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Bowls SA Strategic Plan: 2010-2013

Growth through Teamwork & Innovation


Contents Introduction

3

Our Vision

4

Our Mission

4

Core Values

4

Envisaged Future Statement

6

Bowls SA Stakeholders

6

Core Strategy - Market Focus and Service Offering

8

Key Strategy Overview

10

1. Club Administrators, Volunteers and Officials

10

2. Customers of Member Clubs

12

3. Club Members - Competition Players

12

4. Club Social and Leisure Participants (Night Owls)

15

5. Bowls SA Staff

15

6. Region/Association and Representative Committees

16

7. Bowls Australia and State & Territory Associations

16

8. Bowls SA Board

19

9. Corporate Partners

19

10. High Performance Athletes and Officials

21

11. Spectators and Supporters

21

12. Funding Bodies

22

13. South Australian Sports Institute (SASI)

22

14. Media

22

15. Metro and Regional Councils

23

Bowls SA Organisational Chart

23


Introduction This document presents an overview of the Bowls SA Strategic Plan for the period 1 July 2010 to 30 June 2013. Outlined are a range of strategies to be implemented over the next three years to grow the sport and further develop a product which has been an integral part of the community in South Australia for over 100 years. An extensive consultation process with the organisation’s key stakeholders provided the foundation for the plan. By engaging and working collaboratively with Bowls Australia, other State & Territory Associations and the stakeholders outlined in this document, Bowls SA believes it is well prepared to meet the challenges the sport will face in the future. This plan aims to build upon and complement the Bowls Australia Strategic Plan: A New Game Plan 2009 - 2012 and we acknowledge the contribution and support of Bowls Australia in the development of the Bowls SA Strategic Plan. As well as this public document, the Strategic Plan is supported by a detailed internal operational plan which will be used to guide the implementation of strategy, monitor progress and ensure the objectives outlined are achieved. Bowls SA is confident the work completed in the preparation of this Plan will contribute to the transformation and long term sustainability of the sport. Implementation of strategy will see bowls prosper and provide more opportunity for the community to participate in this great, inclusive game and we look forward to working together to achieve these objectives.

Ivy Kluske Ben Scales President General Manager

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Our Vision To drive the innovation of the business and sport of bowls so that Bowls SA and Member Clubs are recognised as leaders in the sport and leisure market, providing outstanding services and resources to the community with an inclusive culture.

Our Mission To provide leadership and facilitate a collaborative approach for the growth, development and success of the sport and business of bowls in South Australia.

Core Values Teamwork Unity through collaborative partnerships and mutual respect Professionalism Exceed customer expectations with outstanding service Accountability

Deliver results to stakeholders whilst maintaining a transparent and open relationship

Innovation

Adaptive with a proactive culture attuned to environmental changes that impact on the sport


5 Bowls SA Strategic Plan: 2010-2013


Envisaged Future Statement Whilst taking care to preserve the core business of bowls, we will work with Member Clubs, Bowls Australia and other State & Territory Associations to stimulate innovation. We will help to discover and promote new ideas that, when implemented, will bring new value and, in particular, we will work to transform the sport so that the game and Member Clubs are modern, accessible and inclusive to allow the sport to attract new participants. By promoting the brand of bowls we will attract and retain participation. We will drive proactive programs and maintain effective communication channels throughout the sport. Our high performance and development pathway programs will set the standard for other sports. At all levels in the sport we will assist unification and foster strategic alignment. With new strategies to improve the effectiveness of boards, committees and members we will improve the governance of bowls in South Australia.

Bowls SA Stakeholders A key component of the planning process in preparing the Bowls SA Strategic Plan: 2010 - 2013 was to identify the organisation’s key stakeholders. These stakeholders are the people, organisations and groups that Bowls SA works collaboratively with, engages and needs to satisfy, to ensure the sport is successful in the market place and able to achieve its objectives. The identified Bowls SA Stakeholders are: 1.

Club Administrators, Volunteers and Officials

2.

Customers of Member Clubs

3.

Club Members - Competition Players

4.

Club Social and Leisure Participants (Night Owls)

5.

Bowls SA Staff

6.

Region/Association and Representative Committees

7.

Bowls Australia and State & Territory Associations

8.

Bowls SA Board

9.

Corporate Partners

10. High Performance Athletes and Officials 11. Spectators and Supporters 12. Funding Bodies 13. South Australian Sports Institute (SASI) 14. Media 15. Metropolitan and Regional Councils


7 Bowls SA Strategic Plan: 2010-2013


Core Strategy - Market Focus and Service Offering Bowls SA is in the service industry in the sport administration and leisure market, operating in the geographic area of South Australia and other areas of its jurisdiction. Our business customers are Member Club administrators and we offer services to help Member Clubs to be more successful, assisting them to attract new members and grow participation in the sport of bowls. Through Member Club success, Bowls SA achieves member growth and increased member revenues. We see growth opportunities for Member Clubs that offer products and services for the following market segments: • • • •

