CRICKET AUSTRALIA - Volunteer Management Framework

Volunteer

Management

Framework

CRICKET AUSTRALIA

VOLUNTEER MANAGEMENT FRAMEWORK

Disclaimer

Contents

Cricket Australia RECOGNISE'S THAT volunteers are the life-blood OF

A CLUB OR ASSOCIATION and are essential in ENSURING cricket is fun,

competitive, socialand safe.

Like most sports, there is a high

turnover of volunteers, with

recruitment and retention activities

representing an ongoing demand

on resources.

Though advances in technology

are improving the collection and

dissemination of information to

volunteers, volunteering remains a

‘people-based,, face-to-face game’.

VOLUNTEERS ARE INCREASINGLY

BECOMING MORE PREPARED TO

COMMIT TO A WELL-ORGANISED AND

PROFESSIONAL ORGANISATION FOR

A SPECIFIC TASK AND/OR A FINITE

PERIOD. TO THIS END, CRICKET

AUSTRALIA HAS DEVELOPED A

VOLUNTEER MANAGEMENT FRAMEWORK

TO ASSIST AFFILIATED ASSOCIATIONS

AND CLUBS ENHANCEA VOLUNTEER’S

EXPERIENCE AND TO DEVELOP THE

EXPERTISE OF VOLUNTEERS.

It is acknowledged that a number

of strategies and initiatives are

already undertaken by Cricket

Australia, other State and Territory

Cricket Associations, affiliated

Associations and Clubs to recruit

and retain volunteers.

The Volunteer Management

Framework is a holistic approach

to volunteering which is applicable

across all levels of cricket in Australia

i.e.: State-Associations-Clubs.

Each level of cricket can utilise

theplan to;

» review existing activities,

» assess the gaps, and

» introduce new activities.

Over the past decade, statistics

indicate that trends in volunteering

have significantly changed. Families,

and people in general, lead such

busy lives that the time to commit

and take part in volunteering at the

local cricket Club or Association is

becoming increasingly harder.

One of the targets for cricket in

Australia is to increase participation

substantially and inspire Australia’s

next generation of players, fans

and volunteers. In Australia, we are

experiencing a steady increase of

junior participation through our

junior Clubs. It is crucial that the

experience young boys and girls

are having on their cricket journey

at a young age continues until they

reach senior cricket. Our Clubs

need to be well organised and be

efficiently run with a strong base

of volunteers. Clubs must prioritise

how they manage volunteers to

ensure longevity of cricket at a

community level.

Introduction

INTRODUCTION 3

Volunteer Management Framework 4

Volunteer Management Plan 5

1 Recruitment 6

2 PLACE 10

3 INDUCT 13

4 TRAIN 13

5 SUPERVISE 15

6 RECOGNISE 17

7 REPLACE 18

CONTACTS INSIDE BACK COVER

Acknowledgements

The National Volunteer Management Framework

has been developed using the Western Australian

Cricket Association (WACA) Volunteer Management

Framework as a guide. Cricket Australia, in partnership

with the WACA, have adapted the WACA model to be

suitable for adoption on a national scale.

Special thanks is extended to the WACA, in particular

AlanSinger, and the broader WACA Game and Market

Development team for researching, coordinating and

preparing the Volunteer Management Framework, with

support from Cricket Australia staff.

This document is published by Cricket Australia to provide general information

only. Although every effort is made to ensure that information in this document

is accurate, Cricket Australia is not responsible for the continued accuracy of the

information, the application of that information or for any errors, omissions or

inaccuracies in any information contained in this document. The publication of

information in this document does not constitute a representation or warranty

either express or implied, that the information has been approved or tested

by Cricket Australia or that it is suitable for general or particular use. Readers

should exercise their own skill and care with respect to its use. Before relying on

any information contained in this document, readers should carefully evaluate

the accuracy, completeness, appropriateness and relevance of the information,

and should obtain appropriate professional advice relevant to their particular

circumstances.

Key contributors

» Tamara Mason

» Grant Poulter

» Andrew Ingleton

» Mark Simpson

» Paul Milo

» Belinda Clark

» Matthew Betsey

» Andrew Caldwell

» Sonya Thompson

» Cameron French

» Sinead O’Hara

» John Watkin

» Tavis Vallance

» William Rice

» Marita Forss

» Emily Cross

VOLUNTEER MANAGEMENT FRAMEWORK VOLUNTEER MANAGEMENT FRAMEWORK

2 3

The Volunteer Management Framework incorporates:

Cricket Australia understands that all Clubs are unique and that the number of volunteers differ from Club to

Club. TheVolunteer Management Framework has been developed to assist Clubs with managing their volunteers.

Notevery Club will be in a position to utilise every action point throughout the framework, however Clubs are

encouraged to begin tophase action items into their day-to-day volunteer operations.

VOLUNTEER MANAGEMENT FRAMEWORK

Figure 1

Volunteer

Management

Easy Wins

VOLUNTEER

MANAGEMENT PLAN

Articulates all aspects of

recruiting and retaining

volunteers in AUSTRALIAN CRICKET

Volunteer Coordinators

and Community Cricket

Clubs responsibility

VOLUNTEER MANAGEMENT

ACTION PLAN

Lists the outstanding work to be

completed to fulfil the Volunteer

Management Plan

STATE SPORTING ASSOCIATIONS

to work alongside Community

Cricket Clubs

The Volunteer Management Plan has two core functions:

1. Recruiting volunteers

2. Retaining volunteers

Both functions are continuous and must work in conjunction with each other to be most effective.

