CALISTHENICS VICTORIA INC

CALISTHENICS
VICTORIA INC.
Strategic Plan 2016 - 18

CONTENTS
A MESSAGE FROM...
A message from the President and CEO..........................3
Our people............................................................................4
Our role and strategic overview .......................................5
Goal 1: Support our people................................................6
Goal 2: Effective communication.................................... 10
Goal 3: Cultural development ......................................... 12
Goal 4: Improve financial sustainability......................... 16
Goal 5: Deliver organisational excellence...................... 18
Our members.................................................................... 22
Our government and corporate partners...................... 23
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 Wijeratne
President
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 Brown
CEO
GLOSSARY
AAB Adjudicators Advisory Board
ACF Australian Calisthenic Federation
ASCA Australian Society of Calisthenics Adjudicators
CEO Chief Executive Officer
CVI Calisthenics Victoria Incorporated
EPP Elite Performance Program
VCCA Victorian Calisthenic Coaches Association
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OUR PEOPLE
OUR ROLE
VCCA
Calisthenics 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.
STRATEGIC OVERVIEW
OUR VISION
OUR MISSION
BOARD
CALISTHENICS
VICTORIA INC.
COMMITTEES
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
CVI BOARD
President
Secretary
Director of Finance
Director of Competitions
Director of VCCA
Director of ASCA
3 General Members
ASCA (VIC)
COMMITTEES
Good Governance Working Party
Victorian Competition Committee
CVI State Championship Committee
CVI Grading (Teams) Committee
CVI Grading (Solo) Committee
CVI State Team Committee
Elite Performance Program Committee
CVI Compliance Committee
1. Support our
people
OUR VALUES
Collaboration
2. Effective
communication
Professionalism
3. Develop
a culture
reflective of our
values
Transparency
4. Improve
financial
sustainability
Integrity
5. Deliver
organisational
excellence
Trust
AFFILIATED
ORGANISATIONS
VCCA
ASCA (Victorian branch)
Working
together and
inspiring
results through
teamwork
Consistent
conduct of a
high standard
To be open and
honest in our
dealings
A commitment
to ethics,
showing
respect for
diversity, taking
time to listen
and remaining
positive
Building
respectful
relationships
that last a
lifetime
4
* The vision and mission for calisthenics will be
further refined during the re-branding process.
5

GOAL 1.
SUPPORT
OUR PEOPLE
ACTION
LONG TERM TARGET.
A professional club network and excellence in member satisfaction.
Competition review and reform.
To achieve this Calisthenics Victoria will work towards the following actions and outcomes.
Consultative review and policy on creative and legally
compliant digital light projections (DLP).
STRATEGY 1.1 DELIVER A SPORT THAT IS FAMILY FRIENDLY AND BALANCED.
Consultative review and policy on styling and costuming.
Joint review with ASCA, AAB, VCCA and ACF to connect
adjudication with styling, costuming and DLP compliance.
OUTCOME
Family friendly competition with improved format, scheduling
and locations.
Creative and legally compliant digital light projections.
Age appropriate styling and costuming.
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
Develop and implement a Volunteer Management Program.
Measure volunteer involvement and satisfaction.
OUTCOME
Clearly defined roles and support mechanisms.
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
Review and relaunch the Star Club Program.
OUTCOME
Enhanced club knowledge.
KPI - FULL COMPLIANCE AT STAR 2 FOR ALL CLUBS BY DECEMBER 2017.
STRATEGY 1.4 DEVELOP STRONGER PATHWAYS FOR COACHES.
ACTION
Build upon ACF coaching skills content.
Develop and implement a flexible online education
platform.
OUTCOME
Training material that complements ACF coaching skills
content.
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
A structural review of the skills program.
OUTCOME
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
A CVI human resource review.
OUTCOME
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
Develop and implement an incident and injury reporting
mechanism.
Establish a compulsory working with children check.
Establish a relationship with The Butterfly Foundation.
OUTCOME
Increased participant safety at club level.
Increased participant safety.
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
ACTION
LONG TERM TARGET.
