[ADD]
Steve Loader
Chair, Wheelchair Rugby Australia
[ADD]
Chris Nay
CEO, Wheelchair Rugby Australia
It was an honour to be in Paris for the 2024 Olympics and Paralympics and see the incredible performances of our Australian athletes and teams which have left long lasting memories in the hearts of all Australians.
While not every sport the Australian Sports Commission supports was on show in Paris, I know the joy and pride that sport can bring us all, and the opportunities it provides.
As we look towards a home Games in Brisbane in 2032, my vision is for sport to be safe, fair, accessible and inclusive for everyone, with every athlete supported to reach their full potential.
We want to bring out the best in everyone involved in sport because that’s how we will become the world’s best – by working together and bound by a common purpose.
We encourage and help Australians of all backgrounds, ages and abilities to get involved in sport and we advocate for sport and the positive influence it has on the nation.
Our grant programs support athletes, coaches, officials and organisations, while our Sporting Schools program is helping more children access free and fun sporting activities than ever before. More than 9,200 schools are registered with the program and our goal is to reach 32 million participants by Brisbane 2032.
Our high performance sport system is more united than ever through Australia’s High Performance 2032+ Sport Strategy and our shared commitment to Win Well. It was wonderful to see the Win Well ethos alive in Paris and as we approach the end of Horizon 1, see the country’s peak Olympic, Paralympic and Commonwealth Games sporting organisations come together to deliver the best outcomes for our athletes, our sports and for all of Australia.
Likewise, work continues to help Australians to Play Well with stakeholders coming together to discuss how to put the nation’s first codesigned Sport Participation Strategy into action with workshops held across the country.
We are proud that our Australian Institute of Sport Campus has been the home of sport in Australia for over 42 years and a $249.7 million investment from the Australian Government to upgrade our high performance facilities will ensure we continue to be world-leading.
I know success will be greatest when every part of the system is able to perform their role at their best, and I look forward to leading the ASC, including in its work towards ensuring there is a lasting legacy for all Australian sports and the community from this green and gold decade - when the eyes of the world will be on Australian athletes, Australian sport and Australian venues.
Kate Jenkins AO
Chair, Australian Sports Commission
The 2024 Santos Wheelchair Rugby National Championship was held for the first time ever in Adelaide, South Australia from 3 - 5 May 2024.
The first of a three (3) year deal with the South Australian Government to hold the National Championship in Adelaide, the partnership signaled the significant growth of wheelchair rugby in Australia with the agreement being the first ever multi-year deal committed by a state government.
The NSW Gladiators inked their place in history, winning their fourth consecutive National Championship despite the best efforts of the Suncorp Queensland Cyclones in the Gold Medal Match. In Division 2, the hometown SA Sharks claimed their second consecutive Division 2 title defeating the Queensland Tornadoes on home soil.
With record crowds and incredible local support, the 2024 Santos Wheelchair Rugby National Championship provided local spectators with the best of domestic wheelchair rugby and audiences at home were able to be a part of the action through the the support and partnership of Foxtel and Kayo Sports, ensuring every Australian had the opportunity to experience Australian wheelchair rugby in the comfort of their own homes.
Wheelchair Rugby Australia would like to acknowledge the contribution of all our sponsors and partners, in particular Naming Rights Sponsor, Santos, Destination Partner, the South Australian Tourism Commission, Major Sponsors, Degnan & Lifestyle Solutions and Broadcast Partners, Foxtel & Kayo Sports, and recognises the monumental efforts of athletes, programs, officials, team staff, volunteers and event staff to help deliver to be the best National Championship on record.
