CALISTHENICSVICTORIA INC.Strategic Plan 2016 - 18

CONTENTSA message from the President and CEO ..........................3Our people............................................................................4Our role and strategic overview .......................................5Goal 1: Support our people ...............................................6Goal 2: Effective communication .................................... 10Goal 3: Cultural development ......................................... 12Goal 4: Improve financial sustainability ......................... 16Goal 5: Deliver organisational excellence ...................... 18Our members .................................................................... 22Our government and corporate partners ..................... 23

GLOSSARYAAB Adjudicators Advisory Board ACF Australian Calisthenic FederationASCA Australian Society of Calisthenics Adjudicators CEO Chief Executive OfficerCVI Calisthenics Victoria IncorporatedEPP Elite Performance Program VCCA Victorian Calisthenic Coaches Association

A MESSAGE FROM...

PRESIDENT

Over the past year the CVI Board have worked towards achieving a consultative, strong and robust Strategic Plan. Collectively, we have enabled change by consulting with our members for their opinions, ideas and thoughts on where to take our sport. We will continue to consult and listen as we begin implementing our strategic change, building strong foundations for growth.

The Strategic Plan 2016-18 is ambitious and offers positive development in calisthenics over the next three years. It’s a clear roadmap to deliver strong and sustainable return, focusing on supporting our people, connecting with current and future members, delivering excellence, developing a respectful culture and improving our financial sustainability to ensure reinvestment in our sport.

On behalf of the CVI Board, I am delighted to present the Strategic Plan and welcome the difference it will bring for calisthenics in Victoria.

Angela WijeratnePresident

CHIEF EXECUTIVE OFFICER

The CVI 2016-18 Strategic Plan represents the most comprehensive and consultative engagement our organisation has ever undertaken and I am proud to have worked closely with the CVI Board, membership and stakeholders to develop a blue print for our beautiful sport.

The next 3 years represents a crucial period for our sport and the Strategic Plan is an ambitious and achievable target for those managers, volunteers and leaders who will ensure its viability.

We are fortunate that our predecessors’ passion for calisthenics has provided an opportunity for further development. All sports face a challenging future and calisthenics is no exception. We continue to face competition for members and for public and private investment.

Our challenge is to position calisthenics for the next generation and in doing so build strong foundations for a contemporary sport that is family friendly and balanced. As a result we will very shortly initiate important projects to implement this strategy including a comprehensive competition review and the brand positioning of calisthenics.

I feel privileged to implement this plan on behalf of the CVI Board for the benefit of our members and look forward to working with you to benefit calisthenics.

Matthew BrownCEO

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OUR PEOPLE

BOARD

VCCA

ASCA (VIC)

COMMITTEESCALISTHENICSVICTORIA INC.

STRATEGIC OVERVIEW

* The vision and mission for calisthenics will be further refined during the re-branding process.

COMMITTEESGood Governance Working Party Victorian Competition Committee

CVI State Championship CommitteeCVI Grading (Teams) CommitteeCVI Grading (Solo) Committee

CVI State Team CommitteeElite Performance Program Committee

CVI Compliance Committee

OUR VISION OUR MISSION

A professional and forward thinking artistic sport.*

We will support our membership to deliver excellence in calisthenics and explore opportunities for growth and development while upholding the traditions of our sport.*

OUR GOALS

1. Support our people

2. Effective communication

3. Develop a culture reflective of our values

4. Improve financial sustainability

5. Deliver organisational excellence

OUR VALUES

Collaboration

Working together and inspiring results through teamwork

Professionalism

Consistent conduct of a high standard

Transparency

To be open and honest in our dealings

Integrity

A commitment to ethics, showing respect for diversity, taking time to listen and remaining positive

Trust

Building respectful relationships that last a lifetime

OUR ROLECalisthenics Victoria Incorporated (CVI) is the recognised state sporting association for calisthenics in Victoria and comprises and represents all affiliated clubs, the Victorian Calisthenic Coaches Association (VCCA), Australian Society of Calisthenic Adjudicators (ASCA, Victoria Branch) and life members. CVI is responsible for the development of calisthenics in the state of Victoria.