The success of the plan is dependent on the motivation of each level of cricket wanting to improve

a volunteer’s experience in cricket. If there is little or no motivation, then we shouldn’t expect

volunteers to reciprocate the same motivation.

VOLUNTEER MANAGEMENT PLAN

The Seven Cycles of Volunteer Management

1 Recruitment

Recruiting the right people into the right roles at your Club or Association is vital. This can

include identifying tasks and roles, the time and number of volunteers required, who does

the task and role now, and when will it finish.

2 Place

The process of promoting the tasks to be completed, attracting volunteers to do the tasks,

screening a volunteer’s suitability to perform the task, selecting and appointing volunteers to roles.

3 Induct

The process of welcoming volunteers to the Club or Association, informing volunteers of Club

or Association policies and procedures, and establishing preferred communication methods.

4 Train

Educating volunteers on specific information for the role, and additional learning and

development opportunities to enhance knowledge and skills.

5 Supervise

The process of monitoring and providing feedback to the volunteer on performance in

achieving the tasks.

6 Recognise

The process of acknowledging a volunteer’s contribution.

7 Replace

The process of filling vacated positions and the importance of succession planning.

Large Club

Multiple teams

Juniors AND Seniors

» Appoint a Volunteer

Coordinator to

the Committee

» Provide an opportunity

for volunteers to take

part in an exit interview

as they leave the

volunteering role

Medium Club

Juniors and Seniors

» Start to adopt

policies for the Club

» Ensure new volunteers

are inducted into the

Club appropriately

» Encourage coach and

entry level coordinator

training offered by the

State and Territory

Cricket Associations

Figure 2

Volunteer

Management

Cycle

Small Club

1-2 Teams

• Develop role descriptions for

each volunteer

• Add volunteers to each Committee

meeting as an agenda item

• Keep an up-to-date register of

all volunteers including contact

details, Working with Children

checks (WWCC) and/or other

licences and accreditations

VOLUNTEER MANAGEMENT FRAMEWORK VOLUNTEER MANAGEMENT FRAMEWORK

4 5

Position descriptions should outline

1.1 VOLUNTEER COORDINATOR

ACTION

It is recommended that each affiliated

Association or Club’s management Committee

appoint a Volunteer Coordinatorto implement

the VolunteerManagement Plan.

Most Associations and Clubs appoint people to key

positions, such as President, Treasurer or Secretary,

who provide direction and manage the administration

of the Club and Association. Very few have considered

or reviewed the way they manage their greatest

resource: volunteers.

The Volunteer Coordinator is committed specifically to

seeking new volunteers, assisting volunteers to perform

their role and promoting further opportunities to

develop volunteers. While this role may not be possible

in all Clubs and Associations, the importance of a

designated person to oversee the operations of a Club’s

volunteers is crucial to the running of the Club.

The management Committee will seek and identify

anappropriate person for the role.

1.2 VOLUNTEER PLACEMENTS

ACTION

The Volunteer Coordinator will establish

the affiliated Association or Club’s volunteer

roles. This is a list of each volunteer role,

the volunteering period and possible

volunteers tofill the role.

It is an essential planning tool which answers

key questions in attracting volunteers and

succession planning.

Questions

» What jobs need to get done?

» Who is doing them now?

» How long has the volunteer made a

commitment for?

» Who can fill the role if it is suddenly vacated?

» Who could possibly do the role in the future?

It is a similar process to identifying talented players

andplanning their development pathway.

Placements

Volunteering occurs through three different processes:

1. Set-term volunteer placements

2. Ongoing volunteer placements

3. One-time volunteer opportunities

Set-term volunteer placement

Set-term volunteer placements have a specified

time set for the role before it becomes automatically

vacant and available for another volunteer to do,

or for the incumbent to reapply. These positions

may be elected, (Committee or officer), appointed

or self-appointed (management Committees, Club

officers, representative and advisory Committees,

coaches,umpires, team managers and scorers).

Ongoing volunteer placement

Ongoing volunteer placements are based on the

incumbent's decision to continue in a role together with

satisfactory performance. This work is ongoing and

continuous throughout the year. These positions are

usually appointed such as Volunteer Coordinators, Bar

Managers, Canteen Managers and Statisticians.

One-time volunteer opportunities

One-time volunteer opportunities are casual

placements for a one-off event or activity such as

araffle or BBQ.

1 RECRUITMENT

1.3 POSITION DESCRIPTIONS

ACTION

The Volunteer Coordinator, in conjunction

withthe incumbent volunteer, will write

position descriptions for each volunteer role.

Template cricket volunteer job descriptions can

be found on the Club section of the MyCricket

Community Cricket website; a one stop shop

for all of your Club Cricket needs online:

community.cricket.com.au/clubs/running-

your-club/volunteers/volunteer-job-

descriptions

Most volunteer roles are listed in constitutions or by-

laws, however, additional information is required to

assist volunteers.

