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Bowls unleashed

the bowls australia 2018-2022 operational plan


summary: Vision: For all Australians to engage with bowls socially or competitively during their lifetime.

PURPOSE AND CORE VALUES: The Australian Bowls community will work together to see more Australians engaging with bowls in meaningful and positive ways. We will provide opportunities for more Australians to participate more often and to stay involved with bowls as players, whether social or competitive, as spectators, volunteers, coaches or officials. Our Core Values of collaboration, innovation, customer focus and inclusiveness will guide and define our actions and behaviours at all times.

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STRATEGIC PRIORITIES: What is our focus? 1. Our Business Model

2. More Play

3. Winning Teams

4. Inspired Fans

5. Staying Ahead of the Game

Projects: What will we do. • Create Working Parties to assist in the delivery of Bowls Unleashed. • Develop and implement a Shared Services Model for STAs. • Develop and implement Good Governance Models for States, Districts, Zones and Clubs. • Implement the BA Facilities and RLV Action Plan.

• Implement the BA National Participation Plan (2016-22). • Implement the BA Community HubClub Strategy. • Implement the Bowls Club Enhancement initiative.

• Implement the recommendations in the 2016/17 High Performance Review. • Develop and implement the BA Player Development Pathway Model. • Develop and implement a BA Coaching Support framework. • Conduct a High Performance Review in 2020.

• Develop an Action Plan based on the recommendations in the 2017 BA Events Review. • Successfully stage the 2019 Asia Pacific Championships and the 2020 World Bowls Championships. • Expand the BPL and BPL Cup. • Expand the AO. • Implement the BA Digital Strategy Action Plan. • Develop and implement a BA Marketing and Communication Strategy.

• Develop and implement a BA Commercial Strategy. • Develop and implement a BA National Research Strategy. • Expand Bowls Connect.

PROOF POINTS: How will we measure success? • Good Governance systems are implemented across all sectors of the Australian Bowls Community; • A collaborative approach to organizational planning and management is clearly established and functioning well; • The bowls brand is recognised as a leader across the Sport, Recreation, Health and Wellbeing sectors in Australia

• Community diversity is reflected throughout our sport; • More clubs have more opportunities for new players to engage with bowls; • Participation is seen as pathway to membership; • Coaches, officials and volunteers are trained, supported and recognised across our sport; • All bowls venues are maximizing their capacity for use.

• Bowls offers the best possible spectator experience whether broadcast or in venues; • Bowls has developed cutting edge digital content across a range of platforms; • Bowls has strengthened and enhanced its relationships with relevant broadcasters; • BA continues to be competitive as a world class host for bowls events.

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• Bowls has world class pathways and support for players; • Australian teams are consistently competitive at the elite levels of the sport. • Australia is able to maintain a world number one ranking consistently

• BA has the best possible understanding of how and why people engage with bowls; • BA has the best possible understanding of all the health and well-being benefits of bowls; • Bowls is using technology and technological advances to the greatest possible effect across all aspects of our sport.


Bowls Australia Projects 2018-22 1. OUR BUSINESS MODEL 1.1 Development of A Shared Services Model for STAs

• Develop frameworks for sharing services - i.e. people and culture, commercial, financial management, digital/IT, policies and procedures. Pilot the model between BA and one or more STAs.

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1.2 Optimal Governance and Administrative Model for the Australian Bowls Community

• A Bowls in Australia Operating Model Working Group be formed.

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• Purpose: to identify the optimal governance and/or administrative model for Bowls in Australia. • Prepare a report which includes: > A detailed outline of the pros and cons of the current governance and administrative structures and systems across Bowls in Australia; > A detailed evaluation of the pros and cons of organisational unification (i.e. governance and/ or operations); > Recommendation on the best governance and administration structure for Bowls in Australia; > Identification of issues which require resolution; and > A detailed Action Plan for implementation of the recommended model, detailing key milestones and accountabilities.

1.3 Implementation of the BA Facilities and Retirement Lifestyle Villages Strategy

• Implement the Action Plan: • Purpose: Given growing social participation rates, an ageing population, and rising value and demand for land, ensuring the Australian Bowls Community’s current and future facilities footprint is sustainable.

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2. MORE PLAY 2.1 BA 20162022 National Participation Plan

• Implementation of the plan’s 2017-2020 actions.

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Project Team or Working Group:

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2.2 Development of a Community HubClub Strategy

• Development of the BA Community Hub-Club Toolkit – i.e. a user-friendly resource designed to help Clubs to become a BA recognised “Community Hub Club” and to support the Club’s effective delivery of relevant community engagement offerings (e.g. social/competitive play, school programs, coaching, officiating, club administration, social events, corporate events, and others), all in the Club’s local environment.

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• Delivery of a pilot program with a number of identified clubs from across Australia.