CVI BOARDPresidentSecretary

Director of Finance Director of Competitions

Director of VCCA Director of ASCA

3 General Members

AFFILIATED ORGANISATIONS

VCCA ASCA (Victorian branch)

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GOAL 1. SUPPORT OUR PEOPLE

LONG TERM TARGET.

A professional club network and excellence in member satisfaction.

To achieve this Calisthenics Victoria will work towards the following actions and outcomes.

STRATEGY 1.1 DELIVER A SPORT THAT IS FAMILY FRIENDLY AND BALANCED.

ACTION OUTCOME

Competition review and reform. Family friendly competition with improved format, scheduling and locations.

Consultative review and policy on creative and legally compliant digital light projections (DLP).

Creative and legally compliant digital light projections.

Consultative review and policy on styling and costuming. Age appropriate styling and costuming.

Joint review with ASCA, AAB, VCCA and ACF to connect adjudication with styling, costuming and DLP compliance.

A formal connection with competition improvements and adjudication.

KPI - 5% INCREASE IN NET PROMOTER SCORE* AND 3% GROWTH IN TOTAL MEMBERSHIP BY DECEMBER 2018.

*Net Promoter Score is a leading indicator of growth based on members willingness to recommend CVI.

STRATEGY 1.2 DEVELOPMENT OF THE VOLUNTEER NETWORK.

ACTION OUTCOME

Develop and implement a Volunteer Management Program. Clearly defined roles and support mechanisms.

Measure volunteer involvement and satisfaction. Understanding of volunteer contribution and satisfaction.

KPI - INCREASE THE NUMBER OF VOLUNTEERS BY 3% BY DECEMBER 2018.

STRATEGY 1.3 REVIEW AND RELAUNCH THE STAR CLUB PROGRAM.

ACTION OUTCOME

Review and relaunch the Star Club Program. Enhanced club knowledge.

KPI - FULL COMPLIANCE AT STAR 2 FOR ALL CLUBS BY DECEMBER 2017.

STRATEGY 1.4 DEVELOP STRONGER PATHWAYS FOR COACHES.

ACTION OUTCOME

Build upon ACF coaching skills content. Training material that complements ACF coaching skills content.

Develop and implement a flexible online education platform.

Flexible and convenient education resource.

Review qualification structure. Increased numbers of qualified coaches, trained presenters and assessors.

KPI - A 30% INCREASE IN THE NUMBER OF LEVEL 2 COACHES BY DECEMBER 2018.

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STRATEGY 1.5 DEVELOP STRONGER PATHWAYS FOR PARTICIPANTS.

ACTION OUTCOME

A structural review of the skills program. Rewarding skills program that encourages growth and progression.

A marketing campaign to increase awareness and registration.

Skills improvement and better performance.

KPI - 5% INCREASE IN THE TOTAL NUMBER OF PUPILS ENTERING THE SKILLS PROGRAMME BY DECEMBER 2018.

STRATEGY 1.6 DELIVER EDUCATIONAL RESOURCES FOR CLUBS AND COACHES.

ACTION OUTCOME

Develop and launch the Club Development Workshop series.

Enhance club knowledge in specialist areas.

KPI - 10 CLUBS ATTEND EACH WORKSHOP IN 2016; 2% ANNUAL GROWTH IN ATTENDANCE BY 2018.

STRATEGY 1.7 INVEST IN OUR PEOPLE.

ACTION OUTCOME

A CVI human resource review. Staff structure that delivers the strategic plan.

Identify staff professional development needs and levels of satisfaction.

Competent, happy staff supporting the membership with appropriate skills.

KPI - A 10% INCREASE IN STAFF SATISFACTION BY DECEMBER 2018.

STRATEGY 1.8 IMPROVE HEALTH, SAFETY AND WELLBEING.

ACTION OUTCOME

Develop and implement an incident and injury reporting mechanism.

Increased participant safety at club level.

Establish a compulsory working with children check. Increased participant safety.

Establish a relationship with The Butterfly Foundation. Improved participant health and wellbeing.

KPI - 100% COMPLIANCE WITH INCIDENT AND INJURY REPORTING AND CHILD SAFETY CHECKS BY MAY 2017.

STRATEGY 1.9 DELIVER VICHEALTH’S DEVELOPMENT PROGRAMS.

ACTION OUTCOME

Develop and deliver VicHealth’s recreational program and modified calisthenics programs for the aged community.

