General Manager of BBL,

Our collective focus is on realising the potential

Commercial and Marketing Nick Cummins to

of our strategic responsibilities: participation

act as interim Chief Executive Officer – a role

and retention in community cricket, building

he continued to hold at the end of the reporting

successful high-performance teams, enhancing

period.

our commercial business portfolio, and delivering

ANNUAL REPORT 2020—21

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CEO R E P O RT

I’d like to congratulate and thank our community cricket staff and the Victorian cricket community for their cooperation and collaboration as we worked through the diverse challenges to get our cricket season off the ground. There was an extraordinary amount of work undertaken, particularly through the height of Victoria’s second COVID-19 wave, to achieve beneficial outcomes for pre-season training, wicket and facilities management, junior teams preparation and much more. I’d like to recognise the support and consultation from the Department of Health, the Department of Jobs, Precincts and Regions and Sport and Recreation Victoria in navigating our way to a COVID-safe environment for cricket over the summer months. Finally, I would like to acknowledge the work of

NICK CUMMINS The last twelve months have been an extraordinarily complex and challenging year for Victorian cricket and the community as a whole.

Andrew Ingleton. The impact of COVID-19 fell • Women’s National Cricket League and Marsh One-Day Cup postponed • No Kookaburra Premier Cricket played until 22 November (Women) and 28

I write this report having just been appointed CEO after some three months acting in the role of Chief Executive Officer at Cricket Victoria following Andrew Ingleton’s departure in April.

hard to find many parts of our organisation not

contend with a level of disruption and uncertainty that no leader of Victorian cricket has had to face in the history of our game.

November (Men) • No cricket in regional Victoria until 16 September • No contact with schools in Term 4, 2020 to deliver junior programs

As I reflect on the last year of operations, it’s

squarely during his tenure as CEO and he had to

• Youth Premier League postponed for the 2020-21 season

While the effects of COVID-19 on cricket continue to linger, it was Andrew and the Board’s tough decisions in 2020 that have laid the foundation for me to take a much more healthy and vibrant Cricket Victoria forward than otherwise would have been.

directly impacted in some way by COVID-19 or by the effects of it.

January – April 2021

HIGH PERFORMANCE AND ELITE TEAMS

The major achievements were:

On field and despite the challenges, the

And yet, our staff and our cricket community

• Successful completion of the Kookaburra

Rebel WBBL season was another outstanding

have worked together in ways they perhaps

Premier Cricket Season including finals

edition of the world’s best women’s domestic

never expected. They have delivered results and opportunities many thought unlikely, if not impossible in the circumstances.

• KFC BBL matches held at the MCG and Marvel Stadium with 15,000 attendance cap • Premier Cricket reached a twoyear livestreaming agreement with

A SUMMARY OF THE KEY IMPACTS: July – December 2020 The major points of disruption were: • Rebel WBBL season played entirely in Sydney and in a quarantine hub • KFC BBL season played entirely in a travelling quarantine hub • No KFC BBL matches scheduled in Melbourne until mid-January 2021 • Men’s Marsh Sheffield Shield season began in a quarantine hub in Adelaide

Melbourne Stars on reaching their first final and I know the squad is keen to go one better next season.

InteractSport • Men’s and Women’s Premier Cricket finals broadcast on Kayo for the first time • WNCL Final between Victoria and Queensland held at the CitiPower Centre

I’d like to congratulate Melbourne Stars captain Meg Lanning and Melbourne Renegades captain Amy Sattherthwaite on the leadership of both sides.

• Community Cricket Awards celebrating more than 30 recipients from across

In August, Cricket Victoria appointed former

Victoria hosted at the CitiPower Centre

Test opening batsman Chris Rogers as the new

• Cricket Victoria confirmed new pathway model • Greenvale Kangaroos and Geelong Cricket Club admitted to Women’s Premier Cricket

CRICKET VICTORIA

T20 competition. I’d like to congratulate the

Victorian Men’s Head Coach. In June we appointed Jarrad Loughman as the new Head Coach of the Victorian Women’s Team and the Melbourne Stars WBBL team. I’d like to congratulate Chris and

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WHAT AN EXTRAORDINARILY COMPLEX AND CHALLENGING YEAR FOR VICTORIAN CRICKET AND THE WHOLE COMMUNITY WE HAVE HAD.

Jarrad on their respective appointments and we

girls and in junior participation. Over the last

In commercial news, both Big Bash clubs secured

look forward to seeing what they can achieve in

four years, the number of junior girls teams has

new principal partners and I welcome Aussie

the seasons ahead.

increased by 47% while the number of senior

Broadband’s support for the Melbourne Stars and

women’s teams has increased by 41% over the

Liberty’s support for the Melbourne Renegades.

same period.

I’d also like to express our thanks to MG Motor

The major highlight from our men’s program was

(Melbourne Stars) and Mitre 10 (Melbourne

the Test debut of Will Pucovski against India at the SCG in January. Will earned cap #460 and

Cricket Victoria’s national census results

Renegades) who were among our major partners

I congratulate him on his achievement. I would

delivered an overall drop in participation in the

to support the clubs in the midst of the pandemic.

like to recognise everyone involved in preparing

order of 58% compared to the previous year. This

Will for that opportunity and we look forward to

figure was not unexpected given the scale of the

I would like to thank our major partners

seeing him play many more Tests in the years to

pandemic and the impact in Victoria in the second

CitiPower, Commonwealth Bank, Kookaburra

come.

half of 2020.

and Toyota for their ongoing support for Victorian

The Victorian men’s team welcomed the debuts

Pleasingly, overall club participation dropped

what we deliver for the community and rarely

of eight players across First Class and List A

by just 8.9% to 118,540 which is testament to the

has that been more important than in the last 12

cricket. After consistently strong performances

exceptional work done throughout winter to keep

months for Victoria.

in Premier Cricket, Essendon Cricket Club’s

clubs engaged and allow them to prepare for a

James Seymour was rewarded with red and white

return around Christmas. It is also testament to

Our strategic focus this season will be on

ball debuts.

the appetite for a return to organised sport which

delivering ongoing stability for Cricket Victoria

existed in Victoria in the lead-up to the new year.

through sustainable financial and business

The Victorian women’s squad saw four exciting

Registrations for Woolworths Cricket Blast and

operations.

debuts. Most notable was Ella Hayward’s cap

entry-level programs were also directly affected

as the first Indigenous player to represent the

by Victorian schools being closed to visitors and

We will focus on essential activity which directly

Victorian women’s squad. It was a fantastic

incursions throughout Term 3 and Term 4.

contributes to the growth of our game. We take

cricket. They continue to believe in cricket and

milestone in the development of our pathway and

our responsibility to contribute to Victoria’s FINANCE AND COMMERCIAL

renewal, post COVID-19, seriously and look

Cricket Victoria concluded the year reporting a

forward to our opportunity to contribute positively

$4.86m surplus for 2020-21.

to the community’s overall well-being.

squad will be looking to bounce back next year.

The financial position and performance of the

As COVID-19 continues to impact Victoria, the

I’d like to congratulate Head Coach David Hussey

Group was particularly affected by the COVID-19

coming year will likely deliver some challenges

and captain Glenn Maxwell for their leadership

pandemic through FY21. BBL matches were

we cannot forecast. It will force us to sharpen the

and I know they will taste ultimate success soon.

played in a hub environment with several

focus on our capacity and capability to continue

Melbourne based matches being moved

delivering world-class service to the Victorian

Michael Klinger resigned as Melbourne

interstate. Crowd restrictions were in place for

cricket community.

Renegades BBL Head Coach in February

those matches that were able to be played in

following another difficult season which saw the

Melbourne as a result of the COVID-19 pandemic.

In closing, I’d like to thank our Chair, Dr David

club finish at the foot of the table. David Saker

The impact of COVID-19 on the BBL season

Maddocks together with all our Directors who

was appointed Head Coach in June and will be

resulted in lower revenue across sponsorship,

have provided support and counsel during my

looking to turn the side’s fortunes around. I thank

ticket sales and membership for both BBL teams.

short-time acting in the role.

Michael for his service to the club and Aaron

There were several other financial impacts

Finch for his ongoing leadership.

throughout the year that had a marked impact

To our management and staff, this has been a

on the results. These included a 12.5% reduction

year almost beyond words. I thank you sincerely

Having witnessed the travelling WBBL and BBL

in funding from Cricket Australia, an increase

for your ongoing commitment to ensuring Cricket

hub environment first-hand, I would like to

in the valuation of the investment properties,

Victoria is the very best it can be and for the

express my sincere thanks to all our staff and

strong growth in the managed funds portfolio and

inspiration the game brings to so many.

players involved in the many quarantine facilities

Cricket Victoria was able to access a number of

over the course of the season.

Government stimulus assistance packages.

COMMUNITY CRICKET

It was also pleasing to note that Cricket Victoria

NICK CUMMINS

In a heavily truncated season, Cricket Victoria

was able to return funds back to Victorian Cricket

CEO, CRICKET VICTORIA

still managed to deliver strong participation

through a variety of grants and initiatives in the

outcomes, particularly in cricket for women and

latter half of the year.

we wish Ella well for the future. In KFC BBL, the Melbourne Stars delivered disappointing results on-field and I know the

ANNUAL REPORT 2020—21

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VA L E DEAN JONES AM 24 MARCH 1961 - 24 SEPTEMBER 2020

CRICKET VICTORIA

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ANNUAL REPORT 2020—21

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VICTORIAN S TAT E T E A M S 2020-21 SEASON

The Victorian Men’s and Women’s teams

Chasing Victoria’s first WNCL title since the

Villani etched her name in the record books

undertook a domestic campaign unlike anything

2004-05 season, an understrength Victorian side

when she became the first player to score three

the squads and support staff have previously

were well beaten by Queensland at the CitiPower

centuries during the Women’s National Cricket

experienced.

Centre.

League season. Villani won the Sharon Tredrea

Both the Marsh One-Day Cup and WNCL

Elyse Villani was in world-class form throughout

WNCL. She ended the campaign with 611 runs at

competitions were postponed until the first half

the season, scoring three centuries and falling

an average of 87.

of 2021 due to the onset of the second wave of

just short of the all-time runs record in a single

COVID-19.

WNCL season. Villani was duly named Cricket

Peter Handscomb’s impressive Marsh One-Day

Australia’s WNCL Player of the Year.

