ROADMAP TO RECOVERY Shona Eland
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“We have a unique opportunity right now to shape the future of our Y…we
look forward not back. The plans and actions we put in place now will
ensure we are more relevant into the future.”
Shona Eland
ROADMAP TO
RECOVERY
YMCA GEELONG COVID-19 RECOVERY PLANYMCA Geelong ROADMAP TO RECOVERY ….post COVID-19
DOCUMENT CONTROL:
Contact Details Document Owner: Shona Eland
Ph: 5221 8344 M: 0400179369
E: shona.eland@ymca.org.au
Amendment history:
V1 06.05.2020 Shona Eland Document created and discussed with YMCA NEWTOWN Leadership Team 06.05.2020
V2 04/04/2014 Shona Eland Updated to include Federal Government Roadmap to COVIDSAFE Australia and Procedures for
Reopening facilities
Added Attachments 1-6
Added Timeframes to Recovery
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EIGHT ACTIONS LEADERS TO ENSURE A SAFE AND SUCCESSFULL RELAUNCH
3. 4. 5. 6. 7. 8.
1. 2. •Sustaining
•Steering the
•Creating a •Providing •Safeguarding • Reviving • Rebooting • Shifting IT restart with value creation
detailed customers the health of demand operations and care born from
relaunch plan crisis and
with safety employees and supply technology reinvesting in
guarantees chain to restart recovery
that restore mode
trust
Adopted from McKinsey Insights
YMCA Geelong Roadmap to Recovery- Post COVID-19 V1 06.05.2020
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1.CREATING A DETAILED RELAUNCH MAP
The crisis has shattered many of the assumptions and tools that business leaders rely on for decision-making, but for the restart, they will need
to define a solid framework for action in a highly volatile environment.
The best approach is to develop a detailed relaunch map— in the YMCA context of;
site by site (Camp Wyuna, Newtown/North Geelong, Bannockburn, Community Programs),
segment by segment- camping and outdoor rec, sport and recreation
customer by customer- Schools, community groups, tenants, hire groups, basketballer, gymnastics birthday parties, pre-schools, older
adults,
product by product— Ed gym, Rec Gym, Comp Gym, Social Basketball, YMCA Basketball, Judo, Weekend camps, school Camps in order to
prioritise recovery opportunities.
This Roadmap will guide production, supply chain, and marketing and sales efforts, and help determine a recovery timeline for each site. It will
also enable leaders to get a head start on reassessing investments and prospects for changing what we do and start to do things differently.
It may be appropriate to freeze some planned or ongoing projects until the Y has the capacity to reassess them.
YMCA Geelong ROADMAP TO RECOVERY- POST COVID-19 PLAN V2 12.05.2020 Page 3 of 29YMCA Geelong ROADMAP TO RECOVERY ….post COVID-19 The map will have a baseline reopening scenario as well as alternative scenarios that incorporate variables of high-impact market conditions—in particular, the risk of renewed contagion. The restart plan will need to be tested against such scenarios and include options for a fluid reallocation of resources if necessary. The map should cover two dimensions: GEOGRAPHICAL AND REGULATORY- Restart schedules will vary widely between Australian States and may even be local government areas. In Europe alone, there are already three groupings of nations: those that already began lifting restrictions on activities that include retail, schools, restaurants, hotels, and public events; those that have outlined specific timelines for the end of lockdown; and a third group that has announced a date for the end of lockdown but without specifying how it will be organized. For employees, the return to work could be affected by other factors, including public transport and whether schools reopen. In China, for example, one month after the end of lockdown, the return-to- activity rate was 97 percent in the automotive sector, 70 percent in the textile sector, but only 40 percent in the restaurant sector. Outside Hubei province, 99 percent of large firms had restarted—compared to just 77 percent of small and medium-size enterprises (SMEs). Between sectors, the return-to-employment rate for employees ranged from 80 percent to just 20 percent. SEGMENTING THE CLIENT BASE. In their planning, we will need to assumptions about their customers. The issues will vary, depending on whether the activity is (Business to Customers-B2C or Business to Business-B2B). For B2C, it will be essential to understand the impact of the crisis on household purchasing power and the confidence of households in the economic future of both their country and their own household. These determine their propensity to consume or save. We will need to take into account the health and safety protocols of customers. Initiatives they may have put in place during the crisis to strengthen customer proximity will help. 2. PROVIDING CUSTOMERS WITH SAFETY GUARANTEES THAT RESTORE TRUST YMCA Geelong ROADMAP TO RECOVERY- POST COVID-19 PLAN V2 12.05.2020 Page 4 of 29
YMCA Geelong ROADMAP TO RECOVERY ….post COVID-19
Emerging from lockdown, clients will be more vigilant about health and increase their demands on safety.