Increased non-competitive participation and increase in participant health and wellbeing.

KPI - 75% ATTENDANCE ON EACH PROGRAM.

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GOAL 2. EFFECTIVE COMMUNICATION

LONG TERM TARGET.

Steady annual growth with greater public appreciation and excellence in member communication.

To achieve this Calisthenics Victoria will work towards the following actions and outcomes.

STRATEGY 2.1 DEVELOP AND IMPLEMENT A MARKETING AND COMMUNICATION STRATEGY.

ACTION OUTCOME

Develop and implement strategy. Excellence in social media, digital, advertising and public relations.

KPI - A 10% ANNUAL INCREASE IN TOTAL SOCIAL MEDIA REACH, 5% INCREASE IN WEBSITE UNIQUE USERS AND 5% INCREASE IN ADVERTISING VALUE EQUIVALENT BY DECEMBER 2018.

STRATEGY 2.2 CREATE A FRESH, ENERGETIC NEW BRAND FOR CALISTHENICS VICTORIA.

ACTION OUTCOME

Develop and implement a new brand. Definitive brand map and refreshed visual corporate and consumer identity.

KPI - 3% GROWTH IN TOTAL MEMBERSHIP BY DECEMBER 2018.

STRATEGY 2.3 EXPAND OPPORTUNITIES FOR EXPOSURE AND CELEBRATION.

ACTION OUTCOME

Promote the Elite Performance Program and State Team. Reward and recognition for participants and volunteers.

Host a ‘Celebrating Calisthenics’ event. Recognition for member contribution.

Develop the Ambassador Program. Greater exposure for member achievement.

KPI - INCREASE CUSTOMER SATISFACTION RATING BY 10% AND 5% FOR ADVERTISING VALUE EQUIVALENT BY DEC 2018.

STRATEGY 2.4 IMPLEMENT A NEW WEBSITE AND CUSTOMER RELATIONSHIP MANAGEMENT SYSTEM.

ACTION OUTCOME

Research, develop and implement a new website with enhanced member functionality.

Fresh, easy to use website with dedicated member functionality.

KPI - A 5% ANNUAL INCREASE IN UNIQUE WEB USERS AND 5% INCREASE IN TIME SPENT ON SITE BY DECEMBER 2018.

STRATEGY 2.5 GROW MEMBERSHIP AND IMPROVE RETENTION.

ACTION OUTCOME

Develop and implement a new member attraction campaign.

Additional members.

Develop and relaunch Member Benefits Program. Member satisfaction, loyalty and retention.

KPI - 3% GROWTH IN TOTAL MEMBERSHIP AND 2% IMPROVED TOTAL RETENTION RATE BY DECEMBER 2018.

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COLLABORATIONTRANSPARENCY

INTEGRITYPROFESSIONALISM

TRUST

GOAL 3. CULTURAL DEVELOPMENT

LONG TERM TARGET.

A sport that embodies collaboration, transparency, integrity, professionalism and trust.

To achieve this Calisthenics Victoria will work towards the following actions and outcomes.

STRATEGY 3.1 ENCOURAGE AND SUPPORT STAKEHOLDERS TO LIVE THE BRAND.

ACTION OUTCOME

Produce a Brand Handbook ‘What is calisthenics’. Greater understanding and reference of agreed brand.

Host Brand Education Workshops (as part of Club Development Workshop Series).

Active engagement with the brand.

Integrate Brand values into Star Club program. Increased club engagement with the brand.

Develop a brand plan to integrate brand into CVI and calisthenics.

Creation of brand ambassadors.

KPI - 5% INCREASE IN NET PROMOTER SCORE BY DECEMBER 2018.

STRATEGY 3.2 DEMONSTRATE LEADERSHIP.

ACTION OUTCOME

Board and staff representation at key events. Leaders visible and connected to membership.

Regularly profile leaders. Stakeholders get to know their leaders.

Review organisational ‘Code of Conducts’ for Coaches, Board, Adjudicators and Participants and create a code that ‘inspires’ and reflects brand values.

Policy to encourage and inspire positive conduct.

KPI - 5% INCREASE IN NET PROMOTER SCORE BY DECEMBER 2018.

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LONG TERM TARGET.

A sport with a strong and sustainable financial position to support growth and development.

To achieve this Calisthenics Victoria will work towards the following actions and outcomes.