Steady annual growth with greater public appreciation and excellence in
member communication.
Develop and implement strategy.
ACTION
To achieve this Calisthenics Victoria will work towards the following actions and outcomes.
STRATEGY 2.1 DEVELOP AND IMPLEMENT A MARKETING AND COMMUNICATION STRATEGY.
OUTCOME
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.
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
Promote the Elite Performance Program and State Team.
Host a ‘Celebrating Calisthenics’ event.
Develop the Ambassador Program.
OUTCOME
Reward and recognition for participants and volunteers.
Recognition for member contribution.
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
Develop and implement a new member attraction
campaign.
Develop and relaunch Member Benefits Program.
OUTCOME
Additional members.
Member satisfaction, loyalty and retention.
KPI - 3% GROWTH IN TOTAL MEMBERSHIP AND 2% IMPROVED TOTAL RETENTION RATE BY DECEMBER 2018.
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GOAL 3.
CULTURAL
DEVELOPMENT
LONG TERM TARGET.
A sport that embodies collaboration, transparency, integrity, professionalism and trust.
ACTION
To achieve this Calisthenics Victoria will work towards the following actions and outcomes.
Produce a Brand Handbook ‘What is calisthenics’.
Host Brand Education Workshops (as part of Club
Development Workshop Series).
Integrate Brand values into Star Club program.
STRATEGY 3.1 ENCOURAGE AND SUPPORT STAKEHOLDERS TO LIVE THE BRAND.
Develop a brand plan to integrate brand into CVI and
calisthenics.
OUTCOME
Greater understanding and reference of agreed brand.
Active engagement with the brand.
Increased club engagement with the brand.
Creation of brand ambassadors.
KPI - 5% INCREASE IN NET PROMOTER SCORE BY DECEMBER 2018.
STRATEGY 3.2 DEMONSTRATE LEADERSHIP.
ACTION
Board and staff representation at key events.
Regularly profile leaders.
OUTCOME
Leaders visible and connected to membership.
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.
COLLABORATION
TRANSPARENCY
INTEGRITY
PROFESSIONALISM
TRUST
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Image courtesy of WinkiPoP Media

GOAL 4.
IMPROVE
FINANCIAL
SUSTAINABILITY
ACTION
LONG TERM TARGET.
A sport with a strong and sustainable financial position to support growth
and development.
Develop investment strategies.
To achieve this Calisthenics Victoria will work towards the following actions and outcomes.
Develop and implement a revised Sponsorship Plan.
STRATEGY 4.1 IDENTIFY OPPORTUNITIES TO DIVERSIFY REVENUE STREAMS.
Identify relevant grant opportunities with Government,
Trusts & Foundations.
Review and strengthen merchandise opportunities.
ACTION
OUTCOME
Supporting 1% annual increase in total revenue for
reinvestment.
Clear plan and corporate benefits linked to financial targets.
Applications submitted for relevant grant opportunities in
support of the strategic plan.
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.
Ensure effective budget management.
OUTCOME
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)
$
$
$
ACTION
Build Financial Management tools and requirements into
Star Club Program level 3*.
* Links with strategy 1.3.
3.3.2 Host a financial workshop as part of the
‘Club Workshop Development series’*.
* Links with strategy 1.6.
ACTION
Engage external consultant to conduct venue feasibility
study.
STRATEGY 4.3 BUILD FINANCIAL CAPACITY WITHIN OUR CLUBS.
OUTCOME
Star Club Program rewards and acknowledges healthy
financial club management.
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.
OUTCOME
Recommendations to be included in 2019 – 2021 Strategic
Plan.
KPI - CVI SHARES COMPLETED FEASIBILITY STUDY WITH MEMBERSHIP.
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GOAL 5.
DELIVER
ORGANISATIONAL
EXCELLENCE
ACTION
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.
Launch and implement Net Promoter Score.
Conduct an annual stakeholder satisfaction survey.
Implement consultative forums with Coaches, Adjudicators,
Administrators and family members.
ACTION
OUTCOME
Measure of satisfaction with CVI.
Measure of member satisfaction.