YMCA Geelong will need to provide products and services that adhere to the most rigorous health and safety conditions, and be able to show or
explain them to clients. Two avenues for action could be considered:
DEFINE CONDITIONS FOR A SAFE EXPERIENCE FOR CUSTOMERS. I.e
The introduction of new practices such as temperature controls at the entrance of stores,
Provision of sanitiser gel in all facilities and locations,
Use of contactless methods for both payment and delivery,
The development of remote assistance or maintenance services,
The extension of “click–collect” approaches,
Drive-through/ Drop off model at facilities
Wear face masks
PROACTIVELY COMMUNICATE ABOUT MEASURES IMPLEMENTED THAT MAY NOT BE VISIBLE TO CUSTOMERS in back offices, production, or
storage sites. These could be end-to-end processes, minimizing human handling, testing procedures across the entire supply chain, traceability
of components, or strict application of the highest sanitary standards in infrastructure and on every link in the supply chain (especially in the
food sector).
3. SAFEGUARDING THE HEALTH OF EMPLOYEES
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Many employees are eager to return to work, but many are also worried about being able to do so safely. The Y will need to both reassure
employees about safety and find ways to motivate them in a post-lockdown world. Three simultaneous actions will be needed:
ENSURE EMPLOYEE SAFETY IN THE WORKPLACE.
The top priority will be to strictly control access to the workplace, in accordance with national regulations. That may mean;
implementing measures such as checking employees’ temperature at the entrance of buildings and imposing a period of quarantine for
those who fall ill.
Remote work should be encouraged in order to minimize travel.
Some categories of employees have shown that they can do almost all their work remotely and are likely to continue doing so without
any significant impact on their activity.
The lockdown period has also demonstrated that many processes can be shifted to remote work.
Managers should focus on reducing the density of office space by redesigning the workspace. This can be done by delineating safe
areas to prevent contagion,
Reconfiguring teams to ensure there are no skills shortages, or by altering working hours through shifts and daily rotations.
YMCA will also need to apply new hygiene and safety measures such as physical distancing and provision of masks and single-use
utensils.
It will be crucial to communicate actively about these measures. The first priority will be to establish the information and validation
mechanisms for the protocols adopted with the public authorities. But our internal communications will also need to have effective,
particularly on the impact of protection measures.
These could focus on indicators or meaningful milestones such as “more than ten days without new cases.” How rigorously and
efficiently the Y implement the new standards will determine the confidence and commitment of employees.
EXTEND PROTECTION MEASURES TO EMPLOYEES OUTSIDE THE OFFICE-
THE Y will want to encourage individual travel for commuting to and from work, or provide employees with safety equipment
(hydroalcoholic gel, masks, gloves) for personal use.
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Human-resources department can also, in accordance with national regulations, help make tracking technologies available to staff to
prevent resurgences of the virus.- COVID 19 SAFE App rollout throughout the workplace.
REMOBILISE EMPLOYEES.
Beyond their safety concerns, employees will raise questions about the extent to which new ways of working adopted during the
lockdown will become the “new normal.” Many may have experienced confinement as an ordeal. It is possible that the experience will
generate concerns and that there may even be family pressure to delay the physical return to their jobs.
It will thus be necessary to restore a sense of meaning and clear direction for all. An essential basis is the “purpose” of the YMCA and
the way that this is enshrined in all activities and strategy. Finally, it will be crucial to strengthen the YMCA’s ability to monitor well-
being at work and detect signs of fragility. This will mean continuing in the spirit of transparency and empathy that developed during
lockdown.
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4. REVIVING DEMAND
One imperative for our businesses will therefore be to revive their customer base. They will then have to stimulate demand, guarding against
any risk of distorting price models or, worse, fueling a deflationary spiral. More than ever, it will be important to win on several fronts:
IDENTIFY AND CAPTURE POCKETS OF PROFITABLE GROWTH.
We will have to be ready to reallocate exploration and marketing expenses quickly. Every commercial investment or promotion must be
weighed against the risk of triggering a price war that could aggravate a situation already marked by a slump in volume. To achieve this
delicate balance, the Y must also think about the communication we intend to conduct on this risk with all players in their sector, in
order to prevent competitive approaches that destroy value. NO Discounting of our products…we need to add value.
ADOPT TACTICAL PRICING. The aim is to ensure the material and psychological conditions that enable customers to make their
purchases and create favorable customer spending. Depending on these requirements, companies will have to finely measure the
promotional models we will use. On all of these issues, it will be necessary to demonstrate high ethical standards, as customers,
consumer associations, and public authorities will closely monitor pricing practices. We have a great reputation in the community let’s
not damage it.