Cup campaign saw him finish the tournament

Award as the standout Victorian player during the

as the leading run scorer and he was awarded

In August, Cricket Victoria appointed former Test opening batsman Chris Rogers as the new

Four players debuted for Victoria during the

the Dean Jones Medal. Handscomb scored 299

Head Coach of the Victorian men’s team. Rogers

WNCL season and we congratulate Bhavi

runs in four innings including knocks of 131

replaced interim Head Coach Lachlan Stevens

Devchand, Sophie Day, Kim Garth and Ella

against South Australia and 95 against Tasmania.

who had led the team following the departure of

Hayward on earning their caps.

Debutants Wil Parker and Ella Hayward won the Commonwealth Bank Future Star awards.

Andrew McDonald to the national coaching panel. The Victorian men began an abridged One-Day The pandemic saw Victoria’s mens team travel

Cup competition in February and recorded two

and quarantine in Adelaide to begin a reduced

wins and three losses as the side offered new

schedule of Marsh Sheffield Shield matches.

opportunities to emerging players.

The Sheffield Shield side fought out three

In total, six players made their List A debuts:

high-scoring draws to start the season before

Zak Evans, Todd Murphy, James Seymour, Brody

delivering a solid victory over New South Wales at

Couch, Sam Elliott and Wil Parker.

the SCG where Nic Maddinson took Player of the Match honours before the BBL break.

The Sheffield Shield season resumed in February and the men’s team recorded four draws, one

The WNCL campaign began in February and the

win and one loss as the side finished in fifth place

Victorian women went on to deliver their most

on table. Cricket Australia awarded the Benaud

impressive performance in recent years, winning

Spirit of Cricket Award to the men’s team.

seven of nine matches and finishing the regular season on top of the table.

Zak Evans, Mitchell Perry, Simon Mackin, Todd Murphy and James Seymour all made their First Class debuts during the course of the season.

VIEW & DOWNLOAD PDFS

Marcus Harris and Elyse Villani took out the top Victorian Cricket Awards for the 2020-21 season.

VICTORIAN CRICKET TEAM MALE BATTING AVERAGES

Harris scored 695 runs at an average of 63, including two centuries. During the season Harris

VICTORIAN CRICKET TEAM MALE BOWLING AVERAGES

and Will Pucovski set a new record for the highest partnership in Marsh Sheffield Shield history. The pair put on 486 runs for the first wicket against South Australia with Harris making 238

VICTORIAN CRICKET TEAM

and Pucovski unbeaten on 255.

FEMALE BATTING AVERAGES

VICTORIAN CRICKET TEAM FEMALE BOWLING AVERAGES

CRICKET VICTORIA

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ANNUAL REPORT 2020—21

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MELBOURNE RENEGADES REVIEW The Melbourne Renegades entered the Rebel

The club also confirmed the return of Australian

WBBL and KFC BBL seasons looking to improve

fast bowler James Pattinson who penned a three-

on the previous year but again found inconsistent

year contract with the club after moving from the

performances on the field.

Brisbane Heat.

The WBBL squad travelled to Sydney to join the

Spinner Peter Hatzoglou also signed with the

competition’s quarantine hub for the duration of

club as a temporary replacement for Marcus

the tournament.

Harris who was away with the Australia A side. Hatzoglou would go on to become a cult-figure

New Zealand international Amy Sattherthwaite

among Renegades fans, taking 17 wickets for the

captained the side again, replacing Jess Duffin

season.

who missed the season following the birth of her first child. Lachlan Stevens also returned as Head

In what was an exceptionally challenging season,

Coach, replacing Tim Coyle.

the Renegades finished at the foot of the table with only four wins from 14 games.

The Renegades signed South African Lizelle Lee and New Zealand bowler Lea Tahuhu joined

In February, BBL Head Coach Michael Klinger

Satterthwaite in returning.

resigned and in June the club appointed David Saker as the new BBL Head Coach. Saker returns

Rain had a significant impact on the start of the

to the club after one previous season as Head

club’s WBBL campaign with the first two matches

Coach.

abandoned and the third and fourth matches impacted by weather.

In May the club confirmed the appointment of James Rosengarten as General Manager and

The Melbourne derby was one of the matches

Sophie Molineux as the new WBBL captain.

of the season with the Renegades prevailing

Off the field, the Renegades continued to drive

against the Stars in a super over after a high-

new investment in the club, signing a range of

scoring affair saw both teams tied with 165 runs.

new partners.

Courtney Webb, who enjoyed a great season with the bat, scored 54 runs from 33 deliveries to force

The most significant announcement was securing

the super over.

a three-year Principal Partnership with non-bank lender Liberty which will see Liberty’s branding

Wins over the Sydney Sixers and Adelaide

appear on the front of both the BBL and WBBL

Strikers were highlights to close a season that

jerseys.

saw the Renegades finish seventh on the table with four wins and eight losses.

In other commercial outcomes, Simonds Homes signed on as WBBL Major Partner and hardware

In May, Lachlan Stevens resigned from Cricket

retailer Mitre 10 signed on in the BBL Major

Victoria and the Melbourne Renegades. The club

Partner category.

appointed Simon Helmot as the new WBBL Head Coach for the next two seasons. It was a return

The Melbourne Renegades would like to thank

to familiar surroundings for Helmot who coached

Liberty (Principal Partner WBBL and BBL),

the BBL side in the early years of the competition.

Simonds Homes (WBBL Major Partner), Mitre 10 (BBL Major Partner), Trikon (Platinum Partner),

For the BBL side, the competition was also played

Visit Victoria (Official Partner), City of Greater

with players and officials joining a travelling

Geelong (Official Partner), Suzuki (Official

quarantine hub environment.

Vehicle Partner), Victorian Responsible Gambling Foundation (Official Partner), Turkey Flat (Official

In international news, the Renegades re-signed

Wine Partner) and The Cullen (Official Hotel

Afghanistan all-rounder Mohammed Nabi for

Partner).

another season and confirmed the signings of his compatriot Noor Ahmad, Pakistan’s Imad Wasim and South Africa’s Rilee Rossouw.

CRICKET VICTORIA

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OFF THE FIELD, THE RENEGADES CONTINUED TO DRIVE NEW INVESTMENT IN THE CLUB.

ANNUAL REPORT 2020—21

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MELBOURNE S TA R S REVIEW The Melbourne Stars contended with a range of

as well as Afghanistan international Zahir Khan

The club also signed a three-year agreement with

significant challenges driven by the COVID-19

ahead of the campaign. Dilber Hussain and Haris

MG Motor as principal partner of the club’s WBBL

pandemic and still delivered a best-ever WBBL

Rauf also returned from the Qalandars.

side and major partner of the BBL squad.

result together with new investment from major corporate partners. Under the direction of new WBBL Head Coach

The club also signed new agreements with The club also signed England batsman Jonny

cooking and appliance manufacturer Belling as

Bairstow and South African David Miller, but both

major partner of the WBBL squad and industrial

had to withdraw prior to the start of the season.

asset management leader Ritchie Bros. signed on in the club’s Premier Partner category.

Trent Woodhill, the Stars signed England international pair Katherine Brunt and Natalie

Earlier in the reporting year, the club farewelled

Sciver and together with returning captain Meg

Peter Handscomb who elected to move to Hobart.

The Melbourne Stars would like to recognise

Lanning, embarked on the Rebel WBBL campaign

The club would like to record its thanks to Peter

the support of our incredible sponsors; Aussie

in Sydney.

who had been part of the Melbourne Stars since

Broadband (BBL Principal Partner), MG Motor

the competition’s inception and sits fourth all-

(WBBL Principal Partner and BBL Major Partner),

time in the most appearances for the club.

Yale (Premier Partner), Ritchie Bros. (Platinum

All players and officials were based in a

Partner), Belling (WBBL Major Partner),

quarantine hub in Sydney for the duration of The BBL season began strongly with consecutive

Dimplex (Official Coaches Co-Partner), Victorian

wins but the Stars found it difficult to connect

Responsible Gambling Founation (Official

The WBBL side dominated the regular rounds

results and finished the competition with five

Partner), Art Series Hotels (Official Partner), City

of competition with comprehensive victories

wins in seventh place on the table.

of Casey (Official Partner), Turkey Flat Vineyards

the tournament.

(Official Partner) and Kookaburra (Official

led by Lanning, Sciver, Brunt, Elyse Villani and South African Mignon du Preez. The season also

Due to the nature of the COVID-19 pandemic, the

saw great performances from emerging talents

club’s ability to deliver its normal schedule of

including Australian representative Annabel

community engagement was impacted.

Equipment Partner).

Sutherland and Sophie Day who joined the squad for the first time.

To continue growing the club’s connection with its members and fans virtually, the club delivered

The strong run of form saw the Stars qualify for

a new digital content program called ‘Stars TV’

their first-ever Rebel WBBL Final.

– a fun family-focussed short form online show designed to take fans behind the scenes.

While the side was well beaten by the Sydney Thunder in the final, the overall progress for the

The show was extremely successful and through

team was clear to see.

the League’s relationship with Foxtel, Stars TV was able to be simulcast to thousands of viewers

In May, Trent Woodhill announced his resignation

on the Kayo Sports platform.

due to a range of global cricket commitments and Jarrad Loughman was appointed to the Head

Off-field, the Stars delivered a suite of new

Coach role.

commercial partners.

At an operations level, the club appointed Blair

Aussie Broadband signed on as the club’s new

Crouch as Interim General Manager.

Principal Partner - an award-winning Australian company with more than 300,000 residential,

The KFC BBL competition was also conducted in a

business and enterprise customers. The

travelling quarantine hub environment.

agreement was Aussie Broadband’s first in major professional sport.

The Stars completed the signing of West Indian batsmen Nicholas Pooran and Andre Fletcher

CRICKET VICTORIA

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THE STRONG RUN OF FORM SAW THE STARS QUALIFY FOR THEIR FIRST-EVER REBEL WBBL FINAL.

ANNUAL REPORT 2020—21

— 15

PREMIER CRICKET REVIEW

The 2020/21 Victorian Premier Cricket season

Maribyrnong Park and Ringwood for the

player and Dandenong batter Kelly Applebee,

was a season like no other. Once the dust had

Women’s award.

Camberwell Magpies batsman Simon Hill,

settled and some form of stability was restored

Prahran all-rounder Stephen Seymour, Essendon

into our daily lives, the decision was made to

The Men’s Lower XI titles were won by

and Victorian batsman Aaron Ayre, Essendon

commence the season on Sunday 22 November

Footscray (Seconds), Richmond (Thirds)

and Melbourne University quick Steven Reid,

for the Women’s grades and Saturday 28

and Melbourne (Fourths).