A simple and easy-to-read position description allows

prospective volunteers to match their skills, experience,

interests and time to a role before committing to it.

Likewise, it allows volunteers to be identified and

matched to roles.

PRESIDENT

VICE PRESIDENT

TREASURER

VOLUNTEER

COORDINATOR

REGISTRAR

COACH

CONVENER

UMPIRE

CONVENER

SECRETARY

GENERAL

COMMITTEE

MEMBER

GENERAL

COMMITTEE

MEMBER

UNIFORM

CONVENER

EQUIPMENT

OFFICER

WEBSITE &

NEWSLETTER

FUNRAISING

AND EVENTS

GENERAL

COMMITTEE

MEMBER

Figure 3

EXAMPLE Club Cricket Committee

Organisational chart

ACTION

The Volunteer Coordinator will maintainand

promoteanup-to-date organisational chart.

All position descriptions and an organisational chart

should be easily accessible e.g.: on the affiliated

Association or Club’s website or notice board.

Appointing a Volunteer Coordinator, writing the

position into your constitution and displaying it in your

Committee structure (see image below as an example),

is a great way to publicly advertise your commitment to

the volunteers you engage. This will also ensure there

is continual and consistent commitment to volunteer

management by your Association or Club.

» Member Screening Requirements such as

reference checks

» Criminal Record Checks and Working with

Children Checks (or equivalent requirements)

» Duties to be performed

» Time commitment

» Pre-requisites for the role:

» Skills and experience

» Licenses, qualifications or accreditations

» Codes of Behaviour/Codes of Conduct

» Supervisory and reporting requirements

» Out-of-pocket expenses policy

VOLUNTEER MANAGEMENT FRAMEWORK VOLUNTEER MANAGEMENT FRAMEWORK

6 7

How the Volunteer Coordinator fits within a Club's

and Association's Committee structures may vary

depending on your size, number of volunteers and the

degree of importance that you place on managing

volunteers. Smaller Clubs and Associations may find it

more suitable for the Volunteer Coordinator role to be

incorporated into an already existing role

(e.g. Vice President or Secretary).

The Volunteer Coordinator acts as the link between

the management Committee and the volunteers

themselves. TheVolunteer Coordinator does not

necessarily supervise or manage the volunteers, but

manages the volunteer plan and volunteer policies.

Position Description

Volunteer Coordinator

As with any position (paid or unpaid), a position

description for the role of Volunteer Coordinator is vital.

The following is an example of a position description.

ACTION

The Volunteer Coordinator will

receivetheirown jobdescription.

Ensure that the subject of volunteers is carried over

at each Club and Association meeting on the agenda.

If it’s not on the agenda, it increases the likelihood of

not being spoken about. Encourage your Committee

to start talking about the topic of volunteers in a

structured approach.

Below is a list of position descriptions for standard

volunteer roles within Australian Cricket Associations

and Clubs. Position descriptions can be located at

community.cricket.com.au/clubs/volunteers/volunteer-

job-descriptions

1.4 CONDUCT ANNUAL REVIEW

ACTION

An annual review will be conducted by

theVolunteer Coordinator before season's

end,inpreparation for next season.

The Annual Review will:

a. Review all volunteer position descriptions with

theincumbent volunteer to ensure the description

complies with legislation, Club or Association

policies andaccurately reflects the role.

b. Set dates for next season’s inductions,

interviewsand training courses/workshops.

c. Re-quantify volunteer roles.

d. Identify individual volunteer training and

development opportunities.

e. Determine recruiting strategies and

coordinateaseason review.

f. Determine whether any volunteers require an

update of their Working with Children and/or

Police Check and any other annual requirements.

1.5 OUT-OF-POCKET EXPENSES

ACTION

The affiliated Association or Club must review

annually its guidelines on reimbursingout-of-

pocket expenses.

Expenses might include such items as fuel to attend

meetings or matches, telephone calls or printing.

Questions

» What is considered ‘extraordinary’ out-of-

pocketexpenses?

» Is there a financial cap for an expense?

(e.g. Club will pay a coach’s phone bill capped

at$20a month)

» What is the process and requirements to claim

out-of-pocket expenses? (e.g. receipts required,

logbooks, claim must be made within 30 days)

» Who can approve the expense claim?

(e.g. Treasurer, management Committee)

1.6 INSURANCE

ACTION

The affiliated Association or Club will provide

appropriate insurance cover for volunteers.

The policy schedule will be reviewed annually.

Information regarding legal responsibilities, and

insurance cover and claims, should be made available

tovolunteers as part of the induction process.

1.7 COMMUNICATION

ACTION

The Volunteer Coordinator will ensure each

volunteer is meaningfully communicated

withat least once a month on their role.

Though technology enhances the dissemination

andincreases access to information, the key strategy is

to educate volunteers where to find the information.

The importance of cyber safety within Clubs and having

a policy so that all members and Volunteer Coordinators

know what is appropriate behaviour is crucial.