STRATEGY 4.1 IDENTIFY OPPORTUNITIES TO DIVERSIFY REVENUE STREAMS.

ACTION OUTCOME

Develop investment strategies. Supporting 1% annual increase in total revenue for reinvestment.

Develop and implement a revised Sponsorship Plan. Clear plan and corporate benefits linked to financial targets.

Identify relevant grant opportunities with Government, Trusts & Foundations.

Applications submitted for relevant grant opportunities in support of the strategic plan.

Review and strengthen merchandise opportunities. Annual 2% increase in merchandise revenue.

KPI - 1% INCREASE IN ANNUAL TOTAL REVENUE FOR REINVESTMENT.

STRATEGY 4.2 ACHIEVE COST EFFICIENCIES WITHOUT COMPROMISING DELIVERY OF THE SPORT.

ACTION OUTCOME

Ensure effective budget management. No budget overspends, accountability and responsible financial management.

Regular review of preferred suppliers and service agreements.

Comprehensive review of suppliers achieving recommended price and cost efficiencies.

KPI - TOTAL OPERATIONAL COST REMAINS UNCHANGED FOR 3 YEARS. (SUBJECT TO CPI)

STRATEGY 4.3 BUILD FINANCIAL CAPACITY WITHIN OUR CLUBS.

ACTION OUTCOME

Build Financial Management tools and requirements into Star Club Program level 3*. * Links with strategy 1.3.

Star Club Program rewards and acknowledges healthy financial club management.

3.3.2 Host a financial workshop as part of the ‘Club Workshop Development series’*.* Links with strategy 1.6.

Improve financial knowledge and practice of club administrators.

KPI - 30% OF CLUBS ACHIEVE STAR CLUB LEVEL 3 BY DECEMBER 2018.

STRATEGY 4.4 INVEST IN A VENUE FEASIBILITY STUDY.

ACTION OUTCOME

Engage external consultant to conduct venue feasibility study.

Recommendations to be included in 2019 – 2021 Strategic Plan.

KPI - CVI SHARES COMPLETED FEASIBILITY STUDY WITH MEMBERSHIP.

GOAL 4. IMPROVE FINANCIAL SUSTAINABILITY

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LONG TERM TARGET.

A progressive artistic sport that is well governed and managed.

To achieve this Calisthenics Victoria will work towards the following actions and outcomes.

STRATEGY 5.1 ENHANCE STAKEHOLDER PERCEPTION AND UNDERSTANDING OF CVI’S ROLE.

ACTION OUTCOME

Launch and implement Net Promoter Score. Measure of satisfaction with CVI.

Conduct an annual stakeholder satisfaction survey. Measure of member satisfaction.

Implement consultative forums with Coaches, Adjudicators, Administrators and family members.

Meaningful consultation and feedback.

KPI - A 5% INCREASE IN NET PROMOTER SCORE.

STRATEGY 5.2 REVIEW STATE TEAM MODEL TO ENSURE QUALITY AND OPEN PARTICIPATION* FROM 2017.

ACTION OUTCOME

Recruit and appoint a project based State Team Manager. Clear and consistent state team leadership.

Launch a coaching application process to achieve the most skilful coaching leadership.

Coaching leadership team recruited fairly and transparently.

Review barriers to participation for coaches and participants.

Clear knowledge of barriers to entry.

Implement a revised State Team model. A state team model that protects quality, competitiveness and open participation.

KPI - ATTENDANCE AT ACF NATIONALS 2017 WITH THE MOST SKILFUL VICTORIAN PARTICIPANTS AND COACHES.

STRATEGY 5.3 COMPLETE AMALGAMATION WITH VCCA.

ACTION OUTCOME

Develop & agree Coaching Committee Terms of Reference. Clearly defined, mutually agreed terms.

Develop and implement a financial, staff and management amalgamation while retaining a strong coaching voice.

Mutually agreed process and timeline.

Develop an internal communications plan. Transparency and understanding of process among Coaches.

Develop integrated VCCA and CVI visual identity and communications.

VCCA is connected to CVI in visual design.

Conduct a survey of coach satisfaction on the amalgamation.

Increased understanding, learnings and satisfaction levels.

KPI - GREATER THAN 70% COACH SATISFACTION WITH AMALGAMATION BY DECEMBER 2017.