St Kilda, Footscray, Australian and Victorian

November for the Men’s grades.

leg-spinner James Muirhead, Northcote allIn the Women’s Premier Firsts One Day

rounder and 2015/16 Ryder Medalist Steve Taylor,

Seventeen One Day games were the order of

competition, the Grand Final at the CitiPower

Dandenong & Prahran 200-gamer Adam Bull,

proceedings for the Men’s First & Second XIs

Centre saw Dandenong take on Box Hill. Rain on

North Melbourne and Essendon quick Matt Doric,

and 14 One Day games for the Women’s First &

the fixtured day saw the Reserve Day enacted

300+ game umpire Paul Baleisa and long-serving

Second XIs, with play on Australia Day the first

without a ball bowled but the play that then

Ringwood Admin Manager John Cassidy.

for some time for the Men’s First & Second XIs

ensued made sure it was a game to remember,

outside traditional Saturday play.

with Dandenong winning their first title since 2012/13 with an 8-run victory, especially noting

The Men’s First XI Grand Final at the CitiPower

Box Hill was 3/138 chasing 183 for victory before

Centre saw Prahran appear for the first time

Emma Gallagher (2/32) and Betty Wilson Medalist

since the 1983/84 season in the decider after

Kim Garth (52 & 4/34) turned the game around for

defeating Melbourne University and Fitzroy

the Panthers.

Doncaster. Their opponent was Dandenong, who had come from seventh place and upset second

The Una Paisley Medal saw the medal return to

placed Melbourne and fifth placed Geelong on

the Albert Ground, with ex-Plenty Valley recruit

their way to the Final. The game saw plenty of top

Rhiann O’Donnell coming from behind in the final

cricket played, with Prahran holding their nerve

rounds to finish on 33 votes and secure a two-

to come away with a 24-run victory and break

vote win over Box Hill’s Zoe Griffiths, with EMP

their premiership drought off the back of 107

& Victorian representative Elyse Villani in third

from John Scholes Medalist Damon Egan and 73*

place with 20 votes from just four matches!

from skipper Jake Hancock. In the Women’s Premier Seconds One Day Unfortunately, as a result of COVID-19, there was

competition, Melbourne defeated Ringwood at

no Vic SUPER SLAM tournament competed for in

Beaumaris Secondary College – North Oval via

season 2020/21.

DLS, with the hosts in control of the game at 3/84 chasing 117 when time was called.

Melbourne were this season’s Men’s Club Champions, taking out their first title in this

A Women’s Premier Thirds competition was

award since 2012/13 with all their teams making

played between all eight clubs in season

the Finals. The Demons made this the double with

2020/21. The Final saw Dandenong host Carlton-

the Women’s Club Championship title accounted

Brunswick at Greaves Reserve #4 and the visitors

for in a dominant season display.

came away with the maiden title in this grade in a dominant display with the ball whilst defending a

The Jack Ryder Medal saw a final round thriller,

score of 6/126.

with Richmond’s Scott Edwards becoming the first ever wicket-keeper to win the award by

As a result of COVID-19, the decision was made

finishing on 37 votes, winning by two votes ahead

that no T20 games were to be played in the

of Carlton captain-coach Evan Gulbis, with

Women’s competition this season, with just One

Prahran batsman Damon Egan in third position a

Day games played across the season.

single vote behind Gulbis. Notable retirees this season from Premier The Spirit of Cricket Awards were won for the

Cricket ranks included Victorian and Australian

2020/21 season by the Greenvale Kangaroos in

representative Cameron White (who represented

the Men’s, while a tie occurred between Essendon

Dandenong, Richmond and Melbourne), Victorian

CRICKET VICTORIA

— 16

Men’s Premier Team of the Year

Women’s Premier Team of the Year

Eamonn Vines (Geelong – Captain)

Makinley Blows (Essendon Maribyrnong Park)

James Seymour (Essendon)

Rhiann O’Donnell (Melbourne)

Thomas Rogers (Ringwood)

Bhavisha Devchand (Ringwood)

Damon Egan (Prahran)

Kim Garth (Dandenong)

Evan Gulbis (Carlton)

Tiana Atkinson (Dandenong)

Scott Edwards (Richmond – WK)

Natalie Schilov (Essendon Maribyrnong Park)

Fergus O’Neill (Melbourne)

Laura Shaw (Ringwood)

James Nanopoulos (Dandenong)

Teagan Parker (Melbourne – Captain & WK)

Matt Wilcox (Prahran)

Zoe Griffiths (Box Hill)

Henry Thornton (St Kilda)

Olivia Henry (Ringwood)

Eddy O’Sullivan (Carlton)

Anna O’Donnell (Melbourne)

Kyle Williamson (Melbourne)

Ellen Williams (Prahran)

VIEW & DOWNLOAD PDFS

ANNUAL REPORT 2020—21

MEN’S PREMIER CRICKET

WOMEN’S PREMIER CRICKET

BATTING AVERAGES

MEN’S PREMIER CRICKET

WOMEN’S PREMIER CRICKET

BOWLING AVERAGES

MEN’S PREMIER CRICKET

WOMEN’S PREMIER CRICKET

LADDERS

— 17

COMMUNIT Y CRICKET

Community cricket endured some of its most

In addition to the public health challenges,

INFRASTRUCTURE

significant challenges during the reporting year,

Cricket Victoria is aware of the financial impacts

It was another strong year for cricket

led by the impacts of COVID-19.

on families driven by COVID-19 impacts on

infrastructure development in Victoria.

employment and discretionary spending. The onset of Victoria’s second wave through

We are also conscious of some resistance to

This year saw the third rollout of the Australian

winter and into spring had a dramatic impact on

participating in organised team sports as Victoria

Cricket Infrastructure Fund (ACIF) which is a

the ability of Clubs and Associations to deliver

emerged from its second wave.

partnered fund with Cricket Victoria, Cricket Australia and the Australian Cricketers’

on their normal program of activity before Christmas. It also hindered Cricket Victoria’s

Community Cricket staff worked tirelessly to

Association investing in grassroots cricket

ability to deliver a range of in-person programs

deliver up to date information for the cricket

infrastructure across the State.

across the state.

community through our online COVID-19 hub and associated webinars. This service was well

We would like to thank our project partners and

Cricket Victoria’s national census results

utilised and we had excellent feedback from all

the wider cricket community for their drive and

delivered an overall drop in participation in the

stakeholders in preparation for the season.

assistance in bringing these facilities to fruition. Each venue will provide opportunities within their

order of 58% compared to the previous year. This figure was not unexpected given the scale of the

We extend our thanks to all Clubs and

broader region to grow participation, enhance

pandemic and the impact in Victoria in the second

Associations for their support and we thank

regional performance pathway development and

half of 2020.

Mark Keating (VMCU), Kelvin White (VCCL)

provide a regional home for community cricket

and Ken Hilton (VSDCA) for their support and

education, training and events.

Pleasingly, overall club participation dropped by

collaboration in a very difficult year. We value

just 8.9% which is testament to the exceptional

our relationship with these key affiliates and

Our work continues with regional Cricket and

work done throughout winter to keep clubs

will continue to work together to see our game

Community Centres being planned and delivered

engaged and allow them to prepare for a return

recover and grow.

in the following country regions: • Bendigo (Northern Rivers)

around Christmas. It is also testament to the appetite for a return to organised sport which

Despite the pandemic, significant work continued

• Frankston (South East Country)

existed in Victoria in the lead-up to the new year.

in Cricket Victoria’s implementation of Child

• Hamilton (Western Country)

The winter months of 2020 saw the winter

Safe Standards across clubs and associations.

• Mildura (Mallee Murray)

cricket season cancelled and Cricket Victoria

This is a critical regulatory outcome for our

• Wodonga (North East Country)

also forecasted a 75% drop in indoor cricket

game to ensure we ae fully compliant with all

participation during the period. The absence

outcomes arising from the Royal Commission into

Overall, $63 million in partnered investment

of winter cricket competitions removed

Institutional Responses to Child Sexual Abuse.

was made in Victorian community cricket infrastructure across the season.

approximately 4,000 senior participants. In the absence of face-to-face learning there Woolworths Cricket Blast and entry-level

was substantial increase in the utilisation of

programs were also directly affected by Victorian

technology and digital platforms to support

schools being closed to visitors and incursions

volunteers and coaches.

throughout Term 3 and Term 4. The National Cricket Inclusion Championships Traditionally, the majority of Woolworths Cricket

and Australian Country Cricket Championships

Blast registrations occur throughout spring in the

were both cancelled due to the pandemic.

lead up to summer. In April, Cricket Victoria was able to host a Given the inability to market to and deliver the

function to celebrate our Community Cricket

registration campaign, Cricket Victoria saw

Award winners and 50 Service Award recipients.

Woolworths Cricket Blast registration turnout

Cricket Victoria congratulates Nathan Fitzpatrick

in the order of 10% of normal numbers prior to

from Bendigo and District Cricket Association

Christmas. Pleasingly, the program did respond

who was named Volunteer of the Year.

positively in January and February, reaching 40% of forecasted registrations by the end of the season.

CRICKET VICTORIA

— 18

118,540 JUNIOR & SENIOR CLUB PARTICIPANTS

205,404 PARTICIPANTS ACROSS ALL FORMS OF CRICKET

$63 million PARTNERED INVESTMENT IN VICTORIAN COMMUNITY CRICKET INFRASTRUCTURE

3,000

LOCAL CLUB REPRESENTATIVES INVOLVED IN CRICKET VICTORIA’S COVID-19 WEBINARS

ANNUAL REPORT 2020—21

— 19

AU S T R A L I A N C R I C K E T IN FR ASTRUC TURE FUN D

$1.6m CRICKET INVESTMENT IN GRASSROOTS FACILITIES

$63

PARTNERED INVES COMMUNITY CRICK

TRAINING NET DEVELOPMENT AND UPGRADES

GROUND REDEVE

TOTAL NUMBER OF SUCCESSFUL APPLICANTS

CRICKET VICTORIA

— 20

million

STMENT IN VICTORIAN KET INFRASTRUCTURE

PAVILION AND INCLUSIVE CHANGE ROOM UPGRADES

D AND PITCH ELOPMENTS

LEARN MORE CRICKETVICTORIA.COM.AU/GRANTS

ANNUAL REPORT 2020—21

— 21

A SPORT FOR ALL AWA R D S R E C I P I E N T S COMMUNITY CRICKET AWARDS

COMMUNITY MATCH OFFICIAL OF THE YEAR: Santosh Bastakoti

YOUNG LEADER OF THE YEAR: Nathan Fitzpatrick (Bendigo and District Cricket Association)

INDOOR FACILITY OF THE YEAR: Nimble Hits Sports Stadium (Geelong)