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.
Recruit and appoint a project based State Team Manager.
Launch a coaching application process to achieve the most
skilful coaching leadership.
OUTCOME
Clear and consistent state team 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
Develop & agree Coaching Committee Terms of Reference.
Develop and implement a financial, staff and management
amalgamation while retaining a strong coaching voice.
Develop an internal communications plan.
Develop integrated VCCA and CVI visual identity and
communications.
OUTCOME
Clearly defined, mutually agreed terms.
Mutually agreed process and timeline.
Transparency and understanding of process among Coaches.
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.
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STRATEGY 5.4 IMPLEMENT BUSINESS PLANNING, ANALYSIS AND INTERPRETATION.
ACTION
Develop and implement a 3-year plan.
OUTCOME
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
Review and implement an online registration process for
competitions, programs and applications.
OUTCOME
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
Establish CVI benchmark against VicSport Good Governance
Toolkit.
Develop CVI committee terms of reference review process.
Develop & implement a succession plan.
Adopt VicSport Good Governance Toolkit as best practice.
Policy development and reviews.
OUTCOME
Benchmark for measuring improvement.
All committees to have current and relevant terms.
Identified pathway for governance succession.
VicSport Toolkit used by CVI as governance resource.
Up to date & relevant policies.
KPI - AT LEAST 95% COMPLIANCE TO THE VICSPORT GOOD GOVERNANCE TOOLKIT BY JUNE 2018.
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OUR MEMBERS
ALTONA YOUTH CLUB CALISTHENICS
ARDEN CRESCENT CALISTHENICS CLUB
ARIA CALISTHENICS INC
ASHGROVE CALISTHENICS CLUB INC
AURORA CALISTHENICS COLLEGE
AVONDE CALISTHENICS COLLEGE
BALMORAL CALISTHENICS CLUB
BANYULE CALISTHENICS CLUB INC.
BEEJAY’S CALISTHENICS CLUB
BENDIGO CALISTHENICS CLUB
BENTLEIGH CALISTHENICS COLLEGE INC
BERWICK CALISTHENICS CLUB
BLACKBURN CALISTHENICS COLLEGE
BORONIA CALISTHENICS COLLEGE INC
BOX HILL WESLEY CALISTHENICS INC
BUNDOORA CALISTHENIC CLUB
CANADIAN BAY CALISTHENIC COLLEGE INC
CARDINIA CALISTHENIC CLUB INC
CARWEN CALISTHENIC COLLEGE
CERES CALISTHENIC CLUB INC
CHADSTONE CALISTHENICS CLUB INC
CHELSEA CALISTHENIC CLUB INC
CLOVERDALE CALISTHENICS
CRANBOURNE CALISTHENIC COLLEGE
CROWN CALISTHENIC COLLEGE
DIAMOND CREEK CALISTHENICS CLUB INC
DONCASTER CALISTHENICS CLUB INC
DONVALE CALISTHENICS CLUB
DORSET CALISTHENIC COLLEGE
DRESDEN CALISTHENIC COLLEGE
EAST GIPPSLAND CALISTHENICS INC
EASTSIDE CALISTHENIC COLLEGE
ELLANDA CALISTHENICS COLLEGE
ELTHAM CALISTHENIC COLLEGE
EMMANUEL CALISTHENIC INC
FERNLEIGH CALISTHENICS CLUB INC
FINDON CALISTHENICS CLUB INC
GEELONG CALISTHENICS COLLEGE
GLENROY CALISTHENICS
GRAMPIANS CALISTHENIC COLLEGE INC
GREATER VALLEY CALISTHENICS CLUB INC
HAWTHORN CALISTHENICS
HEATHERGENE CALISTHENICS INC
HIGHETT YOUTH CLUB INC
HORSHAM CALISTHENICS COLLEGE
J’ADORE CALISTHENICS CLUB
JANELLE CALISTHENICS COLLEGE
JAYDE CALISTHENIC CLUB
JEADEN CALISTHENICS COLLEGE
JOULLE CALISTHENIC ACADEMY
K & K CALISTHENICS
KALLARA CALISTHENICS COLLEGE
KAROO CALISTHENIC COLLEGE
KARRINGTON CALISTHENICS CLUB
KENDARA CALISTHENIC COLLEGE
KEYZPARK CALISTHENIC CLUB INC
KINGSTON CALISTHENICS COLLEGE INC.