Communication preferences should be to:

1. Person-to-person (phone or meeting)

or group meeting

2. Email

3. Club website and MyCricket

4. Newsletter

5. Social media including Facebook

For more information on how to develop a social

mediapolicy and learn more about this topic,

pleasevisit the following link:

playbytherules.net.au/toolkits/social-media-toolkit

For more information on cyber safety

and cyber bullying, please visit:

esafety.gov.au/esafety-information/esafety-issues

1.8

A SPORT FOR ALL:

DIVERSITY & INCLUSION

Cricket is an inclusive sport that celebrates the diversity

of its participants regardless of gender, ethnicity, age

and religious beliefs. As a leading global sport, cricket

captivates and inspires people of every age, gender,

cultural background and ability, while building bridges

between continents, countries and communities.

Australian cricket has continued to improve its access to

a wide-range of non-traditional participants, including

women, Indigenous communities, people of non-English

speaking backgrounds and people with disabilities.

To find out ways in which your Club or Association

canbecome more inclusive of its surrounding

communities and start recruiting new members to

assist, grow and maintain your Club or Association,

please visit the following link and check out the

ASportfor All training and resources:

community.cricket.com.au/clubs/running-your-club/

a-sport-for-all

For any further information or assistance in becoming

a more inclusive environment for members and new

volunteers, please contact your State or Territory

Cricket Association and ask to speak to a staff

member from the Game and Market Development

orCommunity Engagement Team.

Figure 4 Example Club Role Descriptions

1 RECRUITMENT

PRESIDENT

SECRETARY

SAFETY

COORDINATOR

VOLUNTEER

COORDINATOR

TREASURER

COACH

TEAM

MaNAGER

TCHDAY

coordinator

UMPIRE

Cricket Blast

COORDINATOR

VOLUNTEER MANAGEMENT FRAMEWORK VOLUNTEER MANAGEMENT FRAMEWORK

8 9

2.1 ATTRACT

ACTION

As part of the annual review, the Volunteer Coordinator in conjunction with the

Committeemembers, will determine recruitment strategies to be implemented.

This includes, but is not limited to the following:

» Advertising internally through

existing communication channels.

» Identifying and personally

approaching individuals.

» Conducting information

workshops about roles.

» Establishing rosters.

» Externally advertising e.g. Seek

Whilst affiliated Associations or Clubs

may request an obligation to volunteer

as part of its membership conditions,

they should not coerce anybody

to volunteer.

It is recommended that junior Clubs

establish a match day volunteering roster

of parents to ensure work is evenly spread

among all rather than a few. Senior Clubs

should do the same with players. Rosters

should be determined and committed to at

the time of member registration.

The affiliated Association or Club should

provide comprehensive information about

each volunteer role on its website. This should

include position description for each role and

induction information.

If there is difficulty in identifying and placing

volunteers into roles, consideration needs to be

given to modifying the roles such as:

» Less elected, and more

appointed, volunteer roles.

» Breaking the role up into

smaller manageable tasks.

» Entrusting and delegating responsibility

to allow volunteers to get on with the job.

» Longer terms (3 years

rather than annually).

» Role sharing.

» Overlapping terms.

2 PLACE

2.2 SCREEN

See Club Support Program for State and Territory

specific legislation for working with children:

community.cricket.com.au/clubs/running-your-club/

club-support-program.

Volunteers will be assessed against the position

description and placed in activities that suit their

skills, interests, knowledge and experience. If a

volunteer is exempt from a Working With Children

Check (WWCC), consideration should be given to

the Volunteer National Police certificate and National

Police Certificate. Volunteers and paid staff should go

througha screening process such as reference checks

to ensure they are appropriate for the position they are

apply for.

Working with Children

Each State and Territory has its own legislative

requirements, which can be found below.

State and Territory Cricket Associations requires

Regions and Associations to ensure that their Clubs

and individual affiliates, including volunteers who are

involved with working with children (under 18), have

a current WWCC or National Police Check (where

exempt from WWCC or equivalent).

ACTION

Volunteers will meet with the respective

supervisor before commencing their role.

A standard interview checklist will be

providedoutlining a suggested meeting

formatandcore questions.

Steps to Screening

Remember, a WWCC, National Police Certificate

or Volunteer National Police Certificate does not

guarantee someone’s suitability to work inaClub or

Association. Responsible Clubs and Associationsneed

to use a number of risk management strategies to

ensure the selection of only the most appropriate

and suitable volunteers. Clubs and Associations are

encouraged to keep an up-to-date register of all

of its volunteers and currentWWCC/Police Check

information. In some States and Territories, this is a

legislative requirement.

Thefollowing steps illustrate a best practice model:

APPLICATION FORMS

CONDUCT INTERVIEWS

CONDUCT REFERENCE CHECKS

CRIMINAL RECORD CHECKS/WWCC

SIGNED AGREEMENTS

DETERMINE THE RISK OF THE VOLUNTEER POSITION

DEVELOP POSITION DESCRIPTION

Working with Children (OR EQUIVALENT) Links

ACT accesscanberra.act.gov.au/app/answers/detail/a_id/1804/session

NSW kidsguardian.nsw.gov. au/working-with-children/working-with-children-check

NT nt.gov.a u/emergency/community-safety/apply-for-a-working-with-children-clearance

QLD bluecard.qld.gov.au

SA police.sa.gov. au/services-and-events/apply-for-a-police-record-check

TAS justice.tas.gov.au/working_with_children

VIC workingwithchildren.vic.gov.au

WA workingwithchildren.wa.gov.au

VOLUNTEER MANAGEMENT FRAMEWORK VOLUNTEER MANAGEMENT FRAMEWORK

10 11

2.3 SELECT

A constant challenge in Clubs and Associations is the

limited choice when it comes to selecting volunteers.