JUNIOR CRICKET INITIATIVE OF THE YEAR: Wimmera Girls Cricket League

TECHNOLOGY AND MEDIA INITIATIVE OF THE YEAR: Burwood District Cricket Club

COMMUNITY CRICKET COACH OF THE YEAR: Rob Ward (Western Region Junior Cricket Association)

COMMUNITY PARTNERSHIP OF THE YEAR: Shah-e-Najaf Foundation & Hume Cricket Club

WOMEN AND GIRLS INITIATIVE OF THE YEAR: Hamilton & District Cricket Association and Western Waves Cricket Region

INCLUSION AND DIVERSITY INITIATIVE OF THE YEAR: Daniel Pritchard (Victorian Blind Cricket Association)

CRICKET IN SCHOOLS: St Mary MacKillop College (Swan Hill)

CRICKET VICTORIA

PREMIER CLUB OF THE YEAR: Ringwood Cricket Club

COMMUNITY CRICKET ASSOCIATION OF THE YEAR: Swan Hill District Cricket Association

COMMUNITY CRICKET CLUB OF THE YEAR: Mount Waverley Cricket Club

VOLUNTEER OF THE YEAR: Nathan Fitzpatrick (Bendigo and District Cricket Association)

— 22

ANNUAL REPORT 2020—21

— 23

VICTORIAN CRICKET & P R E M I E R AWA R D W I N N E R S 2020-21 VICTORIAN CRICKET AWARD WINNERS

2020-21 PREMIER CRICKET AWARDS WINNERS

BILL LAWRY MEDAL Marcus Harris

JACK RYDER MEDAL Scott Edwards (Richmond)

SHARON TREDREA AWARD Elyse Villani

UNA PAISLEY MEDAL Rhiann O’Donnell (Melbourne)

DEAN JONES MEDAL Peter Handscomb

AARON FINCH MEDAL (VIC SUPER SLAM PLAYER OF THE SEASON) NOT AWARDED DUE TO COVID-19

COMMONWEALTH BANK FUTURE STARS AWARDS Male: Wil Parker Female: Ella Hayward

MELBOURNE RENEGADES PLAYERS OF THE SEASON BBL: Sam Harper WBBL: Courtney Webb

MELBOURNE STARS PLAYERS OF THE SEASON BBL: Adam Zampa WBBL: Nat Sciver

MEN’S TEAM OF THE SEASON Eamonn Vines (Geelong – Captain) James Seymour (Essendon) Thomas Rogers (Ringwood) Damon Egan (Prahran) Evan Gulbis (Carlton) Scott Edwards (Richmond – WK) Fergus O’Neill (Melbourne) James Nanopoulos (Dandenong) Matt Wilcox (Prahran) Henry Thornton (St Kilda) Eddy O’Sullivan (Carlton) Kyle Williamson (Melbourne)

WOMEN’S TEAM OF THE SEASON Makinley Blows (Essendon Maribyrnong Park) Rhiann O’Donnell (Melbourne) Bhavisha Devchand (Ringwood) Kim Garth (Dandenong) Tiana Atkinson (Dandenong) Natalie Schilov (Essendon Maribyrnong Park) Laura Shaw (Ringwood) Teagan Parker (Melbourne – Captain & WK) Zoe Griffiths (Box Hill) Olivia Henry (Ringwood) Anna O’Donnell (Melbourne) Ellen Williams (Prahran)

CRICKET VICTORIA

— 24

MEN’S PLAYERS OF THE SEASON 2nd XI – Jack Wrigglesworth (Geelong) 3rd XI – Jordan Hesline (Richmond) & Jacob Hinds (Richmond) 4th XI – Oscar Gordon (Essendon)

SUE WOOLCOCK AWARD (WOMEN’S PREMIER SECOND XI ONE DAY PLAYER OF THE SEASON) Hasrat Gill (Melbourne)

WOMEN’S PREMIER THIRDS ONE DAY PLAYER OF THE SEASON Tegan French (Essendon Maribyrnong Park)

JUNE COLE AWARD (BEST FIRST YEAR WOMEN’S PREMIER FIRSTS PLAYER) Isabel White (Box Hill)

SPIRIT OF CRICKET AWARD Men’s – Greenvale Kangaroos Women’s – Essendon Maribyrnong Park & Ringwood

CLUB CHAMPIONSHIP Men’s – Melbourne Women’s – Melbourne

UMPIRE RECOGNITION AWARD Trevor Finlayson

WOMEN’S PREMIER FIRSTS T20 PLAYER OF THE SEASON NOT AWARDED DUE TO COVID-19

WOMEN’S PREMIER SECONDS T20 PLAYER OF THE SEASON NOT AWARDED DUE TO COVID-19

ANNUAL REPORT 2020—21

— 25

OUR PA RT N E R SWOULD LIKE TO THANK THE FOLLOWING PARTNERS FOR THEIR SUPPORT

GOVERNMENT PARTNERS

CRICKET VICTORIA

— 26

ANNUAL REPORT 2020—21

— 27

VICTORIAN CRICKET A S S O C I AT I O N ABN 28 004 128 812

FINANCIAL REPORT FOR THE YEAR ENDED 30 JUNE 2021 29

CORPORATE DIRECTORY

DIRECTORS’ REPORT

AUDITOR’S INDEPENDENCE DECLARATION

DIRECTORS’ DECLARATION

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS FINANCIAL STATEMENTS

CONSOLIDATED STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME

CONSOLIDATED STATEMENT OF FINANCIAL POSITION

CONSOLIDATED STATEMENT OF CHANGES IN EQUITY

CONSOLIDATED STATEMENT OF CASH FLOWS

NOTES TO THE FINANCIAL STATEMENTS

CRICKET VICTORIA

— 28

C O R P O R AT E D I R E C T O RY

DIRECTORS David Maddocks Theresa Best Peter Williams Lydia Dowse Phillip Hyde Jane Nathan Penelope Cleghorn (appointed 31 August 2020)

Ross Hepburn (appointed 31 August 2020)

Paul Jackson (ceased 31 August 2020)

Paul Barker (ceased 7 September 2020)

Claudia Fatone (ceased 31 August 2020)

CHIEF EXECUTIVE OFFICER Andrew Ingleton (resigned 30/04/2021)

Nicholas Cummins (Interim CEO)

PRINCIPAL REGISTERED OFFICE CitiPower Centre Lakeside Drive St Kilda VIC 3182 EXTERNAL AUDITOR PricewaterhouseCoopers 2 Riverside Quay Southbank VIC 3006 INTERNAL AUDITOR BDO Tower Four Level 18 727 Collins Street Melbourne 3008

BANKERS Commonwealth Bank 7-9 The Mall Lower Templestowe VIC 3107 INVESTMENT ADVISORS JB Were Level 42, Governor Phillip Tower 1 Farrer Place Sydney NSW 2000 WEBSITE cricketvictoria.com.au

LEGAL ADVISORS Lander & Rogers 12/600 Bourke Street Melbourne VIC 3000

(appointed 03/05/2021)

SECRETARY Michael Bullock

ANNUAL REPORT 2020—21

— 29

DIRECTORS’ REPORT The directors of the Victorian Cricket Association and controlled entities (“the Group”) submit herewith the general purpose reduced disclosure financial report of the Group for the financial year ended 30 June 2021. In order to comply with the provisions of the Corporations Act 2001, the directors report as follows:

DIRECTORS The names and particulars of the directors of the company during or since the end of the financial year are:

Name

Occupation

Board Tenure

David Maddocks

Lawyer

7 years

Peter Williams

Non Executive Director

4 years

Special Responsibilities Chair Cricket Victoria Board, Audit & Risk Committee, Director Melbourne Stars, Director Melbourne Renegades Chair Finance & Investment Committee, Audit & Risk Committee, Community Cricket Committee, Director of Melbourne Renegades, Director of Melbourne Stars Chair Marketing & Communications Committee, Chair Community

Theresa Best

Marketing Director

3 years

Cricket Committee (ceased 21/09/20), Director of Melbourne Stars, Director of Melbourne Renegades Chair Audit & Risk Committee, Chair High Performance Committee,

Phillip Hyde

Senior Executive

3 years

Finance & Investment Committee, Marketing & Communications Committee, Director of Melbourne Stars, Director of Melbourne Renegades

Lydia Dowse

Head of Integrity & Risk

2 years

Jane Nathan

Director

2 years

Deputy Principal

1 year

Former Senior Executive

1 year

Non Executive Director

5 years

Bank Executive

13 years

Executive Officer

9 years

Penelope Cleghorn (appointed 31/08/2020) Ross Hepburn (appointed 31/08/2020) Paul Barker (ceased 07/09/2020) Paul Jackson (ceased 31/08/2020) Claudia Fatone (ceased 31/08/2020)

CRICKET VICTORIA

Audit & Risk Committee, High Performance Committee Community Cricket Committee, Finance & Investment Committee, Marketing & Communications Committee High Performance Committee, Community Cricket Committee Chair Community Cricket Committee (commenced 16/12/20), Marketing & Communications Committee Chair Cricket Victoria Board, Chair People & Culture Committee, Director of Melbourne Renegades, Director of Melbourne Stars Chair High Performance Committee, Finance & Investment Committee, Director of Melbourne Renegades, Director of Melbourne Stars Finance & Investment Committee, High Performance Committee, Director of Melbourne Renegades, Director of Melbourne Stars

— 30

PRINCIPAL ACTIVITIES

Activities during the financial year returned

SIGNIFICANT CHANGES IN THE STATE OF

The principal activities of the Group (Cricket

a surplus for the Group of $4,866,065 (2020

AFFAIRS

Victoria and controlled entities) during the

surplus $1,880,740). Activities during the

In the opinion of the Directors, other than as

financial year were the ongoing promotion,

financial year returned a profit for the company of

set out in this report, there were no significant

management and control of cricket in the State

$6,058,644 (2020 deficit $706,131).

changes in the state of affairs of the Group that occurred during the financial year under review.

of Victoria. Cricket Victoria delivers a range of activities including community cricket programs,

After adjusting for restructuring expenses of

coaching, talent identification and development,

$347,494 relating to the management changes

EVENTS SINCE THE END OF THE FINANCIAL

staging of State and Big Bash matches, and

within the Group, one off government COVID-19

YEAR

provides valuable resources for the ongoing

assistance funding and the revaluation of

The directors are aware that funding from Cricket

growth and promotion of the game of cricket

investment properties, the underlying surplus for

Australia may not return to 100% in FY22. There

throughout Victoria.

the Group was $1,710,559 and for the company

remains a risk that revenues for the 2021/22

The objective of the Group is to be Australia’s

$2,903,138.

season may be impacted by the ongoing COVID-19 pandemic and as such may impact the financial

leading cricket state, supporting and growing

performance of Cricket Victoria.

grassroots cricket throughout Victoria, delivering

Net cash from operating activities was

the finest cricket performance program for elite

$4,519,888. The Group balance sheet continues to

men’s and women’s cricket and growing our fan

remain in a strong position despite the challenges

ENVIRONMENTAL REGULATION

base through the Big Bash.

encountered throughout 2021.

