Workforce Development Plan 2020 2022
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Workforce Development Plan 2020 - 2022
CURRENT OPERATIONS
CAWA requires a broad range of workforce skills to support its operations and deliver on the following functions:
Develop participants at all levels in the sport, so that they have the opportunity to reach their full potential
Support 15 calisthenics clubs across the state
Support the training of coaches and adjudicators
Organise and administer all competitions and other events
Select and manage the state team,
Run the CaliSkills program
Effectively develop and market the sport of Calisthenics in WA
Manage the Swan Park Theatre, including:
Theatre hire
Stage management and lighting
Other services, such as the kiosk and cleaning
Maintaining sound financial practices
Other administrative functions such as developing policy, procedures, communication and applying for grants
Liaising with ACF; the National Body
CURRENT STRUCTURE
BOARD OF MANAGEMENT
President V. President DV President Secretary Treasurer Theatre Development Competitions Rules and Coaches Adjudicators Caliskills State
Chair Chair Chair Regs Chair Rep Rep Team
Tea
Office Accounts State Team
Administrator Service Development Adjudicators Personnel
distribution of Officer Society WA
correspondence Comps Rules
To BoM Committe Committee
e
Events Casual employees Theatre
Coaches WA
Coordinator including cleaning, Committe
kiosk and Theatre e
CALISTHENICS ASSOCIATION OF WA – WORKFORCE DEVELOPMENT PLAN 2020-22 2WORK RESOURCES
To carry out and manage the operations of the Association the following workforce resources are drawn upon
1. Board of Management:- Sourced from the CAWA membership base. Nomination or appointment is governed by the Constitution.
2. Volunteers:- Primarily from the CAWA membership base and individuals who previously had children in Calisthenics. Volunteers account for the majority of the
workforce base and are used for:-
Running CAWA Competitions and events
Back stage and Theatre operations at CAWA Competitions and events
Kiosk during CAWA Competitions and events
Running State Team
Caliskills; examination supervision (a small payment is awarded to cover travelling expenses)
3. Casual Employees:- Primarily sourced from the CAWA membership base and individuals who had previous involvement in Calisthenics. Casual employees are
used for:-
Theatre operations for external hirers
Kiosk management and kiosk – both at CAWA events and external hirers
Theatre Cleaning
4. Office Employees:- Individuals currently in the role were sourced from the Association’s membership base. CAWA employ three individuals part time:-
Office Administrator – 10 hours per week; currently working 5 hours each Tuesday and Friday
Development Officer – 15 hours per week: currently working 5 hours each Tuesday, Thursday and Friday
Events Coordinator and Administrator – 15 hours per week: currently working 5 hours each Monday, Thursday and Friday
5. Accounts Service Provider – sub contract basis; paid at a subsidised rate for an agreed set amount of hours
6. Coaches and Adjudicators:- for the Association’s operations Coaches and Adjudicators, in a voluntary, paid or honorarium capacity, are used for:-
State Team,
Cadet programs,
Caliskills programs (Coaches)
Adjudicating Competitions (Adjudicators)
WORK COMPLETED
As well as the regular operations to manage the workforce, up to the end of 2019 the following tasks have been completed:-
Constitution and By Laws,
A comprehensive review and update of all Board of Management positions’ duty statements. Completed the procedure for duty statement amendment,
With the resignation of the Development Officer at the end of 2017; a review was undertaken of the role and the skills set required. The individual who was
appointed possessed key marketing skills required to lift the profile of Calisthenics in WA,
After the Association was in a financial position to do so a new position of Events Coordinator and Administrator was created. Careful planning with respect to
budgeting for the newly created position, tasks that the position would undertake to streamline the Association’s operations and skills set required was
undertaken. The new Events Coordinator and Administrator was appointed in February 2019,
CALISTHENICS ASSOCIATION OF WA – WORKFORCE DEVELOPMENT PLAN 2020-22 3 The CAWA Events Volunteer Sign in and Sign out Register was created to account for the volunteers working in the Theatre at any CAWA event. First put into use
at the 2019 Solo and Duo Competition,
Comprehensive review of the State Team Policy and the duty statements for State Team personnel, State Team Coaches and Assistants and Coach Mentor was
undertaken and completed,
Communication channels were reviewed with a Communication Policy drawn up and adopted in 2019,
Duty Statement for the Accounts Service provider reviewed and updated,
New individuals within key roles within the Theatre such as lighting,
General Business Agenda – information provided prior to the meeting – resulting in more issues being dealt with.