HELP CORE CLIENTS WITH SOLVABILITY. To secure sales, pragmatic assistance should be provided to customers and suppliers in
financial difficulty by providing them with payment facilities or extensions of deadlines in a highly targeted way. Again, the choice
between usual practices and exceptions must be made strategically so as not to upset the economic balance of the whole sector.
OPTIMIZE THE MARKETING MIX. Marketing must ensure that the offering is in line with the crisis-related shift in demand. In the short
term, this will mean actively encouraging customers to interact through digital channels. Winning the battle of the brand will also be
essential. Indeed, brand loyalty is likely to be tested by the crisis. The Y need to ensure that all our solutions can quickly enrich the
customer experience.
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5. REBOOTING OPERATIONS AND SUPPLY CHAIN
The optimal restart of operations requires returning to the market at the desired speed to serve the demand accumulated during lockdown—but
without going faster than the pace of recovery.
Several prerequisites must be met:
SECURE THE SUPPLY CHAIN ON STRATEGIC PROCUREMENT
For example, Do we have essential equipment such as masks, gloves, or hydroalcoholic gel,food supplies etc.
STRENGTHEN THE YMCA’S ABILITY TO ANTICIPATE AND MEET DEMAND. This includes adjusting the ramp-up. Managers having over
sight on a daily basis of bookings/ membership sales etc and ensuring staffing is mobilised to meet the demand.
SET OUT A PHASED RECOVERY, SITE BY SITE. This sequencing is based on four major criteria:
the regulatory environment of the site;
the state of local demand;
the site’s capacity in terms of production volumes and the availability of labour and protective equipment;
and finally, the solidity of the subcontractors’ finances and operations.
REASSURE ALL PARTNERS ABOUT OPERATIONAL RELIABILITY. The best option in uncertain times is to make operations more
flexible. A promising solution in this area is to implement adaptable production programs, reviewed on a weekly basis with request
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planning. These programs need to be underpinned by a daily conversation with staff/supplier etc, and a systematic review of
production adjustment opportunities.
6. SHIFTING IT AND TECHNOLOGY TO RESTART MODE
The importance of digital to customers, suppliers, and to the entire economy has rapidly accelerated.
On the technology front, three priority actions must be launched to ensure a successful restart:
ACCELERATE DIGITAL TRANSFORMATION TO SERVE NEW CUSTOMER AND EMPLOYEE NEEDS. The IT infrastructure must be
relevant, secure, and able to meet the emerging expectations of both customers and internally.
On the customer side, we measured, for example, that 55 percent of consumers in China are likely to continue shopping online
after the end of lockdown.
On the employee side, the crisis saw rapid growth in the adoption of technological solutions. Maintaining these solutions
sustainably will require more employee training in the use of new tools that can raise their performance, as well as training in
cybersecurity best practices.
The Y headed into the crisis already had a digital transformation agenda, but with insufficient leadership, and time to implement.
Now is the time to rethink and raise the aspiration.
IMPROVE DATA-DRIVEN DECISION MAKING AND DATA AVAILABILITY.
During lockdown, we have seen rapidly evolving consumer sentiment and channel preferences. After the restart, that will likely
not go back to the way everything was previously. We will need more granular data to steer their digital marketing and media
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spend in order to stimulate demand with greater precision. Algorithms trained on a pre-pandemic world and assumptions on digital
adoption rates will need to be revisited.
RETHINK THE PORTFOLIO OF IT PROJECTS AND TECHNOLOGY SPENDING.
The expected decline in revenues in most sectors will result in pressure on costs and investment capacity in the short-term. At the
same time, internal work-from-home collaboration tools (ZOOM, Goto MEETING, mygymonline) will see growing adoption to accelerate
their digital transformation to meet e-commerce demand. Going forward we need to reprioritise technology programs, projects, and
purchases accordingly, in order to meet a dual objective—namely, to contribute to a reduction in the YMCA’s cost base during the
crisis, while absorbing new technological investments needed to restart and to build or further scale digital businesses.
7. STEERING THE RESTART WITH CARE
The dual priority in this area will be as follows:
INCREASE THE SPEED OF DECISION MAKING.
A successful restart will require addressing a large number of interdependent issues simultaneously. Many go beyond the usual
governance framework because of their scale, complexity, and the speed of response they require. Crisis-management set up from the
time of lockdown provide a solid foundation to navigate these issues—protection of employees, stabilisation of operations, customer
engagement, and the conduct of financial stress tests—remain relevant even after business resumes. It will be important to maintain
the flexibility, speed of execution, and simplified decision and reporting lines of these crisis management.
This focuses on five goals to ensure the safest direction of the YMCA for the coming months: regularly establishing situational
assessments, developing potential scenarios, designing and adapting the strategic road map, determining the tactical actions and
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movements to be undertaken in each scenario, and identifying trigger thresholds allowing the organization to act systematically at the
right time.