| Division 1 | Division 2 | |
|---|---|---|
| Gold | NSW Gladiators | SA Sharks |
| Silver | Suncorp QLD Cyclones | QLD Torandoes |
| Bronze | New Zealand Wheel Blacks | ACT Buccaneers |
| Best High Point | Johnathan Hivernat (West Coast Enforcers) | Jack Watson (QLD Torandoes) |
| Best Mid Point | Josh Nicholson (QLD Cyclones) | Antonio Vecchio (ACT Buccaneers) |
| Best Low Point | Beau Vernon (QLD Cyclones) | Tye Angland (ACT Buccaneers) |
| MVP | Ryley Batt (NSW Gladiators) | Luke Matthews (QLD Tornadoes)) |
| Best Coach | Ben Newton (Suncorp QLD Cyclones) | Andy Phillips (SA Sharks) |
| Quentin Fleischfresser Spirit of the Game | Michelle Nicholas | |
The 2024 Wheelchair Rugby National League saw six (6) franchise teams from across Queensland, New South Wales and Victoria compete across three rounds: Melbourne Invitational, Brisbane Bash and Sydney Slam with the National League Champions determined by a cumulative ladder.
First the first time, the 2024 National League introduced a Division 2 competition at each round providing an opportunity for better participation and pathways through the National League. In what was an outstanding success in it’s first year, Division 2 saw a focus on game skill development, mentorship and increased court time for new, developing and veteran participants and officials.
The 2024 National League saw significant growth and development of the sport. Round 2, the 2024 Brisbane Bash, saw history made with as the largest National League round in history with nine (9) teams competing across the two divisions. Additionally, female participation surged with 10% of all participants being female.
After the first rounds of the League, both Queensland sides had secured a round win, however, in a remarkable victory at the Sydney Slam, the University of Sydney came out victorious as the cumulative winner, claiming their first National League Champions title defeating the University of Queensland in the final.
Wheelchair Rugby Australia would like to thank our National League sponsors and partners, in particular:
National League partners: ISPS Handa and The Rugby Club Foundation
Brisbane Bash partners: ECP, Charter Care Services and Wheelchair Vehicle Sales
Thank you for your continued support of the National League and development of wheelchair rugby across the country.
| Division 1 | Division 2 | |
|---|---|---|
| Champions | University of Sydney | |
| Runners Up | University of Sydney | |
| Best High Point | Robyn Lambird | Jack Watson |
| Best Mid Point | Lilliana Prucha | Zak Robertson |
| Best Low Point | Mick Ozanne | Will Taheny |
| MVP | Jayden Jackson | Shane Brand |
| Best Coach | Ben Newton | |
Referees
2023 / 2024 saw significant development of our national referees. Domestically, Australian referees officiated more games than any other year and have the strongest cohort supporting local, national and international competition, with the following highlights.
Advanced Referee Clinic held in May 2024
Education commenced for two new referees, with Natasha Karem certified as a National C Badge in Sydney in July 2024.
Sullivan Edwards earned his National A Badge Certification and selected for two international events.
Internationally, the past 12 months has seen the largest involvement of Australian officials in the sports history with over 10 different international appointments in various roles. A summary of international appoints can be found below.
As we look to 2025, improving participation opportunities locally and growth of education for referees will be at the forefront of development and growth.
Classification
In November 2023, WRA, in collaboration with Paralympics Australia, held the first ever Australian Classification Training course in Brisbane with six (6) new trainee classifiers. After the initial training in November, four (4) of the trainees were able to attend the 2024 National Championship to complete the practical part of their education, participating in athlete assessments and observations. We look forward to the continued growth and education of our new and existing classifiers moving into 2025.
In April 2024, Australian Greg Ungerer stepped down as World Wheelchair Rugby Head of Classification after 12 years at the helm. WRA would like to congratulate Greg on his tenure and look forward to continuing to work with him domestically to support classification nationally.
WRA would like to acknowledge the continued support and leadership of Paralympics Australia in championing classification domestically and internationally. The growth and increased professionalism of our classification systems would not have been possible without their support.
Scorebench
[ADD]
International Appointments
The following highlight Australian appointed to international officials and classification roles over the past 12 months.