Volunteer Coordinators may also find it a challenge

as volunteers are sometimes elected to positions,

particularly at Committee level. As a result, they may

not have the necessary skills or abilities to fulfil a

particular role, which sometimes is not clearly defined

in the first place. In other situations, a volunteer might

be recruited because a Club or Association needs an

extra “pair of hands” and not because of their particular

skills or abilities. These circumstances are difficult to

control and are often exacerbated by an under-supply

of volunteers. Despite these hurdles, it is important that

a selection and screening policy is in place to ensure

the volunteer is suitable for the role they fulfil.

The Club or Association has the right to refuse a

volunteer’s offer of service if:

» the volunteer's criminal record check/WWCC

returns a result that does not allow them to work

with children or raises concerns;

» there is a perceived or actual risk to the Club or

Association, or the volunteer’s health or welfare;

» the volunteer is not suited to the task or duties to

beundertaken;

» the desired duties or location are not available;

» the volunteer will not be covered by Club or

Association's insurance; or

» the volunteer does not comply with any reasonable

request for personal information (e.g. name, address,

personal and emergency contact details, and

police clearance).

ACTION

Appointments will be formally recognised by

a standard or personalised Welcome Letter.

Reference Check

Depending upon the position, it may be useful to

followup on a reference. Through identifying the

level of trust required of a position and asking specific

questions of the referees, the applicant’s suitability

maybe easier to determine.

Cricket Australia recommends reference checks for

positions including coaching, umpiring, and Committee

members. For more information on volunteer

management, please visit community.cricket.com.au/

clubs/volunteers/volunteer-management

These are all available for Clubs and Associations to

follow when inducting new volunteers into the Club

or Association and to be encouraged to distribute

amongst the Club's members.

ACTION

The Volunteer Coordinator or Committee

member will add volunteer roles and all other

Committee roles onto MyCricket prior to the

commencement of the season and conduct

regular maintenance over the course of a

cricket season.

ACTION

Upon election or appointment, volunteers

will be inducted into the affiliated Association

or Club’s policies, guidelines and safety

requirements prior to commencing the role.

Set-term and ongoing placed volunteers should

receiveaWelcome Letter and induction pack.

One-time or casual placement volunteers should

beprovided an induction briefing on the tasks to

becompleted.

The Volunteer Coordinator should use the induction

checklist as a guide to ensure the volunteer;

» is familiar with the Club or Association's objects

» understands their role

» understands lines of responsibility and supervision

» is aware of their rights and responsibilities

» feels welcome

» is aware of the Club and Association’s facilities

» receives a copy of all relevant policies

andprocedures

» understands occupational health and safety issues

» has met the relevant Committee members

orcoaches, and

» understands the Club's history.

A name badge

and shirt may be provided to clearly

identify volunteers.

For more information on volunteering, please visit

community.cricket.com.au/clubs/running-your-

club/volunteers

ACTION

As part of the annual review, the Volunteer

Coordinator will seek, plan and offer training

and development opportunities forvolunteers.

This will require the following:

» Understanding the current skills and qualifications

ofvolunteers

» Consulting with volunteers about their perceived

training needs.

» Identifying and informing volunteers of training

anddevelopment opportunities.

» Promoting an annual calendar of training and

development opportunities.

» Identifying training opportunities appropriate to

specific roles, such as meeting procedures for

meeting chairperson or financial management

processes for Treasurers.

All volunteer training and development opportunities

should be promoted through the affiliated Association

or Club’s normal communication channels.

All volunteers should undertake training specific to the

role as detailed in the position description.

Well-trained volunteers will feel more capable and

confident, increasing their volunteer experience. This in

turn will have a positive influence on volunteer retention.

In saying this, it is always important to consider flexible

training options to suit the needs of the busy volunteer.

In some cases, attending a training course, while

preferable, might not be feasible. A workable solution

however, may be to refer the volunteer to a publication

or website that provides relevant and up-to-date

information on the subject matter.

While cost is often seen as a barrier to providing

training opportunities to volunteers, it should be

perceived as an investment.

The Volunteer Coordinator is not usually responsible

for designing and delivering training and development

programs for volunteers. Their role is to do the following:

» Search for and gather information about

training opportunities.

» Keep a record of the skills, qualifications and training

courses attended by volunteers, or gained before or

during their time with the Club or Association.

» Regularly update the volunteer database with

volunteer qualifications, skills and experience.

» Consult with volunteers about their training needs.

» Evaluate the cost, effectiveness and relevance of

training programs and activities.

3 INDUCT 4 TRAIN2 PLACE

VOLUNTEER MANAGEMENT FRAMEWORK VOLUNTEER MANAGEMENT FRAMEWORK

12 13

Training Opportunities

State AND TERRITORY Associations

State and Territory Cricket Associations offer a

number of training courses aimed at ensuring umpires,

coaches, parents and all cricket administrators, at

all levels, receive intensive practical instruction in

the latest MyCricket information, rules and coaching

methods. Please visit your local State or Territory

Cricket Association website for upcoming training

opportunities, or make contact withyour local

Regional Cricket Manager to find out what’s coming

up in your local area.