PROVIDE IMPETUS THROUGH THE OPTIMAL USE OF WORKING CAPITAL.
Management of working capital requires special attention to ensure that cash flows will be sufficient to cope with the shocks of the
crisis and recovery, regardless of which scenario takes place. YMCA Geelong has modelled our financial data thus far and will need to
model each scenario and systematically identify factors that could affect liquidity. The restart phase is likely to further increase the
liquidity pressure.
SAFETY OF CHILDREN
The safety of children and young people is paramount through any restart to our businesses and unless we can provide this then we
will be reluctant to re-open of commence programs. Hygiene and physical distancing will be a challenge but we need to give
consideration to making our communications, visual ques and signage as child friendly as possible in the reboot phases.
As a benchmark, when Victorian Government announces that children can return to school fulltime, then this will be a trigger point
for our sport and children activities to be reconvened in a traditional setting with physical distancing and hygiene protocols
developed.
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8. SUSTAINING VALUE CREATION BORN FROM CRISIS AND REINVESTING IN RECOVERY
The YMCA has had the ability to continue at least partially during confinement periods had to design and adopt a radically new “under strain”
operating model within a few days. We have been successful in pivoting a large part of their activities. (Remote Competitive and Rec Gym
models).
We have strengthened partnership relations with all the stakeholders in their environment and with customers and staff.
For all of us, it is now important to determine which of the developments imposed by circumstance may have generated value, financially,
operationally, and for their people. Some of these could then be incorporated into future thinking about the reorganisation of work and
reinventing the business model.
Finally, innovation of both process and product has made huge leaps during the lockdown. With the restart, these new performance
achievements could be reinvested and contribute to enriching the YMCA’s material and intangible assets in the longer term.
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SPORT AND RECREATION
THE AUSTRALIAN INSTITUTE OF SPORT (AIS) FRAMEWORK FOR REBOOTING SPORT IN A COVID-19 ENVIRONMENT – May 2020
https://ais.gov.au/__data/assets/pdf_file/0006/730374/35845_AIS-Framework-for-Rebooting-Sport-Summary.pdf
FRAMEWORK FOR THE RESUMPTION OF SPORT AND RECREATION ACTIVITIES
The resumption of sport and recreation activities will be a complex process. A careful stepwise process needs to be implemented to ensure the safety of
athletes and other personnel and the wider community.
High level descriptors of three levels (Levels A, B, C) of activities and associated hygiene measures are recommended. Detailed descriptions of recommended
sport specific activities at each level are outlined in Appendices A and B.
Preparation for resumption includes:
education of the athletes and other personnel,
assessment of the sport environment and
agreement on training scheduling to accommodate social distancing.
The approach to training should focus on ‘get in, train, get out’,
minimising unnecessary contact in change rooms, bathrooms and communal areas.
Prior to resumption, sporting organisations should have agreed protocols in place for management of illness in athletes and other personnel.
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Special consideration should be made for participant with additional needs and others with medical conditions as they may be more vulnerable to COVID-
19 infection.
Clubs and individuals should apply a graded return to mitigate injury risk, understanding that sudden increase in training load will predispose to injury.
The timing of progression between levels may be influenced by any evidence of transmission issues within the local community or sporting cohort.
Individuals should not return to sport if in the last 14 days they have been unwell or had contact with a known or suspected case of COVID-
19. Any individual with respiratory symptoms (even if mild) should be considered a potential case and must immediately self-isolate, have
COVID-19 excluded and be medically cleared by a doctor to return to the training environment.
Athletes/ staff returning to sport after COVID-19 infection require special consideration prior to resumption of high intensity physical activity. While there is
increasing research on the multi-organ nature of COVID-19 in the acute phase, there is currently limited research on medium to long-term complications.
Long-term decreased exercise capacity has been noted following previous related coronavirus infections (Severe Acute Respiratory Syndrome (SARS) and
Middle East Respiratory Syndrome (MERS)] ). Sudden increase in training load predispose to injury and a graded return should be considered.
Resumption of sporting activity may not be linear. Increasing restrictions may be required in response to fluctuating numbers of COVID-19 cases.
Sporting organisations need to be flexible to accommodate and respond to changes in community transmission rates and the associated changes in
advice from Public Health Authorities.
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NATIONAL PRINCIPLES FOR THE RESUMPTION OF SPORT AN D RECREA TION ACTIVIT IES
1. Resumption of sport and recreation activities can contribute many health, economic, social and cultural benefits to Australian society emerging from the COVID-19 environment.
2. Resumption of sport and recreation activities should not compromise the health of individuals or the community.
3. Resumption of sport and recreation activities will be based on objective health information to ensure they are conducted safely and do not risk increased COVID-19 local transmission rates.