KNOX WAVERLEY CALISTHENICS CLUB
KRISTAR CALISTHENICS COLLEGE
LARINDA CALISTHENICS COLLEGE
LAURIMAR CALISTHENICS COLLEGE
LEAWARRA CALISTHENICS CLUB INC
MACEDON RANGES CALISTHENIC COLLEGE
MAJESTIC CALISTHENIC COLLEGE
MAROONDAH CALISTHENICS CLUB INC
MELTON CALISTHENICS CLUB INC
MERINDA CALISTHENIC COLLEGE INC
MERNDA CALISTHENIC CLUB
MILDURA CALISTHENICS CLUB INC
MILLBROOKE CALISTHENIC CLUB
MT SHADWELL CALISTHENICS CLUB INC
MURRAY RIVER CALISTHENICS CLUB
NARRE WARREN CALISTHENICS CLUB INC
NEWPORT CALISTHENICS CLUB
NOTTINGHILL CALISTHENIC CLUB
OCEAN GROVE CALISTHENIC COLLEGE INC
OVENS VALLEY CALISTHENIC COLLEGE
PARAMOUNT CALISTHENICS COLLEGE
PENTLAND CALISTHENICS COLLEGE INC
PORTLAND CALISTHENICS CLUB
RAIEBURN CALISTHENICS INC
REGENCY CALISTHENIC COLLEGE
REGENT CALISTHENICS
RICH RIVER CALISTHENICS CLUB
ROBYNMORE CALISTHENICS COLLEGE
ROMSEY JADES CALISTHENICS
ROSELIND CALISTHENICS
ROXVALE CALISTHENICS COLLEGE
SABELLE CALISTHENICS CLUB
SORELLA CALISTHENICS CLUB
SOVEREIGN CALISTHENIC COLLEGE
ST MARK’S CALISTHENICS CLUB INC
STERLING CALISTHENICS INC
STUDIO ARC
SUNBURY SCHOOL OF CALISTHENICS INC
SURFCOAST CALISTHENICS
SWAN HILL CALISTHENICS CLUB
TOORADIN CALISTHENICS CLUB
VOLAIRE CALISTHENICS COLLEGE INC
WARRANDYTE CALISTHENICS COLLEGE INC
WARRNAMBOOL CALISTHENICS CLUB INC
WESTAIRE CALISTHENICS COLLEGE INC
WESTCOAST CALISTHENICS CLUB INC
WINGROVE SCHOOL OF CALISTHENICS
WODONGA CALISTHENIC ACADEMY
LIFE MEMBERS
1987 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 Corrigan
1995 Margaret Lingham
1996 Brenda Green
1998 Gwenda Lucas
1999 Bev Gorman
2001 Jeanette Schreck*
2001 Bev Gaudion
2001 Joan Lloyd*
2002 Jan Lavender
2002 Wayne Jones
2003 Joy Smith
2003 Trish McLeod
2003 Margaret Campbell
2004 Peter Cohen
2005 Norm Pearce
2006 Judy Currie
2007 Barbara Elliott
2008 Lynne Hayward
2010 Barbara Nickless
2010 Liz Hickey
2015 Judith Baird
2015 Julie Fox
(*deceased)
OUR GOVERNMENT
AND CORPORATE PARTNERS
GOVERNMENT PARTNERS
MAJOR PARTNERS
SPONSORS
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CALISTHENICS
LET’S CREATE A BRIGHTER FUTURE.
VICTORIA INC.
Strategic Plan
2016-18
CALISTHENICS
VICTORIA INC.
Office 6, 104 Ferntree Gully Road
Oakleigh East, Melbourne, Victoria 3166
03 9562 6011 admin@calisthenics.asn.au
www.calisthenics.asn.au