Referees
Liam Costello (Referee at 2024 Paris Paralympics, International Wheelchair Rugby Cup and serves as WWR Zone Technical Commissioner)
Tasmyn Haynes (Referee at Canada Cup, Paralympic Qualification Tournament and European Division B Tournament)
Peta Haynes (Games Commissioner at Paralympic Qualification Tournament and European Division B Tournament)
Sullivan Edwards (Referee at NZ National Championships and Japan Development Competition)
Lloyd Whyte (Head Official at European Division B Tournament)
Classifiers
Emilie Gollan (Chief Classifier at Paralympic Qualification Tournament and Classifier at International Wheelchair Rugby Cup and European Division B Tournament)
Claire Tucak (Classifier at Paralympic Qualification Tournament)
Tracee-Lee Maginnity (Classifier at European C Tournament)
Score Bench
Michelle Nicholas (Head Table Official at Paralympic Qualification Tournament)
In October 2023, the Australian Steelers travelled to Paris for the 2023 International Wheelchair Rugby Cup (IWRC). The 2023 IWRC was delivered parallel to the 2023 Rugby World Cup and saw eight (8) of the world’s best wheelchair rugby sides compete across five days in front of sellout crowds.
After a disappointing loss in their first match to Canada, the Steelers rallied to secure victories in their remaining pool matches and semi final against Japan, to face Canada again in the Gold Medal Match. In front of a packed Accor Arena, the Steelers were crowned champions defeating Canada 53 to 48.
The victory cemented the Steelers standings moving into the 2024 Paris Qualification Tournament and 2024 Paris Paralympics.
Image credit to Didier Echelard
Image credit to Didier Echelard
Image credit to Didier Echelard
In March 2024, the Steelers travelled across the ditch to flight for their spot in Paris at the 2024 Paralympics Qualification Tournament (PQT) in Wellington, New Zealand. A top three (3) finish at the PQT was needed for the Steelers to lock in a trip to Paris.
The Steelers had their work cut out for them, coming up against Switzerland, Colombia and Germany in the Pool Matches before taking on Brazil in a must win Semi Final. The Steelers were victorious against Brazil booking their ticket to the 2024 Paralympics and even went one better, defeating Canada 49 to 48 in a nail bitter to win the Gold Medal at the PQT.
Image credit to Paralympics Australia
In the final hit out before Paris, the Steelers jetted off to Canada to compete at the biannual Canada Cup. The Canada Cup saw six of the eight qualified Paralympic teams compete across five days.
In what has been a successful international run, the Steelers made their third Gold Medal Match in row in international competition coming up against Japan. The Japanese, however, were too strong with the Steelers finishing runners up heading into Paris.
Image credit to Kevin Bogetti-Smith
Image credit to Kevin Bogetti-Smith
Brad Dubberley - 300 Games Coached AUS vs SUI - PQT 2024
Paris Milestones?
In March 2024, WRA made the strategic decision to move wheelchair rugby in Queensland under the auspices of Wheelchair Rugby Queensland (WRQ), a branch of Wheelchair Rugby Australia.
The move marked a significant step forward, with a single-sport focused wheelchair rugby organisation providing comprehensive support and opportunities for athletes through the development and growth of wheelchair rugby in the state.
Chris Nay, CEO of Wheelchair Rugby Australia, said, "Wheelchair Rugby Queensland will provide a dedicated wheelchair rugby organisation for the State. We would like to acknowledge and thank Sporting Wheelies for their investment and contribution to the sport over a number of years. We are excited to build on the sport's strong foundation and drive its growth to new heights, ensuring athletes have every opportunity to succeed."
In May 2024, former Australian Steeler, Bryce Alman was appointed to the Wheelchair Rugby Australia Board of Directors.
Bryce represented Australia at three Paralympic Games (Sydney 2000, Athens 2004, Beijing 2008) and brings a wealth of experience in wheelchair rugby to the WRA Board as the organisation continues to grow and seeks to provide athletes with the best possible platform for participation and success.
Bryce said: “My competitive days are over, but my passion for wheelchair rugby remains as strong as it was when I was playing. I am looking forward to contributing off the court to the growth of the game nationally and the Australian Steeler’s future success”.