The Group’s operations are not regulated by any significant environmental regulation under a law

There were no significant changes in the nature of the Group’s activities during the year.

CORONAVIRUS (COVID-19) IMPACT

of the Commonwealth or of a State or Territory.

COVID-19 was declared by the World Health STATUTORY INFORMATION

Organisation as a global pandemic in March 2020.

DIVIDENDS

The Group’s consolidated financial statements

COVID-19 has continued to have a significant

In respect of the financial year ended 30 June

and accompanying notes have been presented for

impact on global economies throughout FY21.

2021, no dividends were declared or paid (2020:

the financial year ended 30 June 2021 and appear

The Group has considered the ongoing impact of

$Nil). The company is a public company limited

on pages 38 to 53.

COVID-19 and other market volatility in preparing

by guarantee, is a not for profit and is therefore

these financial statements.

precluded from paying dividends.

The Group’s revenue and other income was

The impact of COVID-19 continued to be felt

BOARD STRUCTURE

$43,117,513, representing a decrease of

through FY21. BBL and WBBL matches were

The directors of the Victorian Cricket Association

$5,761,672 versus the prior year. The movement

played in hubs, often with reduced crowds and

consist of six elected directors and three

in revenue can be attributed to lower funding

the number of games of state cricket were

appointed directors. The term of the elected

received from Cricket Australia, lower

reduced. Government restrictions that were

directors is up to three years with two elected

sponsorship revenue and lower BBL ticketing

imposed in response to COVID-19 including stay

directors elected at each Annual General

revenue associated with the impacts of COVID-19.

at home orders, lockdowns, and restrictions on

Meeting. The term of each elected director will

This decrease was partially offset by government

gatherings and crowds combined with ongoing

expire at the conclusion of the third Annual

funding assistance received in relation to

management actions throughout FY21 including

General Meeting following their election. Elected

COVID-19, an increase in unrealised revenue

a variety of austerity measures contributed to

directors are eligible for re-election following

associated with the revaluation of the investment

the preservation of cash. The company was also

expiry of their term. No elected director who has

properties held by Cricket Victoria, and a strong

able to access Government stimulus assistance

served for a total of 3 consecutive terms shall

performance of the Cricket Victoria portfolio of

packages. These measures contributed to the

be eligible for re-election (except in extenuating

managed funds.

overall improved cash position of the Group.

circumstances) until the third Annual General

The disruption to the BBL season due to

The Group’s closing cash position increased by

the COVID-19 pandemic resulted in several

$4,245,278 compared to the prior year and at

Melbourne Stars and Melbourne Renegades

30 June, the Group finished the year with a cash

The elected directors may appoint a maximum

matches being moved to interstate venues and

balance of $7,515,658.

of three appointed directors for a term of up to

FINANCIAL HEADLINES

Meeting following the date of conclusion as a director.

three years. Appointed directors are eligible for

when matches were played in Melbourne, crowds were capped due to government restrictions.

Management remain committed to the changes

further appointment following expiry of their

A national approach between the eight BBL

undertaken within 2021 which have provided

term. No appointed director who has served for a

teams and Cricket Australia was implemented

stability and greater certainty for the Group to

total of 3 consecutive terms shall be eligible for

for BBL10 whereby the net match returns for the

meet the challenges that may arise from the

re-election for at least 3 years following the date

entire BBL season including finals was shared

impacts of COVID-19 moving forward.

of conclusion as a director.

equally amongst the BBL teams and the impact is disclosed in the financial statements accordingly.

ANNUAL REPORT 2020—21

— 31

MEETINGS OF DIRECTORS The following table sets out the number of directors’ meetings held during the financial year and the number of meetings attended by each director (while they were a director).

Director

Board Meetings

Audit & Risk

Finance & Investment

High Performance

Community Cricket

Marketing & Communications

Held

Attended

Held

Attended

Held

Attended

Held

Attended

Held

Attended

Held

Attended

David Maddocks

Theresa Best

Peter Williams

Lydia Dowse

Phillip Hyde

Jane Nathan

Ross Hepburn

Penelope Cleghorn

Paul Barker

Claudia Fatone

Paul Jackson

COMMITTEES

v) Marketing & Communications Committee -

INSURANCE OF OFFICERS AND INDEMNITIES

Five key standing committees have been

oversees marketing, brand and communication

Clause 31 of the Constitution provides that the

established to assist the Board in fulfilling its

objectives, strategies, plans and goals.

company will to the extent permitted by law, indemnify officers of Group companies in respect

responsibilities: RECOGNISING AND MANAGING RISK

of any liability incurred by the officer in or arising

i) Audit & Risk Committee - oversees financial

The Board is responsible for ensuring the

out of the proper performance of any duty of the

reporting, risk management and internal

adequacy of the Victorian Cricket Association’s

business of the Association or of such wholly

controls, internal and external audit, insurance,

risk management and is assisted in doing this

owned subsidiaries.

WHS and IT governance.

by the Audit and Risk Committee. This includes ensuring the establishment, implementation and

The Directors, CEO and Company Secretary of the

ii) Finance & Investment Committee - oversees

annual review of the Victorian Cricket Association

Victorian Cricket Association are provided with a

investment strategy, strategic planning, capital

risk management systems, ensuring that they

Deed of Indemnity, Access & Insurance with the

expenditure, annual budgets and monthly

are designed to protect the Company’s reputation

company. No benefit has been received under

financial performance.

and manage key business, strategic and financial

an indemnity from the company during the year

risks.

ended 30 June 2021 or to the date of this report.

national and state high-performance pathway for

The Audit and Risk Committee reviews the

The company has paid an insurance premium

both male and female, from entry level to elite

risk management framework on a regular

in respect of an insurance contract that covers

competition incorporating Premier Cricket.

basis and satisfies itself that management has

directors and officers of the Group of Companies

appropriate systems in place for managing risk

against any liability arising in or out of the

iv) Community Cricket Committee - to support

and maintaining internal controls. The CEO

conduct of the business of the Group and the

the development (and monitoring) of the Cricket

and senior management team are responsible

proper performance of any duty of that director

Victoria participation and community cricket

for identifying, evaluating and monitoring

or officer. Due to the confidential undertakings

strategy.

risk in accordance with the risk management

of the policy, no further details in respect of the

framework.

premium or policy can be disclosed.

iii) High Performance Committee - oversees the

CRICKET VICTORIA

— 32

PROCEEDINGS ON BEHALF OF THE COMPANY No person has applied to the Court under section 237 of the Corporations Act 2001 for leave to bring proceedings on behalf of the company, or to intervene in any proceedings to which the company is a party, for the purpose of taking responsibility on behalf of the company for all or part of those proceedings. AUDITOR’S INDEPENDENCE DECLARATION A copy of the auditor’s independence declaration as required under section 307C of the

Corporations Act 2001 is set out on page 34. MEMBERS GUARANTEE The company is a public company limited by guarantee. If the company is wound up, the Constitution states that each voting member is required to contribute an amount not exceeding $100 towards Cricket Victoria’s property while they are a member or within one year after their membership ceases. At 30 June 2021 the members held 25 votes with each Men’s Premier Club (one vote), VMCU and VCCL (one vote each), VSDCA (two votes) and the Women’s Premier Clubs (through the WPP) collectively (three votes). (2020: 25 votes). ROUNDING OF AMOUNTS The company is of a kind referred to in ASIC Legislative Instrument 2016/191, relating to the ‘rounding off’ of amounts in the directors’ report. Amounts in the directors’ report have been rounded off in accordance with the instrument to the nearest thousand dollars, or in certain cases, to the nearest dollar. This report is made in accordance with a resolution of directors.

DAVID MADDOCKS

PHILLIP HYDE

DIRECTOR, MELBOURNE

28/07/2021

ANNUAL REPORT 2020—21

— 33

Auditor’s Independence Declaration As lead auditor for the audit of Victorian Cricket Association for the year ended 30 June 2021, I declare that to the best of my knowledge and belief, there have been: (a) no contraventions of the auditor independence requirements of the Corporations Act 2001 in relation to the audit; and (b) no contraventions of any applicable code of professional conduct in relation to the audit. This declaration is in respect of Victorian Cricket Association and the entities it controlled during the period.

Andrew Cronin Partner PricewaterhouseCoopers

Melbourne 28 July 2021

Victorian Cricket Association 30 June 2021

PricewaterhouseCoopers, ABN 52 780 433 757 2 Riverside Quay, SOUTHBANK VIC 3006, GPO Box 1331, MELBOURNE VIC 3001 T: 61 3 8603 1000, F: 61 3 8603 1999, www.pwc.com.au Liability limited by a scheme approved under Professional Standards Legislation.

CRICKET VICTORIA

— 34

DIRECTORS’ D E C L A R AT I O N As stated in note 1(b) of the consolidated financial statements, the Group is not a reporting entity because in the opinion of the directors there are unlikely to exist users of the financial report who are unable to command the preparation of reports tailored so as to satisfy specifically all of their information needs. Accordingly, this ‘general purpose reduced disclosure financial report’ has been prepared to satisfy the directors’ reporting requirements under the Corporations Act 2001. The directors declare that: (a) the financial statements and notes set out on pages 38 to 53 are in accordance with the Corporations Act 2001, including: (i) complying with Accounting Standards, the Corporations

Regulations 2001 and other mandatory professional reporting requirements, and (ii) giving a true and fair view of the consolidated entity’s financial position as at 30 June 2021 and of its performance for the financial year ended on that date, and (b) there are reasonable grounds to believe that the company will be able to pay its debts as and when they become due and payable, and (c) The directors have been given the declarations by the Interim Chief Executive Officer and Chief Operating Officer in line with section 295A of the Corporations Act. This declaration is made in accordance with a resolution of directors.