VOLUNTEERING Australia

It is important for a Club or Association to provide

opportunities for volunteers to gain skills that are

necessary for their position. It is also important to

up-skill volunteers with training and development.

Volunteering Australia provides online training to

volunteers including certificates in active volunteering.

Contact: Volunteering Australia

Telephone: (02) 6251 4060

Email: marketing@volunteeringaustralia.org

Website: www.volunteeringaustralia.org

FIRST AID

First aid training can be organised through

St John Ambulance.

Contact: St John Ambulance

Telephone: 1300 360 455

Email: [email protected]

Website: http://stjohn.org.au/

Play by the Rules

Play by the Rules provides information on how to

prevent and deal with inappropriate behaviour.

This includes child protection, complaint handling,

discrimination, harassment, favouritism, bias and

various forms of abuse.

Play by the Rules offers free online training courses

for coaches, administrators, umpires and referees,

participants, volunteer, and Member Protection

Information Officers. The courses are short

(taking no more than two hours), may be done in part

or all at once, and make extensive use of case studies.

Cricket Australia highly recommends that the

Volunteer Coordinator undertakes the online training.

Website: www.playbytherules.net.au

our community

Our Community is an Australian organisation

whose aim is to build stronger communities

through strengthening community agencies.

Their comprehensive website has a number of

free online resources, articles and fact sheets of

relevance to volunteer training in a broad range of

areas including; IT, risk management, community

leadership, fundraising, boards of management and

themanagement of volunteers.

Contact: Our Community Pty Ltd

Telephone: (03) 9320 6800

Email: service@ourcommunity.com.au

Website: ourcommunity.com.au

A SPORT FOR ALL

Australian Cricket offers free inclusion and diversity

training for community administrators and volunteers

designed to increase participation amongst our

diverse communities.

Email:

Website:

[email protected]

co mmunity.cricket.com.au/clubs/

running-your-club/a-sport-for-all

The management Committee is accountable to

members who elected them to the position.

Other volunteers will operate under the direction of a

supervisor. This will be stated in the position description

or induction.

Supervision includes:

» Planning work to be achieved and providing

feedback on performance.

» Communicating logistical requirements for the work.

» Providing guidance so the volunteer achieves the

planned tasks effectively and efficiently.

» Ensuring records (time sheets, logs) are completed.

» Maintaining a safe environment.

To be more effective with volunteers, the Club

or Association should establish a supervisor-to-

volunteer ratio of no more than 1:9. (i.e. 1 supervisor to

9volunteers).

5.1 EVALUATION/FEEDBACK

The supervisor will offer on-going, regular and

immediate volunteer feedback.

Volunteers are encouraged to provide ongoing feedback

to supervisors and any volunteers they supervise.

Supervisors are to provide immediate

feedbacktovolunteers;

» of their performance and addressing conflict, and

» recognising “burnout”, or when a volunteer is feeling

stressed (either from volunteering, or because of

personal matters, etc.)

The management Committee will assess their

performance annually as part of its Governance Policy.

5.2 ADDRESSING CONFLICT

For matters which cannot be resolved immediately,

please refer to the affiliated Associations or Club's

licies regarding member protection.

Member Protection

Information Officer (MPIO)

MPIOs are people trained to be the first point of

contact within your Region/Association (or Club)

for any persons considering making a complaint or

claim under the Member Protection Policy. MPIOs

provide confidential, impartial and timely support and

information. They also provide information about the

local complaint resolution options available to address

the individual's concerns. Cricket Australia recommends

that each Association has a qualified MPIO. State and

Territory Cricket Associations around the country have

a number of staff who have completed the Member

Protection Information Course and who are available to

assist Associations and Clubs, if required.

Please visit the Cricket Australia Community website

community.cricket.com.au for State and Territory

contact details of an MPIO.

For more information on how you can become a MPIO,

or any other information, please head to the Cricket

Australia Community website:

community.cricket.com.

au/clubs/running-your-club/well-played

Understanding

Complaint Handling

In the perfect world, there would never be any

complaints and we wouldn’t need to understand

anything about complaint handling. Unfortunately,

we don’t live in a perfect world. Things can go wrong

and people have a right to complain and have their

concerns listened to and dealt with. The below link

explains the differences between an MPIO and a

Complaint Handler.

playbytherules.net.au/news-centre/hot-topics/

1454-understanding-complaint-handling

Play by the Rules provides a Complaint Handling Course

to volunteers; the link for this course is below.

It is succinct, user-friendly and features case studies,

practical scenarios and incorporate the latest interactive

technology.

playbytherules.net.au/component/content/article/ 45-

online-learning/online-learning/1305-complaint-

handling-course

5 SUPERVISE

4 TRAIN

VOLUNTEER MANAGEMENT FRAMEWORK VOLUNTEER MANAGEMENT FRAMEWORK

14 15

5.3 REPORTING A DISCLOSURE OR SUSPICION

Child reports or you observe or suspect an incident of child abuse

THE DEPARTMENT FOR CHILD PROTECTION AND FAMILY SUPPORT WITHIN EACH

STATE/TERRITORY, AND POLICE WITH GIVE ADVICE ON THE NEXT STEPS

If you suspect a child is in

danger or for emergencies

contact emergency

services on 000

Report to the State/

Territory Department

of Child Protection and

Family support or the

Police as soon as possible

Report to appropriate

person at the club who

documents details of the

incident ensuring the

State Sporting Association

procedures are followed

Volunteers should be recognised informally and formally.