* Open participation means removing, where possible, barriers to participating in State Team for coaches and participants e.g. cost, time and workload.

GOAL 5. DELIVER ORGANISATIONAL EXCELLENCE

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STRATEGY 5.4 IMPLEMENT BUSINESS PLANNING, ANALYSIS AND INTERPRETATION.

ACTION OUTCOME

Develop and implement a 3-year plan. Business plan implemented across all staff work programs and CVI work areas.

Develop and implement tools to measure and understand organisational success.

Quantifiable business performance indicators that support business understanding.

KPI - BUSINESS PLAN IMPLEMENTED WITH 7 KEY MEASURES OF BUSINESS SUCCESS REPORTED TO BOARD MONTHLY.

STRATEGY 5.5 HARNESS THE USE OF TECHNOLOGY TO IMPROVE ORGANISATIONAL CAPABILITIES.

ACTION OUTCOME

Review and implement an online registration process for competitions, programs and applications.

Improved and tailored online registration process, reducing paper documentation and manual processing.

Transfer VCCA and CVI administrative registration process online.

Streamline work processes and enhanced membership experience.

KPI - 99% COMPLIANCE WITH ONLINE MEMBER REGISTRATIONS AND APPLICATIONS BY DEC 2018.

STRATEGY 5.6 DEVELOP KEY GOVERNANCE RESOURCES.

ACTION OUTCOME

Establish CVI benchmark against VicSport Good Governance Toolkit.

Benchmark for measuring improvement.

Develop CVI committee terms of reference review process. All committees to have current and relevant terms.

Develop & implement a succession plan. Identified pathway for governance succession.

Adopt VicSport Good Governance Toolkit as best practice. VicSport Toolkit used by CVI as governance resource.

Policy development and reviews. Up to date & relevant policies.

KPI - AT LEAST 95% COMPLIANCE TO THE VICSPORT GOOD GOVERNANCE TOOLKIT BY JUNE 2018.

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OUR MEMBERSALTONA YOUTH CLUB CALISTHENICSARDEN CRESCENT CALISTHENICS CLUBARIA CALISTHENICS INCASHGROVE CALISTHENICS CLUB INCAURORA CALISTHENICS COLLEGEAVONDE CALISTHENICS COLLEGEBALMORAL CALISTHENICS CLUBBANYULE CALISTHENICS CLUB INC.BEEJAY’S CALISTHENICS CLUBBENDIGO CALISTHENICS CLUBBENTLEIGH CALISTHENICS COLLEGE INCBERWICK CALISTHENICS CLUBBLACKBURN CALISTHENICS COLLEGEBORONIA CALISTHENICS COLLEGE INCBOX HILL WESLEY CALISTHENICS INCBUNDOORA CALISTHENIC CLUBCANADIAN BAY CALISTHENIC COLLEGE INCCARDINIA CALISTHENIC CLUB INCCARWEN CALISTHENIC COLLEGECERES CALISTHENIC CLUB INCCHADSTONE CALISTHENICS CLUB INCCHELSEA CALISTHENIC CLUB INCCLOVERDALE CALISTHENICSCRANBOURNE CALISTHENIC COLLEGECROWN CALISTHENIC COLLEGEDIAMOND CREEK CALISTHENICS CLUB INCDONCASTER CALISTHENICS CLUB INCDONVALE CALISTHENICS CLUBDORSET CALISTHENIC COLLEGEDRESDEN CALISTHENIC COLLEGEEAST GIPPSLAND CALISTHENICS INCEASTSIDE CALISTHENIC COLLEGEELLANDA CALISTHENICS COLLEGEELTHAM CALISTHENIC COLLEGEEMMANUEL CALISTHENIC INCFERNLEIGH CALISTHENICS CLUB INCFINDON CALISTHENICS CLUB INCGEELONG CALISTHENICS COLLEGEGLENROY CALISTHENICSGRAMPIANS CALISTHENIC COLLEGE INCGREATER VALLEY CALISTHENICS CLUB INCHAWTHORN CALISTHENICSHEATHERGENE CALISTHENICS INCHIGHETT YOUTH CLUB INCHORSHAM CALISTHENICS COLLEGEJ’ADORE CALISTHENICS CLUBJANELLE CALISTHENICS COLLEGEJAYDE CALISTHENIC CLUBJEADEN CALISTHENICS COLLEGEJOULLE CALISTHENIC ACADEMYK & K CALISTHENICSKALLARA CALISTHENICS COLLEGEKAROO CALISTHENIC COLLEGE