2.3 Bowls Club Enhancement Initiative – TRAFFIC LIGHT

An initiative designed to assist bowls clubs to identify how they are operating in key areas; then provide them with a suite of user-friendly and relevant resources to help them implement best practice in areas of identified need (e.g. governance, planning, marketing, participation offerings).

• Conduct research into high quality club/ association capacity enhancement initiatives. • Development of an on-line portal housing a suite of simple and user-friendly capacity enhancement resources, aligned with key areas within the Bowls Australia Club / Association Health Check process.

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3. WINNING TEAMS 3.1 Implementation of the 2016/17 BA High Performance Review Recommendations

• Implement the recommendations from the 2016 BA High Performance Review. Note: The timeframes attached to these recommendations extend between 2017 and 2019.

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3.2 BA Player Support Pathway Model (FTEM)

• Expand the current BA FTEM Player Pathway Model and develop a comprehensive, whole of sport Player Support Pathway. The key purpose for the Pathway – to provide specific guidance to anyone who influences a bowler (e.g. parents, coaches, officials, selectors, performance services personnel and administrators) in order for them to optimally support their successful participation in the sport of bowls at any level. Note: This includes the development of a Player Skills Profile relevant to players at each phase of development (Also part of the Profile of an Elite Bowler work).

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3.3 Update the BA Coach Development Framework

• Following the development of the BA Player Support Pathway (refer above), develop a new whole of sport Coach Development Framework, which aligns with and is based on, the various elements within the Player Support Pathway.

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• Develop updated courseware (i.e. learning and assessment resources) associated with each of its updated National Coach Accreditation Scheme Training Programs.

3.3 Update the BA Coach Development Framework

• Conduct an independent High Performance System Review following the 2022 Commonwealth Games.

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4. INSPIRED FANS 4.1 Development of a BA Marketing and Communications Strategy

• Development of a BA Marketing and Communications Strategy.

4.2 BA Digital Strategy

• Implementation of the Strategy to ensure digital systems, tools and activities help all elements of the Australian Bowls community to more effectively and efficiently manage core business.

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• Implementation of the Strategy.

5. STAYING AHEAD OF THE GAME 5.1 Development of a BA Commercial Strategy

• Development of a BA Commercial Strategy. • Implement the Strategy.

5.2 National Research Strategy

• Conduct a BA and STA research audit, designed to identity recent / current research activity. • Identify key research needs and the gaps between these and recent / current research projects. • Develop a National Research Action Plan. • Implementation of the plan’s actions.

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Project Matrix

The matrix below maps each of our Strategic Projects, to our Strategic Priorities and Proof Points. This process ensures our work is always aligned to our Plan and also emphasises how we work collabora

Strategic Priorities and Proof Points

Optimal Governance and Admin Model

Shared Services Model

National Participation Plan

Commercial Strategy

Marketing and Comms Strategy

PRIORITY 1: OUR COLLABORATIVE BUSINESS MODEL Good Governance Contemporary good practice governance systems are implemented across the Australian Bowls community.

3

3

Collaborative Leadership and Management A contemporary, collaborative approach to organisational planning and management is in place between BA and STAs, to ensure our collective sustainability and to strengthen our collective financial position.

3

3

Bowls in Australia is recognised as a collaborative leader in the Australian sports industry.

3

3

Building a Valued Brand The bowls brand is a united, relevant and purposeful brand, widely recognised throughout the Australian Sport and Active Recreation Sector and the broader Australian community.

3

3

3

All State and Territory Bowls Associations to operate with a consistent brand / logo by 2020.

3

3

3

3

3

Commercial revenue to be 50% of total Bowls Australia and STA revenue by 2022.

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Club Enhancem Initiativ


atively for ‘whole of sport’ outcomes.

b ment ve

Strategic Projects

Hub-Club Strategy

Digital Strategy

Player Support Pathway

Coach Development Framework

2016/17 HP Review Actions

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Facilities Strategy

Research and Insights Strategy

2020 HP Review


Strategic Priorities and Proof Points

Optimal Governance and Admin Model

Shared Services Model

National Participation Plan

Commercial Strategy

Marketing and Comms Strategy

Club Enhancem Initiativ

PRIORITY 2: MORE PLAY Connecting Communities More bowls clubs promoting and delivering meaningful and positive opportunities for all members of their community to engage with bowls.

3

Celebrating community diversity through our sport.

3

3

3

3

More Participants and Competitors The creation, promotion and delivery of more relevant participation and competition opportunities for all elements of the Australian Bowls community to engage in our sport in meaningful and positive ways.

3

3

3

Grow participation in Jack Attack and Junior Jack Attack programs by 20% p.a. in the first 3 years and 10% p.a. thereafter.

3

3

3

An increase in the number of Australians participating recreationally and/or competitively in bowls on a regular basis - 750,000 participants by 2022.