It is acknowledged that a number of strategies and

initiatives are already undertaken by Cricket Australia,

and the affiliated State and Territory Associations and

Clubs to recognise volunteers.

Some recognition initiatives already in place in the

Australian Cricket Community are

» State Volunteer Function e.g. WACA / VIC / NSW etc.

» Regional Volunteer and Club of the Year Awards

» Youth Volunteer of the Year (male and female)

» National Volunteer of the Year

» Long Service to Cricket Award

» National acknowledgment of small,

mediumandlarge cricket Clubs

ACTION

The Volunteer Coordinator will assess

anappropriate recognition strategy for

eachvolunteer, either by observation or

byasking them.

A list of recognition initiatives together with each

recipient’s name will be recorded.

The Volunteer Coordinator will continually review

recognition activities.

Each volunteer will be at least recognised annually

whenit is timely and due, and in line with expectations

and the volunteer’s personality.

Recognition may include:

STRATEGY RECOGNITION

Praise

» Offer small gifts, such

as sports vouchers

and iTunes vouchers

» Recognise/profile

in the newsletter

» Publically recognise in

a speech from a senior

member of the Club

» Send appreciation

letters and certificates

» Say ‘Thank You’

» You may wish to involve

your local member of

Parliament or Councillor

in acknowledgment

activities to amplify

the praise (this may

also result in local

media coverage).

Affiliation

» Invite to social events

» Free tickets to matches

» Send birthday card

» Provide name badge

and shirt

» Listing volunteers

in annual report

» Provide a reference

» Nomination for

external awards

Accomplishment

» Appreciation certificate

» Life membership

» Social function

» Media announcement

Power AND

Influence

» Appointment to a

supervisory role

» Attendance at

workshops and

conferences

» Professional

development

opportunities

» At-match on screen

recognition

» At-match functions

including lap of honour

As part of the annual review, the Volunteer Coordinator

will assess and recommend personal recognition

options and timing.

6 RECOGNISE5 SUPERVISE

CONTACT INFORMATION

For contact information for relevant State and Territory

Member Protection Information Officers (MPIO), please

refer to the numbers below:

Cricket ACT

02 6239 6002

Cricket NSW

02 8302 6000

Cricket Tasmania

02 6282 0400

Queensland Cricket

07 3292 3100

Cricket Victoria

03 9085 4000

Northern Territory Cricket

08 8944 8900

South Australian Cricket Association

08 8300 3800

Western Australian Cricket Association

08 9265 7222

Cricket Australia MyCricket Support Helpdesk

1800 CRICKET

VOLUNTEER MANAGEMENT FRAMEWORK VOLUNTEER MANAGEMENT FRAMEWORK

16 17

ACTION

Club and Associations allocate

or have an accredited Member

Protection Information Officer

7.1 Replacement of your Volunteers

Cricket Australia recognises there will be a turnover of volunteers for various reasons.

ACTION

As part of the annual review, the Volunteer

Coordinator will list each volunteer role,

the volunteering period and possible

volunteers tofill the role.

It is important that upon each volunteer is active in

advocating volunteer replacements by identifying

individuals, seeking their interest and inviting their

involvement. This process is ongoing.

Each management Committee will commit to

at least two agenda items per year to discuss

succession planning.

Volunteers leaving of their own accord will be formally

recognised by the Club or Association for their

contribution. The appropriate recognition will be

determined by the Volunteer Coordinator.

The affiliated Association or Club has the right to end a

placement for the following reasons:

» There is a perceived or actual risk to the

affiliated Associationor Club, the event, game or

volunteer’shealth or welfare.

» The member screening criminal record check is

notup-to-date, or has received a WWCC negative

notice or interim negative notice

» The volunteer is not suited to the task or duties to

beundertaken.

» The desired duties are not available.

» The event is being adversely affected by the

behaviour or performance of the volunteer.

» The volunteer does not comply with the affiliated

Association or Club’s policies, guidelines and

procedures or position description.

» The volunteer will not be covered by affiliated

Association or Club’s insurance.

In cases where a volunteer is non-responsive or not

performing at the expected level, the Volunteer

Coordinator will work with the volunteer’s supervisor to

provide immediate feedback on performance.

The supervisor may;

a. modify duties and tasks,

b. offer alternative roles, or

c. remove the volunteer from the role.

ACTION

The Volunteer Coordinator will review the

Association or Club's database regularly

for inactive volunteers with the aim of

re-engaging them as volunteers.

Unresponsive volunteers will be notified of replacement

in writing using a standard replacement letter.

Understanding why volunteers leave your Association

or Club and managing their replacement efficiently is

important for the following reasons:

» Improving your Volunteer Management Plan

» Ensuring minimal disruption to your programs and

services during the transition.

