“Love what you play, it’s more than a game”
Vision
To provide everyone an opportunity to experience bowls in New South Wales
Purpose
To develop a ‘Bowls Community’ that can participate, administer and enjoy the bowls experience.
Values
- Collaborative – to work proactively with our partners across all levels of bowls.
- Excellence – proving to be the best bowls competitions, representative teams and sport administration in the country.
- Leadership – to be the premier state and show the way.
- Courage – to stand apart from the competition and to back our vision.
Strategic Plan Summary
Communication
Aim:
- To improve both the type of communication and the channels used to communicate to all stakeholders.
Objectives:
- To consistently communicate successfully with clubs and players using the current channels of Council briefings, website and BowlsBox.
- To diversify the mix of communication channels through the increased use of IT and social media.
- Increase the number of email addresses of members and key stakeholders in database for more effective digital communication
- Increase face-to-face communication with bowls administrators and management
Marketing / Engagement / Participation
Aim:
- To improve engagement opportunities with players, administrators and volunteers as well as improve the quality of those touch points.
Objectives:
- Increase registered membership and participation through effective membership structures and recruitment and retention resources and activities
- Increase live streaming opportunities
- To improve the level of skilled administration and volunteers within the sport.
- Establish and deliver events aimed at increasing participation, recruitment and retention of key market areas
- Provide effective club improvement and marketing services
Revenue Streams
Aim:
- Maintain long term financial sustainability of Association & Events through responsible financial investment and management.
Objectives:
- To fully investigate potential new revenue streams. Action those that are within our scope.
- Diversify revenue streams to reduce reliance on Members.
- Increase commercial, corporate and government funding opportunities.
- Review revenue and financial viability of Association events
Governance
Aim:
- To ensure our corporate governance structures, procedures and protocols match our needs and are in-line with societal expectation and the law.
Objectives:
- Evaluate and Update the Association Organisation Chart
- Increase the number of Member Club voting in the Election of Directors annually
- Develop a Board Charter, including education for potential new directors and the development of a Board evaluation and report card.
- Annual review of Board and operational protocols, policies and procedures.
High Performance & Player Welfare
Aim:
- To ensure that NSW players can participate, perform and achieve their full potential at all levels of the sport.
Objectives:
- To conduct annual player development camps for junior and open representatives
- Continue to supply high quality welfare and educational programs to our up and coming players in line with our other risk mitigation strategies.
- To provide MPIO services at all levels of the Association.
Alignment & Influence
Aim:
- To align our organisation appropriately both up and down our supply chain and horizontally with other sports and appropriate commercial and government organisations in a bid to influence those organisations where possible.
Objectives:
- Alignment with Bowls in Australia Strategic Plan
- Alignment with Bowls Australia and other STAs on key national initiatives in-line with the best interests of the sport in NSW.
- Board and Management to engage with key government representatives