DAVID MADDOCKS

PHILLIP HYDE

DIRECTOR, MELBOURNE

28/07/2021

ANNUAL REPORT 2020—21

— 35

Independent auditor’s report To the members of Victorian Cricket Association

Our opinion In our opinion: The accompanying financial report of Victorian Cricket Association (the Company) and its controlled entities (together the Group) is in accordance with the Corporations Act 2001, including: (a) giving a true and fair view of the Group's financial position as at 30 June 2021 and of its financial performance for the year then ended (b) complying with Australian Accounting Standards - Reduced Disclosure Requirements and the Corporations Regulations 2001. What we have audited The Group financial report comprises: ● ● ● ● ● ●

the consolidated statement of financial position as at 30 June 2021 the consolidated statement of changes in equity for the year then ended the consolidated statement of cash flows for the year then ended the consolidated statement of profit or loss and other comprehensive income for the year then ended the notes to the consolidated financial statements, which include significant accounting policies and other explanatory information the directors’ declaration.

Basis for opinion We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial report section of our report. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Independence We are independent of the Group in accordance with the auditor independence requirements of the Corporations Act 2001 and the ethical requirements of the Accounting Professional & Ethical Standards Board’s 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.

Other information The directors are responsible for the other information. The other information comprises the information included in the annual financial report for the year ended 30 June 2021, but does not include the financial report and our auditor’s report thereon. Our opinion on the financial report does not cover the other information and accordingly we do not express any form of assurance conclusion thereon.

CRICKET VICTORIA

Victorian Cricket Association 30 June 2021

— 36

In connection with our audit of the financial report, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial report or our knowledge obtained in the audit, or otherwise appears to be materially misstated. If, based on the work we have performed on the other information that we obtained prior to the date of this auditor’s report, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Responsibilities of the directors for the financial report The directors of the Company are responsible for the preparation of the financial report that gives a true and fair view in accordance with Australian Accounting Standards - Reduced Disclosure Requirements and the Corporations Act 2001 and for such internal control as the directors determine is necessary to enable the preparation of the 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, the directors are responsible for assessing the ability of the Group to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the directors either intend to liquidate the Group or to cease operations, or have no realistic alternative but to do so.

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 the financial report. A further description of our responsibilities for the audit of the financial report is located at the Auditing and Assurance Standards Board website at: http://www.auasb.gov.au/auditors_responsibilities/ar3.pdf. This description forms part of our auditor's report.

PricewaterhouseCoopers

Andrew Cronin Partner

Melbourne 28 July 2021

Victorian Cricket Association 30 June 2021 ANNUAL REPORT 2020—21

— 37

C O N S O L I DAT E D S TAT E M E N T O F P RO F I T O R L O S S AND OTHER COMPREHENSIVE INCOME FOR THE YEAR ENDED 30 JUNE 2021

Notes

2021

2020

38,093,459

48,558,246

3,995

22,196

Gain/(loss) attributable to movements in fair value

3,935,369

298,743

Gain/(loss) attributable to Australian Cricket match cost sharing model*

1,084,690

(20,964,748)

(24,126,356)

Restructuring expenses*

(347,494)

(769,488)

Consultants expenses

(260,235)

(402,373)

Depreciation and amortisation expenses

(1,466,158)

(1,759,430)

Cricket match expenses*

(4,604,886)

(6,807,055)

Travel, catering and corporate hospitality expenses

(1,952,779)

(3,065,709)

(369,073)

(651,639)

(1,151,288)

(1,683,342)

Awards, promotion and advertising expenses

(719,365)

(1,414,152)

Motor vehicle expenses

(365,660)

(545,450)

(2,223,914)

(3,083,892)

8,691,913

4,570,299

(3,825,848)

(2,689,559)

4,866,065

1,880,740

4,866,065

1,880,740

Revenue from contracts with customers

Interest income

Employee benefits expenses

IT and communication expenses Repairs, hire and equipment expenses

Other expenses Profit before tax and grants to associated bodies Income tax expense Grants to associated bodies Profit for the period Other Comprehensive Income Total comprehensive income for the period

1(d)

*Restructuring expenses incurred as a result of management changes within the Group in FY21 and the organisational redesign in FY20. *Gain attributable to Australian Cricket match cost sharing model represents the recovery of funds as part of the national agreement amongst the eight BBL teams and Cricket Australia to share equally the net match returns of BBL10. This recovery of funds should be read in conjunction with associated cricket match expenses.

The above consolidated statement of profit or loss and other comprehensive income should be read in conjunction with the accompanying notes.

CRICKET VICTORIA

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C O N S O L I DAT E D S TAT E M E N T OF FINANCIAL POSITION AS AT 30 JUNE 2021

2021

2020

7,515,658

3,270,380

Notes Current assets Cash and cash equivalents

Trade and other receivables

561,543

605,549

Other financial assets

21,043,108

18,645,897

Other current assets

4,605

Total current assets

29,124,914

22,521,826

Non-current assets Cricket association loans

12,500

Property, plant and equipment

42,053,746

43,281,627

Right-of-use assets

3,247,658

3,388,657

Investment properties

12,050,000

10,625,000

190,502

36,244

Other assets Total non-current assets

57,554,406

57,331,528

Total assets

86,679,320

79,853,354

Current liabilities Trade and other payables

2,735,141

1,653,084

Lease liabilities

75,280

109,505

Provisions

1,068,667

1,666,829

Other current liabilities

2,241,823

699,253

6,120,911

4,128,671

Total current liabilities

Non-current liabilities Lease liabilities

3,286,391

3,338,981

Provisions

603,898

583,647

3,890,289

3,922,628

Total non-current liabilities Total liabilities

10,011,200

8,051,299

Net assets

76,668,120

71,802,055

Retained earnings

76,668,110

71,802,045

Total equity

76,668,120

71,802,055

EQUITY Share capital

The above consolidated statement of financial position should be read in conjunction with the accompanying notes.

ANNUAL REPORT 2020—21

— 39

C O N S O L I DAT E D S TAT E M E N T OF CHANGES IN EQUIT Y FOR THE YEAR ENDED 30 JUNE 2021

Share capital

Retained earnings

70,071,305

70,071,315

Adjustment on adoption of AASB 15

(150,000)

Restated total equity at 1 July 2019

69,921,305

69,921,315

1,880,740

Balance at 1 July 2019

Profit for the period Total comprehensive income for the period

Total

1,880,740

71,802,045

71,802,055

Share capital

Retained earnings

Total

71,802,045

71,802,055

Profit for the period

4,866,065

Total comprehensive income for the period

4,866,065

76,668,110

76,668,120

Balance at 30 June 2020

Balance at 30 June 2021

The above consolidated statement of changes in equity should be read in conjunction with the accompanying notes.

CRICKET VICTORIA

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C O N S O L I DAT E D S TAT E M E N T OF CASH FLOWS AS AT 30 JUNE 2021

Notes

2021

2020

36,650,766

49,695,411

(34,561,410)

(48,946,532)

2,551,775

3,170,834

3,995

22,196

Cash flows from operating activities Receipts from customers Payments to suppliers and employees Receipts of grants Interest received Interest paid - leases Net cash inflow from operating activities

14(a)

(125,238)

(144,669)

4,519,888

3,797,240

(500,000)

(269,566)

(2,336,734)

Cash flows from investing activities Payments for investments Payments for property, plant and equipment

8,396

(269,566)

(2,828,338)

Principal elements of finance lease payments

(5,044)

(182,442)

Net cash (outflow) from financing activities

(5,044)

(182,442)

Net increase in cash and cash equivalents

4,245,278

786,460

Cash and cash equivalents at the beginning of the financial year

3,270,380

2,483,920

7,515,658

3,270,380

Proceeds from disposal of property, plant and equipment Net cash (outflow) from investing activities

Cash flows from financing activities

Cash and cash equivalents at end of year

The above consolidated statement of cash flows should be read in conjunction with the accompanying notes.

ANNUAL REPORT 2020—21

— 41

N O T E S T O T H E C O N S O L I DAT E D F I N A N C I A L S TAT E M E N T S 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (a) Basis of preparation These general purpose reduced disclosure financial statements have been prepared in accordance with Australian Accounting Standards and Interpretations issued by the Australian Accounting Standards Board and the Corporations Act 2001. Victorian Cricket Association is a not-for-profit entity for the purpose of preparing the financial statements. Where necessary comparative amounts have been represented or reclassified to ensure compatibility with the current year.

(i) Compliance with Australian Accounting Standards - Reduced Disclosure Requirements The consolidated financial statements of the Victorian Cricket Association Group comply with Australian Accounting Standards - Reduced Disclosure Requirements as issued by the Australian Accounting Standards Board (AASB).

(ii) Historical cost convention The financial report has been prepared on the basis of historical cost, except for the revaluation of certain non-current assets and financial instruments. Cost is based on the fair values of the consideration given in exchange for assets. All amounts are presented in Australian dollars. (b) Financial reporting framework The Group is not a reporting entity because in the opinion of the directors there are unlikely to exist users of the financial report who are unable to command the preparation of reports tailored so as to satisfy specifically all of their information needs. Accordingly, the ‘general purpose reduced disclosure financial report’ has been prepared to satisfy the directors’ reporting requirements under the Corporations Act 2001. (c) Principles of consolidation and equity accounting The consolidated financial statements incorporate the financial statements of the company and entities controlled by the company (its subsidiaries) (referred to as ‘the Group’ in these financial statements). Control is achieved where the company has the power to govern the financial and operating policies of an entity so as to obtain benefits from its activities. All inter-company balances and transactions between entities in the consolidated entity, including any unrealised profits or losses, have been eliminated on consolidation. Where consolidated entities have entered or left the consolidated entity during the year, their operating results have been included from the date control was obtained or until the date control ceased. (d) Income tax No provision for income tax has been raised as the Group is exempt from income tax under Division 50 of the Income Tax Assessment Act 1997. (e) Goods and Services Tax (GST) Revenues, expenses and assets are recognised net of the amount of associated GST, unless the GST incurred is not recoverable from the taxation authority. In this case it is recognised as part of the cost of acquisition of the asset or as part of the expense. Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or payable to, the taxation authority is included with other receivables or payables in the consolidated statement of financial position. Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities which are recoverable from, or payable to the taxation authority, are presented as operating cash flows. 2. SIGNIFICANT CHANGES IN THE CURRENT REPORTING PERIOD The financial position and performance of the Group was particularly affected by the COVID-19 pandemic and the following transactions during the reporting period: • BBL matches were played in a hub environment with a number of Melbourne based matches being moved interstate. Crowd restrictions were in place for those matches that were able to be played in Melbourne as a result of the COVID-19 pandemic. The impact of COVID-19 on the BBL season resulted in lower revenue across sponsorship, ticket sales and membership for both BBL teams. • The investment properties held by the Victorian Cricket Association were revalued by an independent valuer and an unrealised gain of $1.425m was recognised through the profit or loss. • The investment portfolio held by the Victorian Cricket Association performed well throughout FY21, resulting in an increase of $2.4m of which $2.1m was unrealised and recognised through the profit or loss. • Base funding from Cricket Australia was reduced by 12.5%. • Accessing of Government cash flow assistance packages. • Cancellation of several events and programs resulting in one off savings. • Government restrictions imposed due to COVID-19 also contributed to short term savings that impacted the performance of the Group within the current reporting period.