The Australian Sports Commission (ASC) outlines the the nine (9) Sports Governance Principles and 35 sub-principles which sport organisations can evaluate the effectiveness and efficiency of the governance systems and processes.
WRA have conducted a self evaluation of these Principles and the results are outlined below for the 2023 / 2024 reporting period. On average, WRA scored 2.88 out of 4 across all standards. The current national average for funded sports is 3.09.
| 1.1. Code of Conduct The board have a directors’ code of conduct which outlines the high standards of professional and ethical conduct expected by directors in the interests of the organisation |
Score: 3 out of 4 The organisation makes its directors' code of conduct publicly available. The code of conduct is reviewed annually by the board and formally agreed to by all directors |
| 1.2. Defined Values and Behaviours The organisation actively engages with its stakeholders to establish, define and make publicly available its core values and associated behaviours |
Score: 2 out of 4 The organisation defines and makes publicly available its values and behaviours |
| 1.3. Demonstrated Values and Behaviours The board actively demonstrates the organisation’s core values and behaviours, and embeds these into decisions and actions |
Score: 4 out of 4 The board actively demonstrates the organisation’s core values and behaviours, embedding these into discussions, decisions, policies and actions, and calling out behaviour which goes against organisational values |
| 2.1. Stakeholder Engagement Plan The board develops, communicates, and implements a stakeholder engagement plan aligned to its strategy |
Score: 2 out of 4 The board has a stakeholder engagement plan, but it is not communicated or consistently implemented |
| 2.2. Member Meetings The board identifies and implements opportunities to meet with and collaborate regularly with the boards of its member bodies |
Score: 2 out of 4 The board meets with its member bodies on an ad hoc basis |
| 2.3. Member Communication The organisation proactively engages and communicates with its member bodies, ensuring accountability and transparency |
Score: 3 out of 4 The organisation regularly and proactively engages in two-way communication with its member bodies and (where relevant) national body |
| 2.4. Member Collaboration The organisation proactively collaborates with its member bodies to create alignment and maximise efficient use of resources |
Score: 2 out of 4 The organisation proactively communicates opportunities for collaboration (e.g. in developing policy and values) with its member bodies |
| 3.1. Strategic Plan The organisation has adopted, in collaboration with its members, a strategic plan with clear and measurable targets which link to a detailed operating budget |
Score: 3 out of 4 The organisation develops a whole of sport strategic plan with an accompanying budget |
| 4.1. Board Skills Matrix The board should have a diverse mix of skills, expertise and experience in order to meet the strategic goals of the organisation |
Score: 4 out of 4 The board utilises a board skills matrix, which aligns with the organisation's strategic goals when identifying directors for elected and appointed positions. The board/organisation actively promotes and publicises board opportunities in line with identified skill gaps |
| 4.2. Diversity, Equity and Inclusion The board demonstrates a strong and public commitment to progressing towards achieving its diversity, equity and inclusion goals within its board composition |
Score: 2 out of 4 The board has identified board diversity, equity and inclusion goals necessary to achieve its strategy |
| 4.3. Gender Balance: Directors The board, while ensuring the prevailing criterion for election is eligibility, skills, expertise, and experience, should be composed in a manner such that no one gender accounts for more than 50% of the total number of Directors. |
Current Director Composition 3 Elected Male Directors 1 Appointment Male Director 3 Elected Female Directors |
| 4.3.1. Gender Balance: Chair and Deputy The board, while ensuring the prevailing criterion for election is eligibility, skills, expertise, and experience, should be composed in a manner such that no one gender accounts for more than 50% of the total number of Directors. |
Current Chair & Deputy Composition Chair: Male No Deputy Appointed |
| 4.4. Director Indepedence The organisation’s directors should be independent, regardless of whether elected or appointed |
Score: 4 out of 4 All elected and appointed directors are independent and have no conflicts with member bodies, nor any other material conflict |
| 4.5. Appointment of Directors The organisation has a documented and transparent process for the identification and appointment of directors |
Score: 4 out of 4 The organisation has its Nominations Committee codified in its constitution including a board appointed independent chair. The committee has the power to determine the nominees or candidate suitability (or not) for further consideration by the board or voting members. |
| 4.5.1. Nominations Committee Gender Balance | Nominations Committee Composition 1 Female Chair 2 Male Members 1 Female Members |