4. All decisions about resumption of sport and recreation activities must take place with careful reference to these National Principles following close consultation with Federal, State/Territory and/or
Local Public Health Authorities, as relevant.
5. The AIS ‘Framework for Rebooting Sport in a COVID-19 Environment’ provides a guide for the reintroduction of sport and recreation in Australia, including high performance sport. The AIS Framework
incorporates consideration of the differences between contact and non-contact sport and indoor and outdoor activity. Whilst the three phases A, B and C
of the AIS Framework provide a general guide, individual jurisdictions may provide guidance on the timing of introduction of various levels of sport participation with regard to local epidemiology, risk
mitigation strategies and public health capacity.
6. International evidence to date is suggestive that outdoor activities are a lower risk setting for COVID-19 transmission. There is no good data on risks of indoor sporting activity but, at this time, the risk
is assumed to be greater than for outdoor sporting activity, even with similar mitigation steps taken.
7. All individuals who participate in, and contribute to, sport and recreation will be considered in resumption plans, including those at the high performance/professional level, those at the community
competitive level, and those who wish to enjoy passive (non-contact) individual sports and recreation.
8. Resumption of community sport and recreation activity should take place in a staged fashion with an initial phase of small group (10) activities including full contact training/ competition in sport. Individual jurisdictions will determine progression through these phases, taking account of local
epidemiology, risk mitigation strategies and public health capability.
a. This includes the resumption of children’s outdoor sport with strict physical distancing measures for non-sporting attendees such as parents.
b. This includes the resumption of outdoor recreational activities including (but not limited to) outdoor-based personal training and boot camps, golf, fishing, bush-walking, swimming, etc.
9. Significantly enhanced risk mitigation (including avoidance and physical distancing) must be applied to all indoor activities associated with outdoor sporting codes (e.g. club rooms, training facilities,
gymnasia and the like).
10. For high performance and professional sporting organisations, the regime underpinned in the AIS Framework is considered a minimum baseline standard required to be met before the resumption of
training and match play, noting most sports and participants are currently operating at level A of the AIS Framework.
11. If sporting organisations are seeking specific exemptions in order to recommence activity, particularly with regard to competitions, they are required to engage with, and where necessary seek
approvals from, the respective State/Territory and/or Local Public Health Authorities regarding additional measures to reduce the risk of COVID-19 spread.
12. At all times sport and recreation organisations must respond to the directives of Public Health Authorities. Localised outbreaks may require sporting organisations to again restrict activity and those
organisations must be ready to respond accordingly. The detection of a positive COVID-19 case in a sporting or recreation club or organisation will result in a standard public health response, which
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could include quarantine of a whole team or large group, and close contacts, for the required period.
13. The risks associated with large gatherings are such that, for the foreseeable future, elite sports, if recommenced, should do so in a spectator-free environment with the minimum support staff
available to support the competition. Community sport and recreation activities should limit those present to the minimum required to support the participants (e.g. one parent or carer per child if
necessary).
14. The sporting environment (training and competition venues) should be assessed to ensure precautions are taken to minimise risk to those participating in sport and those attending sporting events as
spectators (where and when permissible).
15. The safety and well-being of the Australian community will be the priority in any further and specific decisions about the resumption of sport, which will be considered by the COVID-19 Sports and
Health Committee.
Recommended Level A, B, C activities for community and individual sport as related to YMCA Geelong clubs or sports.
Level A Level B Level C
General Activity that can be conducted by a solo athlete or by pairs As per Level A plus: As per Level B plus:
description where at least 1.5m can always be maintained between
Indoor/outdoor activity that can be conducted in small Full sporting activity that can be conducted in groups of
participants. No contact between athletes and/or other
groups (not more than 10 athletes and/or other personnel any size including full contact (competition, tournaments,
personnel. Examples for all sports — general fitness
in total) and with adequate spacing (1 person per 4m2). matches). Wrestling, holding, tackling and/or binding
aerobic and anaerobic (e.g. running, cycling sprints, hills).
(e.g. rugby scrums) permitted.
Some sharing of sporting equipment permitted such
Strength and sport-specific training permitted if no
as kicking a football, hitting a tennis ball, use of a For larger team sports, consider maintaining some
equipment required, or have access to own equipment
skipping rope, weights, mats. small group separation at training.
(e.g. ergometer, weights).
Non-contact skills training. Accidental contact may For some athletes full training will be restricted by
Online coaching and resources (e.g. videos, play books).
occur but no deliberate body contact drills. No wrestling, commercial operation of facilities.
holding, tackling or binding.