KEY ISSUES
Calisthenics is in a sound position administratively and financially. It is led by a very active and committed board, many of whom fulfil a number of different roles at club
and association level. The association is in the fortunate position of having access to a purpose built facility in Swan Park Theatre, which brings a unique set of
requirements to the administration of the sport and the skills sets required of its staff (paid and unpaid).
On an Association level, the following issues impact the workforce and its development:-
Workload and time pressures for board members are significant, which can sometimes compromise the association’s strategic focus and planning.
The lack of succession planning and hand over procedures in most Board of Management positions.
The demands on family life are seeing a decrease in the number of individuals willing to volunteer.
A level of uncertainty exists about perceptions of the board/association and what members are seeking or expect from the board – noting that the larger clubs
are relatively self-sufficient and supply most of the board members.
Calisthenics owns the theatre but not the land on which it sits and the City of Swan is seeking a significant increase in the lease payments. The Association is
currently endeavouring to negotiate a suitable and an affordable rate.
Currently, CAWA has only 40 hours per week of paid employee time available to support its operations. With an increase in governance and compliance
demands on sporting organisations, the Association would benefit from a Planning and Compliance Officer. Although the Association is in a good financial
position, it would not be able to support a position such as this long term based on its profit margins
Given the number of committees and programs, within Calisthenics, just knowing what is going on (communication and coordination) can sometimes be
challenging.
Retention of accredited coaches is an issue – more coaches are needed and this, along with the availability of suitable venues, serves to constrain growth across
the sport.
At times Clubs require significant support in managing their affairs.
CALISTHENICS ASSOCIATION OF WA – WORKFORCE DEVELOPMENT PLAN 2020-22 4FUTURE OPERATIONS
CAWA has recently reviewed its strategic directions and now has in place a Strategic Plan that extends to the end of 2022. The Plan outlines the following key five
priorities:-
1. Cali (Our Business Model) Governance, efficiency and people
2. Participation
3. Profile
4. Performance
5. Swan Park Theatre and Facilities
With respect to the workforce the following goals are contained within Priority area 1:-
Provide support to our members to enhance the working relationship between members and CAWA.
Increase our volunteer base from in-house and external sources.
Increase the sense of community and worth of our volunteers.
Clear succession plans and duty statements for Board members, employees and volunteers.
WORKFORCE PLAN
The below Workforce Plan for 2020-2022 has been formulated having regard to:-
Meeting the goals contained in the 2020-2022 Strategic Plan,
Meeting the annual operations of the Association and
Addressing the key issues listed
CALISTHENICS ASSOCIATION OF WA – WORKFORCE DEVELOPMENT PLAN 2020-22 5WORKFORCE DEVELOPMENT PLAN 2020-2022
The below workforce plan endeavours to meet the Strategic direction, compliance, objectives and operations of the Association as well as addressing the key issues
within its control.
Timeframe –
Who will be when will the
Resources What is the Expected responsible for action be How do we know we have
Actions to be Taken Allocated. Result? actioning? complete? been successful?
BOARD OF MANAGEMENT
1. Undertake a board health check to ensure Existing Improved effectiveness and Nominated Board Board Health check undertaken
The Board is operating effectively and resources with efficiency in Board Member – December 2021 and actions taken to address
efficiently the support of operations. approach DLGSCI prioritised areas.
The board members are appropriately DSR to run workshop
supported and not ‘burning out’
2. Evaluate options for attraction,
recruitment and retention of Board members New Board members recruited.
including: Board members retained.
Increasing the CAWA’s membership Existing Increase the membership Secretary and Commence Jan Succession and hand over folders
base by advertising:- membership pool to gain Board Members Development 2021 used by New Board members.
Parents of two or more participants pool Officer Board work load decreased.
under the age of 18 - both can be
members.
Parents of participants 18 years and
over can become general members.