CRICKET VICTORIA

— 42

3. CRITICAL ESTIMATES, JUDGEMENTS AND ERRORS In the application of the Group’s accounting policies, which are described below, the directors are required to make judgements, estimates and assumptions about carrying amounts of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

2021

2020

28,525,010

30,815,732

Grant revenue

2,551,775

3,170,834

Revenue from cricket matches

1,542,083

5,406,571

Sponsorship

4,047,435

6,811,614

Registrations

388,920

766,828

Rental revenue

314,337

321,856

Other revenue

723,899

1,264,811

38,093,459

48,558,246

4. REVENUE FROM CONTRACTS WITH CUSTOMERS Revenue from Cricket Australia

In 2021, grants include JobKeeper funding and COVID-19 Community Sport Sector Survival Package from the Victorian Government. In 2020, grant revenue includes $1,500,000 for the redevelopment of the Kevin Murray Stand. ACCOUNTING POLICIES Revenue is measured at the fair value of the consideration received or receivable.

Revenue from Cricket Australia Revenue from Cricket Australia is generated via contributions from Cricket Australia to support the management of operations of the business, state teams & W/BBL teams. As per AASB 15, revenue from Cricket Australia is recognised when the specified performance obligations have been satisfied.

Grant revenue Where contracts contain specified performance obligations, as per AASB 15, revenue from grants and other contributions is recognised when the specified performance obligations have been satisfied. Where contracts do not contain specified performance obligations, as per AASB 1058, revenue from grants and other contributions is recognised immediately in profit or loss.

Revenue from cricket matches Revenue from cricket matches is generated via proceeds from ticket sales, memberships, merchandise and hospitality to T20 Big Bash League matches and domestic state team matches. As per AASB 15, revenue from cricket matches is recognised when the specified performance obligations have been satisfied.

Sponsorship revenue As per AASB 15, sponsorship revenue is recognised when the specified performance obligations have been satisfied.

Other revenue Revenue is recognised when the specified performance obligations have been satisfied.

ANNUAL REPORT 2020—21

— 43

2021

2020

457,205

349,147

Accrued income

22,946

184,083

Cricket association loans

12,500

10,000

Other receivables

68,892

62,319

561,543

605,549

12,500

5. TRADE AND OTHER RECEIVABLES Current Trade receivables

Non-current Cricket association loans

Current and non-current loans outstanding to cricket clubs as at 30 June 2021 is $25,000 (2020: $10,000). One new loan of $25,000 was made to Cricket Albury Wodonga in 2021. ACCOUNTING POLICIES Trade receivables are recognised initially at the amount of consideration that is unconditional unless they contain significant financing components, when they are recognised at fair value. The Group holds the trade receivables with the objective to collect the contractual cash flows and therefore measures them subsequently at amortised cost using the effective interest method. Collectability of trade receivables is reviewed on an ongoing basis. Debts which are known to be uncollectible are written off. A provision for impairment of trade receivables is raised based on the expected credit loss model under AASB 9. The Group recognises a provision based on historical default rates, debtor analysis and the Group’s monitoring of credit risk. ACCRUED INCOME Revenue is recognised on an accrual basis in accordance with the substance of the relevant agreements.

2021 $

2020 $

19,978,856

16,620,863

1,064,252

2,025,034

21,043,108

18,645,897

6. OTHER FINANCIAL ASSETS Managed funds at fair value Managed cash funds at fair value

ACCOUNTING POLICIES Investments are recognised and derecognised on trade date where the purchase or sale of an investment is under a contract whose terms require delivery of the investment within the time frame established by the market concerned, and are initially measured at fair value, net of transaction costs except for those financial assets classified as at fair value through the profit or loss which are initially measured at fair value. Financial assets at fair value through profit or loss Financial assets are classified as financial assets at fair value through the profit or loss where the financial asset: (i) has been acquired principally for the purpose of selling in the near future; (ii) is a part of an identified portfolio of financial instruments that the company manages together and has a recent actual pattern of short-term profittaking; or (iii) is a derivative that is not designated and effective as a hedging instrument. Financial assets at fair value through the profit or loss are stated at fair value, with any resultant gain or loss recognised in the profit or loss. The net gain or loss recognised in the profit or loss incorporates any dividend or interest earned on the financial asset. Fair value is determined in the manner described below. The fair values of financial assets measured at fair value are determined as follows: i) the fair value of financial assets with standard terms and conditions and traded on active liquid markets are determined with reference to quoted market prices; ii) the fair value of other financial assets (excluding derivative instruments) are determined in accordance with generally accepted pricing models based on discounted cash flow analysis.

CRICKET VICTORIA

— 44

2021

2020

12,050,000

10,625,000

7. INVESTMENT PROPERTY Investment properties - Independent valuation

ACCOUNTING POLICIES Investment property, which is property held to earn rentals and/or for capital appreciation, is measured initially at its cost, including transaction costs. Subsequent to initial recognition, investment property is measured at fair value. Gains or losses arising from changes in the fair value of investment property are included in profit or loss in the period in which they arise. The Group obtains independent valuations for its investment properties each year. At the end of each reporting period, the Group updates it’s assessment of the fair value of each property, taking into account the most recent independent valuations. The Group determines a property’s value within a range of reasonable fair value estimates.

8. PROPERTY, PLANT AND EQUIPMENT Buildings at cost

Plant and equipment at cost

Motor

Total

vehicles

At 30 June 2020 Cost or fair value

42,986,309

2,805,996

189,260

45,981,565

Accumulated depreciation

(1,840,717)

(717,762)

(141,459)

(2,699,938)

Net book amount

41,145,592

2,088,234

47,801

43,281,627

41,145,592

2,088,234

47,801

43,281,627

Additions

22,900

56,162

79,062

Disposals

(7,884)

(958,150)

(315,528)

(25,381)

(1,299,059)

40,210,342

1,820,984

22,420

42,053,746

Year ended 30 June 2021 Opening net book amount

Depreciation and amortisation expenses Closing net book amount

ACCOUNTING POLICIES Property, plant and equipment, is initially recorded at cost and then reduced by accumulated depreciation and any impairment losses. Cost includes expenditure that is directly attributable to the acquisition of the item. In the event that settlement of all or part of the purchase consideration is deferred, cost is determined by discounting the amounts payable in the future to their present value as at the date of acquisition. Plant and equipment is depreciated so that the assets are written down to their residual value over their useful lives, using a straight line method. Assets that relate to leases are written off over the period of the lease or useful life, whichever is shorter. Residual values, useful lives and amortisation methods are reviewed annually and adjusted when required. No changes to depreciation rates were made during the year. If applicable, leasehold improvements are depreciated over the period of the lease or estimated useful life, whichever is the shorter, using the straight line method. The estimated useful lives, residual values and depreciation method are reviewed at the end of each annual reporting period, with the effect of any changes recognised on a prospective basis. Depreciation expense is recorded in the statement of profit or loss and other comprehensive income. •

Buildings

5 - 50 years

•

Plant and equipment

2 - 30 years

•

Motor Vehicles

4 - 5 years

Derecognition and disposal When an asset is sold, scrapped or no longer of use to the business it is derecognised. Any gain or loss arising on derecognition of the asset (calculated as the difference between the net proceeds and the carrying amount of the asset) is recorded in the period the asset is derecognised in the statement of profit or loss and other comprehensive income.

ANNUAL REPORT 2020—21

— 45

2021

2020

911,803

299,279

1,823,338

1,353,805

2,735,141

1,653,084

9. TRADE AND OTHER PAYABLES Trade payables Other creditors and accruals

ACCOUNTING POLICIES Trade payables and other payables are recognised when the Group becomes obliged to make future payments resulting from the purchase of goods and services. Trade and other payables are carried at amortised cost.

10. LEASES (i) Amounts recognised in the consolidated statement of financial position

2021

2020

3,189,254

3,242,106

55,368

138,614

3,036

7,937

3,247,658

3,388,657

75,280

109,505

Right-of-use assets Property Motor vehicles Equipment

Lease liabilities Current Non-current

3,286,391

3,338,981

3,361,671

3,448,486

(ii) Amounts recognised in the consolidated statement of profit or loss 2021 $ Depreciation charge of right-of-use assets Property

79,502

Motor vehicles

86,412

Equipment

Interest expense Expenses relating to short-term leases

CRICKET VICTORIA

4,901

125,323 21,772

— 46

THE GROUP’S LEASING ACTIVITIES AND HOW THESE ARE ACCOUNTED FOR The Group leases grounds at Junction Oval, two surrounding ovals in the nearby Albert Park precinct, gym equipment and motor vehicles. Rental contracts are typically made for fixed periods of one year to four years, but may have extension options as described below. The property lease for the Junction Oval is a 50-year lease. Contracts may contain both lease and non-lease components. For all leases where both lease and non-lease components exist, predominantly motor vehicle contracts, the Group has elected not to split the payments into lease and non-lease components. Lease terms are negotiated on an individual basis and contain a wide range of different terms and conditions. The lease arrangements do not impose any covenants other than the security interests in the leased assets that are held by the lessor. Leased assets may not be used as security for borrowing purposes. As per AASB 16 Leases, leases are recognised as a right-of-use asset and a corresponding liability at the date at which the leased asset is available for use by the Group. Assets and liabilities arising from a lease are initially measured on a present value basis. Lease liabilities include the net present value of the following lease payments: •

fixed payments (including in-substance fixed payments), less any lease incentives receivable

•

variable lease payment that are based on the Victorian Cricket Association’s incremental borrowing rate (based on the published interest rate used by similar entities to the Victorian Cricket Association). Initially measured using the incremental borrowing rate as at commencement date of 1 July 2019

•

amounts expected to be payable by the Group under residual value guarantees

•

the exercise price of a purchase option if the Group is reasonably certain to exercise that option, and

•

payments of penalties for terminating the lease, if the lease term reflects the Group exercising that option.

Lease payments to be made under reasonably certain extension options are also included in the measurement of a liability. The lease payments are discounted using the interest rate implicit in the lease. If that rate cannot be readily determined, the Victorian Cricket Association’s incremental borrowing rate is used, being the rate that the Group would have to pay to borrow the funds necessary to obtain an asset of similar value to the right-of-use asset in a similar economic environment with similar terms, security and conditions. To determine the incremental borrowing rate, the Group: •

uses the lease impact assessment provided by accounting firm BDO, whereby the incremental borrowing rate was based on the published interest rate used by similar entities to the Victorian Cricket Association.