Commercial gyms, bootcamps, yoga, Pilates, dance classes
(e.g. barre, ballet, hip hop, not partnered), cycling ‘spin’
classes permitted if other measures (above) are met.
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General hygiene No sharing of exercise equipment or communal facilities. Communal facilities can be used after a sport-specific Return to full use of sporting facilities. Continue hygiene
measures structured risk assessment and mitigation process and cleaning measures as per Level B.
Apply personal hygiene measures even when training
is undertaken.
away from group facilities — hand hygiene regularly during If any massage beds are being used, hygiene practices
training (hand sanitisers) plus strictly pre and post training. ‘Get in, train and get out’ — be prepared for training prior should include no bed linen except single use towels.
Do not share drink bottles or towels. Do not attend training to arrival at venue (minimise need to use/gather in change Cleaning of treatment beds and key surfaces should occur
if unwell (contact doctor). rooms, bathrooms). Minimise use of communal facilities before and after each athlete treatment. Appropriate hand
(e.g. gym, court) with limited numbers (not more than hygiene before and after each treatment.
Spitting and clearing of nasal/respiratory secretions on
10 athletes/staff in total). Have cleaning protocols in place
ovals or other sport settings must be strongly discouraged. Limit unnecessary social gatherings.
for equipment and facilities.
Hand hygiene (hand sanitisers) on entry and exit to venues,
as well as pre, post and during training. Thorough full body
shower with soap before and after training (preferably at
home). Where possible maintain distance of at least 1.5m
while training.
No socialising or group meals.
Spectators, additional No spectators unless required (e.g. parent or carer). Separate spectators from athletes. Spectators should Minimum contact of non-essential surfaces to occur and
personnel maintain social distancing of at least 1.5m. hands on treatment should be kept to essential only.
Non-essential personnel should be discouraged
from entering change rooms.
Basketball Running/aerobic/agility training (solo), resistance training Non-contact skills using basketball — passing, Full training and competition.
(solo), skills training and shooting drills (solo) at home or shooting, defending, screens and team structure
outdoor (no indoor sporting facility access allowed). (offence and defence).
No ball handling drills with others. Small groups (not more than 10 athletes/staff in
total).
Gymnastics Resistance training, skills training solo and outside of gym Small groups only — 1 gymnast per apparatus Full training and competition.
only. (including rhythmic and trampoline).
Rhythmic — skills at home. Disinfecting high touch surfaces as per the
Trampoline — off apparatus skills, drills at home only. manufacturer’s guidelines.
Judo Running/aerobic/agility training (solo), resistance training No contact/bouts. Full training and competition.
(solo), technical training (solo) — e.g. mirror work.
Non-contact shadow training.
Non-contact technical work with coach.
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Karate Running/aerobic/agility training (solo), resistance training No contact/bouts. Shadow sparring. Full training and competition.
(solo), technical training (solo) — e.g. mirror work.
Non-contact technical work with coach, including
using pads, paddles.
Netball Running/aerobic/agility training (solo), resistance training Skills using netball passing, shooting, defending. Full training and competition.
(solo), skills training (solo), including shooting (outdoor or
own ring only) or ball skills (e.g. against a wall to self). Small group training (not more than 10
athletes/staff in total) based on skills with set drill,
but no close contact/defending/attacking/match
play drills.
Checklist for Pre-Launch;
Customer & Staff Video of new operating procedure for accessing and exiting gyms/facilities/ camp all sites
Rolls must be marked for every activity every day at every site (including camp)
Number systems and place markings for places to stand in classes
Investigate Webcams in sites
Spacing and blocks of training times to be no longer the 60-90 mins - decision based on health authority information
Staggered starts
Hygiene systems standardised and videoed for all customers
Temperature check
No physical contact/ Spotting for the foreseeable future
First Aiders provided with facemask and gloves and required to use each time First Aid is rendered.
YMCA Geelong ROADMAP TO RECOVERY- POST COVID-19 PLAN V2 12.05.2020 Page 19 of 29YMCA Geelong ROADMAP TO RECOVERY ….post COVID-19
Minimum baseline of standards for Level A, B, C activities for high performance as related to YMCA Geelong clubs or
sports.
High Performance Level A Level B Level C
Sports
Basketball Running/aerobic/agility training (solo), resistance training Non-contact skills using basketball — passing, Full training and competition.
(solo), skills training and shooting drills (solo) at home shooting, defending, screens and team structure
or outdoor (no indoor sporting facility access allowed). (offence and defence).
No ball handling drills with others. Small groups (not more than 10 athletes/staff in total).
Gymnastics Resistance training, skills training solo and outside of gym Small groups only — 1 gymnast per apparatus Full training and competition.
only. (including rhythmic and trampoline).
Rhythmic — skills at home. Disinfecting high touch surfaces as per the
manufacturer’s guidelines.