Advertising the Board positions up for CAWA’s Using new means to recruit Secretary and Commence fourth
nomination in the following year in Website and new Board members President Term 2020
fourth term Directors including those requiring
Targeting new board members that may advertising specialist skills. Board to Commence 2021
bring specialist skills from outside the pages investigate
sport
Reducing Board member workload by
delegating more tasks to the Current Reduced work load for Board to Commence 2022
committees of the various chairs or to resources individual Board Members investigate
the current employees
Development of succession plans and Current Gaining and retaining Board Indiv. BoM Commence 4th
CALISTHENICS ASSOCIATION OF WA – WORKFORCE DEVELOPMENT PLAN 2020-22 6Timeframe –
Who will be when will the
Resources What is the Expected responsible for action be How do we know we have
Actions to be Taken Allocated. Result? actioning? complete? been successful?
handover files for each BoM position. resources members members term 2020
Develop an induction process for new
BoM members. Current Gaining and retaining Board Effective streamlining between
Develop the record keeping system for resources members and expectations Sec/working party predecessor and successor.
BoM and CAWA known
4. Employ a Planning and Compliance Officer Funding/Cash Board to be freed up for BoM Review after Less pressure on BoM members,
reserves Strategy and reduce work DLGSCI funding CAWA operations enhanced.
load allowance 2021
3. Professional development of Board
members:- DLGSCI, Improving the skills of the Treasurer/BoM Ongoing Board’s skills set enhanced
Take up free training and seminars from Financial Board Budget to be
DLGSCI, Sports West and local reviewed for 2021
governments.
Allow a training budget to allow for
courses that will significantly increase
the skills set required to undertake roles
OFFICE EMPLOYEES
1. Annual review of each office employee to
ensure:-
All duties performed by the employee Current Efficiency within the office Relevant BoM Ongoing Employment resources
are reflected in the duty statement resources and CAWA’s operations position/s maximized
Contentment within the role Employee contentment CAWA operations ran efficiently
Reflection and suggestions of best
practices within the role
Goals are set and met.
2. Develop a performance review document
to be completed by employee and reviewer Current Improve the performance Treasurer/ February 2021 Improved effectiveness of annual
as part of the performance review process. resources management review of President reviews
office employees
3. Establish a professional development plan
to broaden the skills and knowledge base in DLGSCI, Increase skills set BoM/office emp 2021 Improved skill set and capabilities
areas identified as critical in carrying out the Other external of employees benefiting the
CALISTHENICS ASSOCIATION OF WA – WORKFORCE DEVELOPMENT PLAN 2020-22 7Timeframe –
Who will be when will the
Resources What is the Expected responsible for action be How do we know we have
Actions to be Taken Allocated. Result? actioning? complete? been successful?
role. Financial Association’s operations.
4. Refer Board of Management – Planning
and Compliance Officer.
CASUAL EMPLOYEES
1. Undertake a review of Casual employees’ Existing Compliance with the Awards Treasurer November 2020 Compliance in all but two rates.
wages to ensure compliance with the State resources Paying above in most cases.
Award rates Where lower, rates adjusted and
(note also applicable to Coaches) retrospective payments made.
2. Undertake a review of the record keeping Existing Efficient and accurate Treasurer/Events December 2020 Records centralised, with
system for casual employees. Ensure that all resources records maintained and Coordinator efficient location and ability to
records are centralised and compliant. compliance update.
(note also applicable for office employees)
3. Continue to cross train casual employees Existing A fluid casual employee Events Ongoing Less areas in the Theatre reliant
in different aspects of the theatre. resources workforce. Coordinator and on one or two personnel being
Back up for key theatre casual employees available.
positions such as lighting
VOLUNTEERS
1. Increase our Volunteer base:-
Make efficient use of the current Existing Increase in volunteer base BoM/Office Commence in An increase in the number of
Affiliation form. Members to complete resources employees 2021 volunteers on rosters.
page 2, indicating the areas of interest.
Diligent office follow up – recording External
areas of interest from members. markets
Look at external sources – eg individuals
who used to be involved in Cali, City of
Swan volunteer links.
2. Facebook marketing campaign to increase
awareness of ALL Volunteer roles and what Existing Increase in volunteer base BoM/ Commence in Increased volunteer base,
Volunteers do for the Association. Photos to resources An appreciation of how Development 2021 – rolling appreciation and connectivity
CALISTHENICS ASSOCIATION OF WA – WORKFORCE DEVELOPMENT PLAN 2020-22 8Timeframe –
Who will be when will the
Resources What is the Expected responsible for action be How do we know we have
Actions to be Taken Allocated. Result? actioning? complete? been successful?
be taken of individuals undertaking roles volunteers help Officer over into 2022 More volunteers remaining.
accompanied by ‘catchy’ brief info, who the A connection between
individuals are, what they are doing, how it volunteers and the Cali
helps the Association. Concentrate over community
comps – one role per week.