| 4.6. Elected vs Appointed Directors The board has a composition which incorporates both elected and appointed directors |
Score: 2 out of 4 The board has between 0-20% appointed directors |
| 4.7. Governance Education Directors undertake recognised governance education |
Score: 3 out of 4 Between 60-99% of directors have undertaken a recognised governance course |
| 5.1. Legal Entity The organisation should be a legal entity incorporated under the legislation which best fits its size, need and jurisdiction |
Score: 4 out of 4 The organisation is a legal entity which best suits its size, need and jurisdiction |
| 5.2. Director Term Limits The organisation should have a staggered rotation system for directors, with term limits and a maximum tenure of no longer than 10 years |
Score: 3 out of 4 The organisation limits the term for directors and has in place a maximum tenure of 10 years or less |
| 5.3. Director Eligibility A director who has completed the maximum tenure on the board is not eligible to stand as a director for that organisation for a period of at least three years |
Score: 4 out of 4 The organisation has a minimum period of 3 or more years before a former director is eligible to re-join the board |
| 5.4. Director Induction The board has a process for inducting new directors |
Score: 2 out of 4 New directors do not undertake a documented induction process or training but are provided with key documents (including the Constitution, Board Charter, Code of Conduct, Conflict of Interest Policy, Risk Management Policy, the Strategic Plan, and any other relevant governance documents) |
| 5.5. Board Charter The board operates under a documented board charter |
Score: 4 out of 4 The board has a documented board charter that is referred to when managing director conduct or board procedure. The board charter has been used to guide and reinforce desired behaviours and is revised annually by the board |
| 6.1. Finance, Audit & Risk Committee The organisation has a Finance, Audit and Risk committee |
Score: 3 out of 4 The organisation has a Finance, Audit and Risk Committee (or equivalent) that operates under an agreed terms of reference, which is reviewed and updated annually. The Committee includes an accountant. The committee meets at least quarterly. |
| 6.1.1. Finance, Audit & Risk Committee Gender Balance |
Finance, Audit & Ris Committee Composition 1 Male Chair 2 Female Members |
| 6.2. Chair Appointment and Evaluation The board shall appoint the chair and evaluate their performance |
Score: 3 out of 4 The organisation has a chair elected by the board with a clearly defined position description and documents the process for this election |
| 6.3. CEO Eligibility The board shall ensure that the CEO, upon leaving their role, is not appointed or elected to the board within 3 years |
Score: 4 out of 4 The organisation has a minimum period of 3 or more years before a former CEO (or equivalent) is eligible to become a director |
| 6.4. Conflict of Interest The board has rigorous processes for identifying and managing director conflict of interest |
Score: 3 out of 4 The board maintains a conflict-of-interest policy and register, that is regularly updated and enforced, and reviews conflicts as a standing agenda item |
| 6.5. Governance Reporting The organisation reports on governance outcomes at both its Annual General Meeting (AGM) and in its Annual Report |
Score: 3 out of 4 The organisation reports on governance outcomes at its AGM and in its annual report |
| 7.1. Vulnerable Persons and Children The organisation has a documented process to ensure compliance with working with vulnerable persons and children legislation that reflects the varying legislative requirements of all States and Territories, including maintenance of relevant checks |
Score: 4 out of 4 The sport has a national policy and documents processes for workers/volunteers in vulnerable persons and child-related roles, aligned to the relevant legislation, that is regularly reviewed and implemented consistently throughout the sport |
| 7.2. Development of Risk Management The board has a documented process for ensuring that the policies and procedures implemented by management are consistent with the organisation’s risk management framework |
Score: 3 out of 4 The organisation has developed a risk management process, and the board has oversight of risk through regular reporting against the process |
| 7.3. Implementation of Risk Management The board has established a risk management system that is appropriate for the size and context of the organisation, aligns with strategy and enables organisation-wide decision making for the management of threats and opportunities |
Score: 3 out of 4 The organisation has a nationally aligned risk management system that is appropriate for the organisation, integrated across the organisation and provides clear parameters for the way risk is managed, treated, and reported |
Principle 8 is now managed directly with Sport Integrity Australia. WRA works with Sport Integrity Australia to ensure all integrity and anti-doping requirements are up to date and embedded across all WRA does.