Trampoline — off apparatus skills, drills at home only.
Judo Running/aerobic/agility training (solo), resistance training No contact/bouts. Full training and competition.
(solo), technical training (solo) — e.g. mirror work.
Non-contact shadow training.
Non-contact technical work with coach.
Karate Running/aerobic/agility training (solo), resistance training No contact/bouts. Shadow sparring. Full training and competition.
(solo), technical training (solo) — e.g. mirror work.
Non-contact technical work with coach,
including using pads, paddles.
The resumption of Sport and Recreation, Children’s Programs at YMCA NEWTOWN, North GEELONG AND BANNOCKBURN will be permitted with the competition of the following
Checklists;
YMCA Geelong ROADMAP TO RECOVERY- POST COVID-19 PLAN V2 12.05.2020 Page 20 of 29YMCA Geelong ROADMAP TO RECOVERY ….post COVID-19
YMCA Geelong Health and Safety Procedures Post COVID-19 Restrictions
All operations and facilities will be required to complete the following checklists prior to re-opening our operations;
Attachment 1 Workplace Checklist https://www.safeworkaustralia.gov.au/sites/default/files/2020-05/COVID-19_Workplace-Checklist.pdf
Attachment 2 Physical Distancing Checklist https://www.safeworkaustralia.gov.au/sites/default/files/2020-04/COVID-19-Physical-Distancing-Checklist.pdf
Attachment 3 Cleaning Checklist https://www.safeworkaustralia.gov.au/sites/default/files/2020-04/COVID-19_Cleaning-Checklist.pdf
Attachment 4 Staff training on How to Clean and disinfect your workplace- https://www.safeworkaustralia.gov.au/sites/default/files/2020-04/how-to-clean-
disinfect-your-workplace-covid19.pdf
Attachment 5 Good Hygiene Checklist https://www.safeworkaustralia.gov.au/sites/default/files/2020-04/COVID-19-Good-Hygiene-Checklist.pdf\
Attachment 6 – My business COVIDSAFE Plan Extranet:\Documents\Risk Management\COVID- ROADMAP TO RECOVERY PLAN
YMCA Geelong ROADMAP TO RECOVERY- POST COVID-19 PLAN V2 12.05.2020 Page 21 of 29YMCA Geelong ROADMAP TO RECOVERY ….post COVID-19
CAMPING AND OUTDOORS RECREATION
The resumption planning of Camping and Outdoor Recreation in the YMCA Geelong’s context at YMCA Camp Wyuna will required the adoption of the following practices
YMCA Geelong Health and Safety Procedures Post COVID-19 Restrictions
All operations and facilities will be required to complete the following checklists prior to re-opening our operations;
Attachment 1 Workplace Checklist https://www.safeworkaustralia.gov.au/sites/default/files/2020-05/COVID-19_Workplace-Checklist.pdf
Attachment 2 Physical Distancing Checklist https://www.safeworkaustralia.gov.au/sites/default/files/2020-04/COVID-19-Physical-Distancing-Checklist.pdf
Attachment 3 Cleaning Checklist https://www.safeworkaustralia.gov.au/sites/default/files/2020-04/COVID-19_Cleaning-Checklist.pdf
Attachment 4 Staff training on How to Clean and disinfect your workplace- https://www.safeworkaustralia.gov.au/sites/default/files/2020-04/how-to-clean-
disinfect-your-workplace-covid19.pdf
Attachment 5 Good Hygiene Checklist https://www.safeworkaustralia.gov.au/sites/default/files/2020-04/COVID-19-Good-Hygiene-Checklist.pdf\
Attachment 6 – My business COVIDSAFE Plan Extranet:\Documents\Risk Management\COVID- ROADMAP TO RECOVERY PLAN
YMCA Geelong ROADMAP TO RECOVERY- POST COVID-19 PLAN V2 12.05.2020 Page 22 of 29YMCA Geelong ROADMAP TO RECOVERY ….post COVID-19 YMCA Geelong ROADMAP TO RECOVERY- POST COVID-19 PLAN V2 12.05.2020 Page 23 of 29
YMCA Geelong ROADMAP TO RECOVERY ….post COVID-19
TIMEFRAMES FOR REBOOTING YMCA GEELONG OPERATIONS- VICTORIAN CONTEXTPublished
Australia Government 01.05.2020
Potentially from 23/06/2020 in
Potentially from 02/06/2020 in
From 12/05/2020 in Victoria Victoria
Victoria
YMCA Geelong ROADMAP TO RECOVERY- POST COVID-19 PLAN V2 12.05.2020 Page 24 of 29YMCA Geelong ROADMAP TO RECOVERY ….post COVID-19