3. Retain volunteers:-
Making the volunteer experience a Existing Increasing volunteer BoM/ Ongoing Increased acknowledgement and
positive one; offer assistance where Resources appreciation and worth Secretary retention.
required, good training, welcoming,
take on feedback they offer.
Acknowledgement:- through Life
membership, Outstanding Volunteer,
Halliday Award and Frank Boan Award
Christmas function – thanking
volunteers
Existing Decrease area where Treasurer/ December 2021 Preservation of the volunteer
4. Kiosk review – determine if kiosk can be resources/ volunteers are required Events resource base.
ran with paid casual employees. How will this Financial Coordinator
be funded?
External Comp Streamlining the use of BoM 2021-2022 Efficient use of volunteer base
5. Competition Running review Systems volunteers
Existing Develop the volunteer skill Experienced 2021-2022 Fluid volunteer workforce
6. Professional development – eg run a resources base volunteers
lighting board course etc
The above should steer the way for the
strategic plan to be met – increase and retain
volunteers, acknowledge worth, connection
with the wider community as well as efficient
use of volunteer resource.
CALISTHENICS ASSOCIATION OF WA – WORKFORCE DEVELOPMENT PLAN 2020-22 9Timeframe –
Who will be when will the
Resources What is the Expected responsible for action be How do we know we have
Actions to be Taken Allocated. Result? actioning? complete? been successful?
ACCREDITED COACHES AND ADJUDICATORS
COACHES
1. Explore ways to recruit and retain Coaches Existing Maintaining and increasing Coaches WA Ongoing
Continue to promote the cadet program Resources the number of coaches
to existing members. entering the coaching
Note:- an increase of retention within the program.
sport will improve the number of
participants eligible to enter the cadet and Increase in the number of
coaching programme. participants in the Cadet program
Market the streamlined Level 1
Accreditation process to coaches who Number of coaches returning to
have left Calisthenics. Calisthenics.
With ACF explore an easier pathway for
recreation only coaches. Increased number of coaches.
Clubs to work together to share
coaching resources. Increased percentage of coaches
2. Develop Coaches skills:- retained
Mentoring services offered by senior Senior Enhance experience and Coaches WA/BoM Ongoing
coaches to new coaches Coaches increase opportunities
State Team, Frangipani, Holiday Existing improve coaching skills and
Programs and Caliskills programs resources to retain coaches
3. Continue to recognise coaches and their
achievements through:- Existing Improve retention of BoM/ Ongoing
Amanda Young Cadet Award resources coaches through Development
RAC Sports Star Awards appreciation Officer
Social media
ADJUDICATORS
Explore ways to recruit and retain Existing Maintaining and increasing Adjudicating Ongoing
Adjudicators resources the number of adjudicator Society
Continue to promote the cadet program cadets Increase in the number of cadet
to aspiring Adjudicators. adjudicators affiliated with WA
Continue the distance education branch
CALISTHENICS ASSOCIATION OF WA – WORKFORCE DEVELOPMENT PLAN 2020-22 10program.
2. Continue to recognise adjudicators and Existing Retention and value of Adjudicating Commence point Increase in adjudicators retained.
their achievements through resources adjudicators society/ BoM/ 2 in 2021
RAC Sports Star Awards Development
Social media and event programs – Officer
introducing our adjudicators with a
short history of how they started Cali
and their achievements
COMMUNICATION PROCESSES:
1. Improving the capacity to communicate
with clubs, members and the general public Existing Increased efficiency and Development Ongoing/ ICT changes introduced,
by: resources and effectiveness in Officer/BoM Website
Creating a new website. utilisation of communication processes completed 2020 Increased number of volunteers
Continuing to use Social media forums National and activities. joining committee activities due
to keep members updated. Distribution of to understanding of operations
Continuing the strategy of hosting Profits Improved understanding of and requirements
Council Meetings where Club reps and Associations and committee
BoM members attend. activities and requirements.
2. Review the Communication Policy and
educate Clubs as to its existence and content.
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