| 9.1. Board Evaluation The board should regularly evaluate its performance and performance of individual directors. The board should agree and implement a plan to take forward any actions resulting from the evaluations |
Score: 2 out of 4 The board conducts a board evaluation process, but it does not assess individual director’s performance. |
| 9.2. Board Meeting Schedule The board will operate itself in an efficient manner and directors meet as appropriate to discharge their duties effectively |
Score: 3 out of 4 The board schedules more than five board meetings a year, and has scheduled the key governance activities into the relevant board meetings |
| 9.3. Board Meeting Agenda The board has documentation and processes to operate its meetings in an efficient and effective manner |
Score: 4 out of 4 The organisation’s chair calls for agenda items from directors. Papers are circulated for every agenda item in advance (minimum 1 week). These papers are stored and readily available for directors to access and refer to, including past papers |
| 9.4. Board Meeting Minutes The board maintains accurate records of meetings and board decisions |
Score: 3 out of 4 The organisation records and documents director-approved minutes of board meetings, including a record of all board decisions. Minutes are circulated to directors for approval within 1 week of meeting |
| 9.5. Financial Delegations The board has documented financial delegations. This includes, but is not limited to expenditure, funding, grants, and other financial transactions as resolved by the board |
Score: 1 out of 4 The board does not have documented financial delegations |
| 9.6. Non-Financial Delegations The board has documented non-financial delegations. This includes, but is not limited to, human resources, correspondence/public relations, membership, strategic actions, business plans, board resolutions, grievances, and complaints |
Score: 1 out of 4 The board does not have documented non-financial delegations |
| 9.7. CEO Evaluation The board has a documented CEO (or equivalent) performance evaluation process |
Score: 3 out of 4 The board has developed and documents the annual performance evaluation process for the CEO (or equivalent), which includes review of KPI achievement, professional development, and adherence to the organisation’s values |
| 9.8. Succession Planning The board has a documented succession planning process for key personnel and the retention of corporate knowledge |
Score: 1 out of 4 . The board does not have succession plans in place for key personnel |
Wheelchair Rugby QLD launched in February 2024 to provide a dedicated state body to support the growth and development of the sport in Queensland. The QLD wheelchair rugby program is the largest in the country with hubs based in Brisbane, Gold Coast and Sunshine Coast with programs ranging from beginners to high performance.
QAS provides invaluable support to supporting the QLD program and ensure all pathways athletes are supported as they progress through wheelchair rugby locally.
As WRQ looks towards 2025 and beyond, the focus shifts to recruitment and development, looking at local partnerships, engagement strategies, best practice onboarding of new participants and classification support.
WRQ and WRA would like to acknowledge the work of Ben Newton (QLD Pathways Coach) in the continued success of the QLD wheelchair rugby program.
Thank you to Wheelchair Rugby QLD’s sponsors and partners:
Wheelchair Rugby SA has continued to strengthen, in particular with the National Championship being hosted in Adelaide in 2024.
Thank you to Wheelchair Rugby SA’s sponsors and partners:
Nomination & Remuneration Committee
Lisa Ronson (Chair)
Hannah Lidster
Tim Walsh
John Hart
Finance, Audit & Risk Committee
John Hart (Chair)
Nathalie Mann
Lisa Ronson
Governance Committee
Nathalie Mann (Chair)
Tim Walsh
Steve Loader
Hannah Lidster
For all inquiries, please contact: info@wheelchairrugby.com.au
Mailing Address
Wheelchair Rugby Australia | PO Box 1270, Queen Victoria Building, NSW 1230