» Making sure the departing volunteer is made to feel

they can come back to your Association or Club

(if appropriate) if their current situation changes.

» Many volunteers do not express any concerns

aboutaspects of their voluntary work. However,

those who do, often express concerns that there is

a lack of support in their volunteer work, they are

anxious about legal responsibilities or are troubled

by the amount of time that their volunteer work

requires of them.

Handover

When a position is left vacant by a volunteer who

decides to leave, it is important that your Club or

Association plans for their replacement. Where

possible, arrange for a hand over between the old and

new volunteer to ensure all aspects of the position are

covered and a smooth transition takes place. Please

refer to community.cricket.com.au/clubs/volunteers.

Volunteer Feedback

When a volunteer leaves your Club or Association

it is an ideal time to gather information about the

volunteer’s personal experiences. Evaluating the

reasons why volunteers leave can be invaluable for

improving your volunteer management practices.

One way to collect this information is through an exit

interview. This can be formal or informal, conducted

in person or over the phone. For more information on

managing volunteers, please visit community.cricket.

com.au/clubs/volunteers/volunteer-management.

7 REPLACE

7.2 Succession Planning

Do you ever ask yourself why it is always the same people who offer to help out around the Club or Association?

Why is it that the same faces always appear at meetings and external workshops? What would happen if these

people left your Club or Association tomorrow?

Succession planning can help your Association or Club to continue to thrive once these people relinquish or reduce

their commitment.

A good succession plan includes:

A business plan – this does not have to be lengthy.

Itisa working document outlining your Club or

Association's priorities and should be consulted

regularly throughout the year.

Position

descriptions – these make it easier to recruit

new people to positions and will ensure that you know

what jobs vacating volunteers were responsible for.

A policies and procedures manual – this outlines the

day-to-day processes of your Club or Association and

who is responsible for carrying them out. It will

also contain policies regarding risk management,

member protection, selection processes and

volunteer management.

Reporting procedures – these show their reporting lines

back to the Committee (either directly or through

supervisors) and escalation through to State and

Territory Cricket Associations as required.

Education and development opportunities – these

increase job satisfaction and broaden the range of skills

each volunteer possesses. This means that if someone

suddenly leaves, you are more likely to have someone

else ready to step into the vacated position.

A mentoring program – mentoring involves one person

helping another person to develop new skills. Informal

mentoring may already occur in your Club

or Association where someone shows an interest

in the development of another volunteer. Formal

mentoring, however, is more structured and involves an

inexperienced, young, new or potential volunteer

being matched with an experienced volunteer who is

able to provide them with training, support and advice.

Barriers to succession planning include:

» A Gate Keeper – one person holding all the knowledge

in a system only they understand.

» Believing they are irreplaceable – considering

somestaff/volunteers are irreplaceable.

» Poor records – a lack of formalised reporting

orrecording procedures.

» Poor management – a lack of volunteer management

(i.e. recruitment, screening, orientation,training,

recognition and replacement).

» Situations where seniors take all – this refers

to senior members taking all the administrative

responsibility, restricting the development and

inclusion of juniors with an interest in the area.

» A fear of change – a ‘fear of change’ culture in your

Club or Association will hinder the development of

new ideas and more effective processes.

VOLUNTEER MANAGEMENT FRAMEWORK VOLUNTEER MANAGEMENT FRAMEWORK

18 19

020/21

IMMEDIATE

FORMER PRESIDENT

IMMEDIATE

FORMER TREASURER

IMMEDIATE

FORMER SECRETARY

IMMEDIATE FORMER

CANTEEN MANAGER

IMMEDIATE FORMER

VOLUNTEER SUPERVISOR

019/20

CURRENT

PRESIDENT

CURRENT

TREASURER

CURRENT

SECRETARY

CURRENT CANTEEN

MANAGER

CURRENT VOLUNTEER

SUPERVISOR

VICE

PRESIDENT

ASSISTANT

TREASURER

ASSISTANT

SECRETARY

ASSISTANT CANTEEN

MANAGER

ASSISTANT VOLUNTEER

SUPERVISOR

Cricket Australia highly recommends that Clubs and Associations prepare for succession planning

of volunteers,

in particular the President, Treasurer, Secretary, Canteen Manager and Volunteer Supervisor. As can be seen in the

below diagram, the Vice President of the Club or Association is preparing to become President for the 2016/17

season, with guidance from the immediate former President. Such processes should occur for each role critical to the

Club or Association’s existence.

2018/19

7.2 Succession Planning (CONT)

7 REPLACE CONTACTS

CRICKET ACT 02 6239 6002

CRICKET NSW 02 8302 6000

CRICKET TASMANIA 02 6282 0400

QUEENSLAND CRICKET 07 3292 3100

CRICKET VICTORIA 03 9085 4000

NORTHERN TERRITORY CRICKET 08 8944 8900

SOUTH AUSTRALIAN CRICKET ASSOCIATION 08 8300 3800

WESTERN AUSTRALIAN CRICKET ASSOCIATION 08 9265 7222

CRICKET AUSTRALIA MYCRICKET SUPPORT HELPDESK 1800 CRICKET

VOLUNTEER MANAGEMENT FRAMEWORK

volunteers

The HEROES of Australian cricket