The Group is exposed to potential future increase in variable lease payments based on an index or rate, which are not included in the lease liability until they take effect. When adjustments to lease payments based on an index or rate take effect, the lease liability is reassessed and adjusted against the right-of-use asset. Lease payments are allocated between principal and finance costs. The finance cost is charged to profit or loss over the lease period so as to produce a constant periodic rate of interest on the remaining balance of the liability for each period. Right-of-use assets are measured at cost comprising the following: •

the amount of the initial measurement of lease liability

•

any lease payments made at or before the commencement date less any lease incentives received

•

any initial direct costs, and

•

restoration costs

Right-of-use assets are generally depreciated over the shorter of the asset’s useful life and the lease term on a straight line basis. If the Group is reasonably certain to exercise a purchase option, the right-of-use asset is depreciated over the underlying asset’s useful life. Payments associated with short-term leases of property, equipment and vehicles and all leases of low-value assets are recognised on a straight line basis as an expense in the profit or loss. Short term leases are leases with a lease term of 12 months or less. Low-value assets comprise of office leases in locations in metropolitan Melbourne and regional Victoria. Extension and termination options Extension and termination options are included in a number of properties, equipment and motor vehicle leases across the Group. The majority of extension and termination options held are exercisable only by the Group and not by the respective lessor.

ANNUAL REPORT 2020—21

— 47

2021

2020

Current

Non-current

Total

Current

Non-current

Total

120,000

1,068,667

603,898

1,672,565

1,546,829

583,647

2,130,476

1,068,667

603,898

1,672,565

1,666,829

583,647

2,250,476

11. PROVISIONS Infrastructure provision Employee benefits

ACCOUNTING POLICIES Provisions are recognised when the Group has a present obligation (legal or constructive) as a result of a past event, it is probable that the Group will be required to settle the obligation, and a reliable estimate can be made of the amount of the obligation. The amount recognised as a provision is the best estimate of the consideration required to settle the present obligation at reporting date, taking into account the risks and uncertainties surrounding the obligation. Where a provision is measured using the cash flows estimated to settle the present obligation, its carrying amount is the present value of those cash flows. When some or all of the economic benefits required to settle a provision are expected to be recovered from a third party, the receivable is recognised as an asset if it is virtually certain that reimbursement will be received and the amount of the receivable can be measured reliably. EMPLOYEE BENEFITS A liability is recognised for benefits accruing to employees in respect of wages and salaries, annual leave and long service leave when it is probable that settlement will be required, and they are capable of being measured reliably. Liabilities recognised in respect of employee benefits expected to be settled within 12 months are measured at their nominal values using the remuneration rate expected to apply at the time of settlement. Liabilities recognised in respect of employee benefits which are not expected to be settled within 12 months are measured as the present value of the estimated future cash outflows to be made by the Group in respect of services provided by employees up to the reporting date.

2021

2020

2,241,823

699,253

12. OTHER LIABILITIES Income received in advance

The main contributors of income received in advance relate to Cricket Australia funding for the Australian Cricket Infrastructure Fund and sponsorship revenue relating to FY22.

13. FINANCING FACILITIES The parent entity has an overdraft facility of $200,000 of which the unused portion at reporting date is $200,000. The company has provided bank guarantees to the value of $260,000 as part of the development of the Kevin Murray Stand at Junction Oval. These may be called upon in the event that Cricket Victoria breaches its contractual obligations.

CRICKET VICTORIA

— 48

2021

2020

7,515,658

3,270,380

14. CASH AND CASH EQUIVALENTS Cash at bank

ACCOUNTING POLICIES For the purposes of the statement of cash flows, cash and cash equivalents includes cash on hand and in banks, net of outstanding bank overdrafts. Cash and cash equivalents at the end of the financial year as shown in the cash flow statement is reconciled to the related items in the statement of financial position.

(a) Reconciliation of profit after income tax to net cash inflow from operating activities

Notes Profit for the period

2021

2020

4,866,065

1,880,740

1,466,158

1,759,430

(1,425,000)

Adjustments for Depreciation and amortisation Unrealised (gain)/loss on revaluation of investment properties

300

(2,397,211)

(191,063)

(150,000)

Trade and other receivables

31,506

4,451,965

Other assets

(4,605)

13,097

Bad and doubtful debt expense/(recovered) Unrealised (gain)/loss on managed funds Retained earnings as per transition to AASB15 Movement in working capital

Lease liability

(104,855)

Trade and other payables

1,122,871

(2,399,161)

Provisions

(577,911)

(165,076)

Income received in advance

1,542,570

(1,402,692)

Net cash inflow (outflow) from operating activities

4,519,888

3,797,240

ANNUAL REPORT 2020—21

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2021

2020

15. PARENT ENTITY FINANCIAL INFORMATION Parent Entity Current assets

28,908,017

21,539,523

Non-current assets

57,554,408

57,331,528

Total assets

86,462,424

78,871,051

(13,960,438)

(12,393,951)

(3,890,290)

(3,922,626)

(17,850,728)

(16,316,577)

Profit or (loss) for the period

6,058,644

(706,131)

Total comprehensive income

6,058,644

(706,131)

2021 Ownership %

2020 Ownership %

Melbourne Stars Ltd

100%

Melbourne Renegades Pty Ltd

100%

Current liabilities Non-current liabilities Total liabilities

Investment in subsidiaries Name

16. RELATED PARTY TRANSACTIONS (a) Key management personnel compensation Key management personnel include executives with the authority for the strategic direction and management of the Group. Key management personnel remuneration for the year ended 30 June 2021 is set out below:

Total remuneration

2021

2020

1,689,268

1,131,727

ACCOUNTING POLICIES Short-term benefits Short-term employee benefits are expensed as the related service is provided. A liability is recognised for the amount expected to be paid if the Group has a present legal or constructive obligation to pay this amount as a result of past service provided by the employee and the obligation can be estimated reliably. Termination benefits Termination benefits are expensed at the earlier of when the Group can no longer withdraw the offer of those benefits and when the Group recognises costs for a restructuring. If benefits are not expected to be settled wholly within 12 months of the end of the reporting period, then they are discounted.

CRICKET VICTORIA

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(b) Transactions with other related parties The amount received in respect to related party transactions for the year ended 30 June 2021 was $1,084,690 relating to the Australian Cricket match cost sharing model for BBL10 (2020: $Nil).

Western Australian Cricket Association Queensland Cricket Association

2021

2020

1,082,180

2,510

17. ECONOMIC DEPENDENCY A significant amount of the Victorian Cricket Association’s revenue is received through contributions from Cricket Australia. Cricket Australia has contractually committed to a 4-year (2020-2023) funding agreement with Cricket Victoria. Cricket Victoria anticipates that the future funding model will have an impact on the Group in FY22 due to lower contributions to be received from Cricket Australia as a result of the impact of the COVID-19 pandemic.

ANNUAL REPORT 2020—21

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18. FINANCIAL RISK MANAGEMENT Financial Risk Management framework The Group’s financial risk management policies cover risk tolerance, internal controls (including segregation of duties), investments and delegated authority limits in addition to the reporting of any exposures through board committees and ultimately to the board. These policies are reviewed at least annually and approved by the board of directors. (a) Market risk Market risk is the risk that changes in market prices, such as interest rates and equity prices - will affect the Group’s income or the value of its holdings of financial instruments. The objective of market risk management is to manage and control market risk exposures within acceptable parameters, while optimising the return.

(i) Interest rate risk Interest rate risk refers to the risk that the value of a financial instrument or cash flows associated with the instrument will fluctuate due to changes in market interest rates. Interest rate risk arises from interest-bearing financial assets that the Group utilises. Interest-bearing financial assets are generally shortterm liquid assets.

(ii) Price risk Equity price risk arises from financial assets designated at fair value through profit or loss held by the Group in the form of investments in listed equities. The portfolio of investments is managed by external portfolio managers, who buy and sell equities based on their analysis of returns. The asset position and returns are reported to the Finance and Investment Committee on a regular basis. (b) Liquidity risk Liquidity risk is the risk that the Group will encounter difficulty in meeting the obligations associated with its financial liabilities that are settled by cash. The Group’s approach to managing liquidity is to ensure, as far as possible, that it will always have sufficient liquidity to meet its liabilities when they are due, under both normal and stressed conditions, without incurring unacceptable losses or risking damage to the Group’s reputation. The Group ensures at all times an appropriate level of liquidity comprising primarily of cash resources. To facilitate this, the Group monitors forecasted and actual cash flows and undertakes analysis to ensure adequate liquidity is available for the Group. The Group aims to have sufficient cash or cash equivalents on demand and investments that can be liquidated at short notice to meet operational expenses for a period of up to 60 days. (c) Credit risk Credit risk is the risk of financial loss to the Group if a customer or counterparty to a financial instrument fails to meet its contractual obligations. The carrying amount of financial assets represents the maximum credit exposure. When measuring the expected credit losses, balances have been grouped based on the days past due. The ageing of the Group’s current trade receivables is disclosed below:

2021

2020

Not past due

187,926

177,224

Past due 0-30 days

143,048

121,000

Past due 31-120 days

126,231

50,923

457,205

349,147

Based on historical default rates, debtor analysis and the Group’s monitoring of credit risk, no impairment allowance is considered necessary in respect of trade receivables not past due. Not past due and past due 0-30 days balances represent 64 per cent of the total balance. The remaining balance relates to customers considered low risk based on their association with the Victorian Cricket Association. The current expected loss rate across the Group is 0%.

CRICKET VICTORIA

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19. EVENTS OCCURING AFTER THE REPORTING PERIOD There remains a risk that revenues for the 2021/22 season may be impacted by the ongoing COVID-19 pandemic and as such may impact the financial performance of Cricket Victoria in FY22.

2021

2020

55,000

55,700

5,100

20. REMUNERATION OF AUDITORS External Auditor Audit of the financial report Other audit services Other non audit services

41,139

46,030

96,139

106,830

The external auditor for the Victorian Cricket Association is PricewaterhouseCoopers (2020: PricewaterhouseCoopers)

2021

2020

30,000

28,400

Internal Auditor Internal audit services

The internal auditor for the Victorian Cricket Association is BDO (2020: BDO)

ANNUAL REPORT 2020—21

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CITIPOWER CENTRE – JUNCTION OVAL LAKESIDE DRIVE, ST KILDA VIC 3182 T: 03 9085 4000 F: 03 9085 4001 W: cricketvictoria.com.au E: vca@cricketvictoria.com.au