YMCA Activities Adaptions Resources Required YMCA location COVID SAFE Facility & Customer
Stages of Re- opening Required PLAN Cleaning & Staff
COMPLETED Checklist Safety
Completed checklist
completed
Step 1 -
From 12.05.2020
Gatherings of 10 outside
the home
1.1 IDS/MAG/ALP – Fitness and Newtown /North Geelong
Strength Training sessions
in outdoors
1.2 Bannockburn College Outdoor
Team Basketball Training Courts afterschool
sessions
1.3 Disability Respite Camps Camp Wyuna
Step 2-potentially from
02/06/2020
Gatherings Indoors up to
20 people in a room (
Adhering to 4 square m
per person)
2.1 Edgym Scheduled with Customer BRC/Newtown/North Geelong
no more than 9 Communications,
kids 9 adults Start date, cost, -
and 2 coaches what, when , how ,
why
Rotating BRC/Newtown/North Geelong
schedule of
timetable so
YMCA Geelong ROADMAP TO RECOVERY- POST COVID-19 PLAN V2 12.05.2020 Page 25 of 29YMCA Geelong ROADMAP TO RECOVERY ….post COVID-19
cleaning can be
performed
between
classes
Alter length of BRC/Newtown/North Geelong
classes
YMCA Activities Adaptions YMCA location COVID SAFE Facility & Customer
Stages of Re- opening Required PLAN Cleaning & Staff
COMPLETED Checklist Safety
Completed checklist
completed
2.2 Intro Gym Scheduled with BRC/Newtown/North Geelong
no more than 9
kids 9 adults
and 2 coaches
Rotating BRC/Newtown/North Geelong
schedule of
timetable so
cleaning can be
performed
between
classes
Alter length of BRC/Newtown/North Geelong
classes
No more than BRC/Newtown/North Geelong
20 parents in
the foyer/
Stadium/
Mezzanine
during session
2.3 Rec Gym Classes Condensed Newtown/North Geelong
classes
YMCA Geelong ROADMAP TO RECOVERY- POST COVID-19 PLAN V2 12.05.2020 Page 26 of 29YMCA Geelong ROADMAP TO RECOVERY ….post COVID-19
Scheduled with Newtown/North Geelong
no more than 9
kids 9 adults
and 2 coaches
Rotating Newtown/North Geelong
schedule of
timetable so
cleaning can be
performed
between
classes
Alter length of Newtown/North Geelong
classes
No more than Newtown/North Geelong
20 parents in
the foyer/
Stadium/
Mezzanine
during session
YMCA Geelong ROADMAP TO RECOVERY- POST COVID-19 PLAN V2 12.05.2020 Page 27 of 29YMCA Geelong ROADMAP TO RECOVERY ….post COVID-19
YMCA Activities Adaptions Resources Required YMCA location COVID SAFE Facility & Customer
Stages of Re- Required PLAN Cleaning & Staff
opening COMPLETED Checklist Safety
Completed checklist
completed
2.4 Competitive Classes Condensed Newtown/North Geelong
classes
Scheduled with Newtown/North Geelong
no more than 9
kids 9 adults
and 2 coaches
Rotating Newtown/North Geelong
schedule of
timetable so
cleaning can be
performed
between classes
Alter length of Newtown/North Geelong
classes
No more than 20 Newtown/North Geelong
parents in the
foyer/ Stadium/
Mezzanine
during session
2.5 Rookie Sports/ Social Basketball
2.6 Judo
2.7 Southside Netball Competition/ Social
Netball
Southside Netball Creche
2.7 Pilates
2.8 Karate
2.9 Birthday Parties
YMCA Geelong ROADMAP TO RECOVERY- POST COVID-19 PLAN V2 12.05.2020 Page 28 of 29YMCA Geelong ROADMAP TO RECOVERY ….post COVID-19
YMCA Activities Adaptions Resources YMCA location COVID SAFE Facility & Customer &
Stages of Re- opening Required Required PLAN Cleaning Staff Safety
COMPLETED Checklist checklist
Completed completed
Step 3
Gathering of 100
people possibly from
Term 3 15/07/2020
3.1 Ed Gym
3.2 Intro Classes
3.3 Rec Gym Classes
3.4 Competitive Gym Classes
3.5 Rookie Sports/ Social Basketball
3.6 Judo
3.7 Southside Netball Competition/ Social
Netball
3.8 Southside Netball Creche
3.9 Pilates
3.10 Karate
3.11 Birthday Parties
3.12 School Camps
3.13 Community Camps/Weekend Camps
3.14 Facility Hire Groups
3.15 Vacation Care
YMCA Geelong ROADMAP TO RECOVERY- POST COVID-19 PLAN V2 12.05.2020 Page 29 of 29You can also read