3

3

3

A bowls month promoted and delivered in clubs across Australia every year.

3

3

3

Membership is viewed widely throughout the Australian Bowls community, as a sub-set of participation - not the other way around.

3

3

3

Building, Supporting and Rewarding the Bowls Workforce Bowls is widely recognised as an employer of choice for sports professionals.

3

3 10

2018-2022 operational plan

3


b ment ve

Strategic Projects

Hub-Club Strategy

3

Digital Strategy

Player Support Pathway

Coach Development Framework

3

3

2016/17 HP Review Actions

3

3

Facilities Strategy

Research and Insights Strategy

3

3 3

3

3

3

3

3

3

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2020 HP Review


PRIORITY 2: MORE PLAY continued More skilled, supported and rewarded bowls coaches operating at all levels of the pathway. More skilled, supported and rewarded bowls officials, operating at all levels of the pathway. More skilled, supported and rewarded bowls volunteers operating at all levels of the pathway.

3

More highly functioning bowls clubs, associations, regions and zones.

3

3

Enhancing Our Delivery Infrastructure Greater and more efficient use of current bowls venues / facilities; and strengthening the investment case for new ones.

Strategic Priorities and Proof Points

Optimal Governance and Admin Model

Shared Services Model

PRIORITY 3: WINNING TEAMS World Class Performance Pathways and Support A detailed, evidence-based and clear national development framework in place which guides the optimal development and support of all elements of the bowls player, coach and official pathways.

World’s Best National Teams Winning Australian teams gold medals at 2018 and 2022 Commonwealth Games and 2020 World Championships. Australia to hold the # 1 nation ranking.

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National Participation Plan

Commercial Strategy

Marketing and Comms Strategy

Club Enhancem Initiativ


3

3 3 3

3

b ment ve

3 Strategic Projects

Hub-Club Strategy

Digital Strategy

Player Support Pathway

Coach Development Framework

2016/17 HP Review Actions

Facilities Strategy

Research and Insights Strategy

2020 HP Review

3

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3


Strategic Priorities and Proof Points

Optimal Governance and Admin Model

Shared Services Model

National Participation Plan

Commercial Strategy

Marketing and Comms Strategy

Club Enhancem Initiativ

PRIORITY 4: INSPIRED FANS INSPIRED FANS An improved bowls spectator experience for all and a consistently positive and welcoming experience, at all state and national events.

3

A database of 100,000 bowls participants by 2020.

3

3 3

Enhanced relationships with broadcast channels and partners to connect with more new and existing fans.

3

The development and promotion of more cutting edge bowls related digital content and products.

3

Host commercially viable national and international bowls events, as strategically appropriate.

3

Key social media metrics increasing by 10% per annum

3

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b ment ve

Strategic Projects

Hub-Club Strategy

Digital Strategy

Player Support Pathway

Coach Development Framework

2016/17 HP Review Actions

3 3

3

3 3

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Facilities Strategy

Research and Insights Strategy

3

3 3

2020 HP Review

3


Strategic Priorities and Proof Points

Optimal Governance and Admin Model

Shared Services Model

PRIORITY 5: STAYING AHEAD OF THE GAME More Targeted Research Greater investment in improving our understanding of why and how people engage with bowls (players, spectators, coaches, officials, volunteers, commercial partners and others) to improve decision-making across the game. Greater investment in improving our understanding of the health and well-being benefits of being a bowls participant.

Technology Enhanced system-wide use of technology in all that we do.

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National Participation Plan

Commercial Strategy

Marketing and Comms Strategy

Club Enhancem Initiativ


b ment ve

Strategic Projects

Hub-Club Strategy

Digital Strategy

Player Support Pathway

Coach Development Framework

2016/17 HP Review Actions

Facilities Strategy

Research and Insights Strategy

3

3

3

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2020 HP Review


OUR FUTURE NOW BOWLS UNLEASHED builds on the work done by BA and the STAs and the wider Australian Bowls community over the last five years. BOWLS UNLEASHED signals the start of an exciting new chapter in the life of Bowls in Australia and for everyone within the Australian Bowls community or who engages with the sport of bowls. Every stakeholder in the Australian Bowls community has a role to play in helping to deliver BOWLS UNLEASHED to ensure our sport achieves its immense potential between 2018 and 2022 (and beyond). Our activities and BA operations will be guided by this Strategic Plan, which will be monitored by the BA Board and reviewed regularly by the SCB. Through trust, cooperation, connection and commitment, we can and will achieve the future success and sustainability of the sport of Bowls in Australia and our vision for all Australians to engage with bowls socially or competitively during their lifetime.

Women’s Bowls NEW SOUTH WALES

2103 ba 2017 22 operational plan  
2103 ba 2017 22 operational plan  
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