KARRINGTON CALISTHENICS CLUBKENDARA CALISTHENIC COLLEGEKEYZPARK CALISTHENIC CLUB INCKINGSTON CALISTHENICS COLLEGE INC.KNOX WAVERLEY CALISTHENICS CLUBKRISTAR CALISTHENICS COLLEGELARINDA CALISTHENICS COLLEGELAURIMAR CALISTHENICS COLLEGELEAWARRA CALISTHENICS CLUB INCMACEDON RANGES CALISTHENIC COLLEGEMAJESTIC CALISTHENIC COLLEGEMAROONDAH CALISTHENICS CLUB INCMELTON CALISTHENICS CLUB INCMERINDA CALISTHENIC COLLEGE INCMERNDA CALISTHENIC CLUBMILDURA CALISTHENICS CLUB INCMILLBROOKE CALISTHENIC CLUBMT SHADWELL CALISTHENICS CLUB INCMURRAY RIVER CALISTHENICS CLUBNARRE WARREN CALISTHENICS CLUB INCNEWPORT CALISTHENICS CLUBNOTTINGHILL CALISTHENIC CLUBOCEAN GROVE CALISTHENIC COLLEGE INCOVENS VALLEY CALISTHENIC COLLEGEPARAMOUNT CALISTHENICS COLLEGEPENTLAND CALISTHENICS COLLEGE INCPORTLAND CALISTHENICS CLUBRAIEBURN CALISTHENICS INCREGENCY CALISTHENIC COLLEGEREGENT CALISTHENICSRICH RIVER CALISTHENICS CLUB ROBYNMORE CALISTHENICS COLLEGEROMSEY JADES CALISTHENICSROSELIND CALISTHENICSROXVALE CALISTHENICS COLLEGESABELLE CALISTHENICS CLUBSORELLA CALISTHENICS CLUBSOVEREIGN CALISTHENIC COLLEGEST MARK’S CALISTHENICS CLUB INCSTERLING CALISTHENICS INCSTUDIO ARCSUNBURY SCHOOL OF CALISTHENICS INCSURFCOAST CALISTHENICSSWAN HILL CALISTHENICS CLUBTOORADIN CALISTHENICS CLUBVOLAIRE CALISTHENICS COLLEGE INCWARRANDYTE CALISTHENICS COLLEGE INCWARRNAMBOOL CALISTHENICS CLUB INCWESTAIRE CALISTHENICS COLLEGE INCWESTCOAST CALISTHENICS CLUB INCWINGROVE SCHOOL OF CALISTHENICS WODONGA CALISTHENIC ACADEMY

LIFE MEMBERS1987 Betty Bennett*1987 Lois Magennis*1987 Bill Dahl*1987 Rod Gale*1987 Norm Plant*1987 Ethel Blackeby*1987 Vera Hopton*1987 Joy Fildes*1991 Bill Woodward*1994 Betty Corrigan1995 Margaret Lingham1996 Brenda Green1998 Gwenda Lucas1999 Bev Gorman 2001 Jeanette Schreck*2001 Bev Gaudion2001 Joan Lloyd*2002 Jan Lavender2002 Wayne Jones2003 Joy Smith 2003 Trish McLeod2003 Margaret Campbell2004 Peter Cohen2005 Norm Pearce2006 Judy Currie2007 Barbara Elliott2008 Lynne Hayward2010 Barbara Nickless2010 Liz Hickey2015 Judith Baird2015 Julie Fox

(*deceased)

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OUR GOVERNMENT AND CORPORATE PARTNERSGOVERNMENT PARTNERS

MAJOR PARTNERS

SPONSORS

2322

Office 6, 104 Ferntree Gully RoadOakleigh East, Melbourne, Victoria 316603 9562 6011 admin@calisthenics.asn.au

www.calisthenics.asn.au

CALISTHENICSVICTORIA INC.

Strategic Plan 2016-18

CALISTHENICSVICTORIA INC.

LET’S CREATE A BRIGHTER FUTURE.