Competition players Schools and families Corporate team building/social clubs Retirees

• Social and leisure participants • Hospitality and functions • Community and Culturally and Linguistically Diverse (CALD) groups

Going forward we see Member Clubs working to maintain their pennant bowls product and working harder to penetrate the social and leisure market with the ‘Night Owls’ product. We see significant work being undertaken by Bowls SA to help Member Clubs introduce products and develop the brand so it appeals to the other markets identified above. Our consumer customers are the members of Member Clubs and through their affiliation with Bowls SA we offer them the opportunity to participate in the sport of bowls. Bowls SA administers the statewide competition program for the sport of bowls. Member Clubs access Bowls SA services and programs by affiliating with Bowls SA, who in turn affiliate with Bowls Australia and World Bowls. Working collaboratively with Bowls Australia and other STAs, as well as independently, we develop resources and provide education and training to assist Member Clubs. By licensing services to Member Clubs we offer the following products and services: • Affiliation with Bowls SA - provides access to the brand of bowls and the associated intellectual properties • Bowling competitions - State events and competitions. • Club Development programs – education and training on governance and planning, marketing, grants, and volunteer management • Sport Development programs – which aim to develop and increase the participation base, coach development, and Official and Umpiring development • SA Bowler magazine • Bowls SA website – communication and information resource • Partner with Bowls Australia to deliver an integrated database and web services platform including: Bowls SA website, Member Club websites, competition management system, on-line database • Sport promotion, stakeholder advocacy and government representation • Coordinate and manage whole of sport initiatives and buying groups • Coordination and management of High Performance squads and teams.


9 Bowls SA Strategic Plan: 2010-2013


Key Strategy Overview The following pages contain an overview of the key strategies developed for each of the 15 identified stakeholders. These strategies are supported by a detailed operational plan that will guide and monitor the implementation of the strategies and contribute to Bowls SA achieving its objectives.

1. Club Administrators, Volunteers and Officials Objective: Increase the level of collaboration between Member Clubs and Bowls SA

Key Strategies: 1. Enhance the availability of access to information and Bowls SA staff for Member Club administrators 2. Develop a comprehensive service offering that is valued by Member Clubs 3. Transform existing capitation pricing model and ensure that it represents value for money in the sport and leisure market 4. Develop an annual marketing plan and support with an investment budget 5. Provide meaningful volunteering opportunities for Member Club administrators and volunteers and implement a structured training and education program 6. Develop or identify a suitable training and education facility 7. Provide well resourced and trained sport development officers 8. Implement a structured event calendar that provides quality events to maximise participation and a financial return to Member Clubs 9. Implement a formal process to acknowledge ‘best practice’ Member Clubs, administrators and volunteers 10. Enhance the Bowls SA officiating/umpiring program to provide officials and umpires with quality training, education and resources

Key Measures and Targets:

Measure The percentage satisfaction of Member Club administrators and volunteers with range of Bowls SA services The percentage satisfaction of administrators and volunteers with Bowls SA The percentage of Member Clubs taking on Bowls SA innovations/programs The number of Bowls SA innovations taken up by Member Clubs Number of accredited Umpires/Officials The percentage satisfaction of Umpires/Officials with Bowls SA

Target 90% 90% 70% 5 2,660 90%


11 Bowls SA Strategic Plan: 2010-2013


2. Customers of Member Clubs Objective: Increase Member Club visitation, participation and revenues

Key Strategies: 1. Assist Member Clubs to enhance their brand positioning and product communications 2. Assist Member Clubs to develop appealing product offering, implement a sustainable pricing model and enhance their service availability 3. Assist Member Clubs to enhance club environments and culture to engage current and potential customers/members 4. Assist Member Clubs to develop facility and infrastructure master plans and guide them to secure funds to implement 5. Enhance existing junior and U/18 programs and competitions

Key Measures and Targets: Measure Number of bowling club members Number of unique visits to Bowls SA website Number of U/18 bowling club members Number of Junior Development Squad members

Target 20,000 25,000 360 150

3. Club Members - Competition Players Objective: Increase satisfaction of competition players with club and Bowls SA events and programs

Key Strategies: 1. Assist Member Clubs to enhance their member benefits package and member communications 2. Enhance the consultation process to further engage competition players and involve them in the decision making process 3. Enhance competition formats and styles of play to be more appealing to the competition player and maximise participation 4. Enhance State Event competition formats and structure to increase player appeal 5. Enhance the Bowls SA coaching program to provide members with quality coaching and resources

Key Measures and Targets: Measure Percentage satisfaction of competition bowlers with Bowls SA Events Percentage satisfaction of competition bowlers with club events Number of entries in Bowls SA State Events Revenue received from State Event entries

Target 80% 80% 8,000 $64,000


13 Bowls SA Strategic Plan: 2010-2013


4. Club Social and Leisure Participants (Night Owls) Objective: Increase participation and revenue from Night Owls/Social Bowlers

Key Strategies: 1. Assist Member Clubs to develop a pricing and member benefits package that represents value for money in the sport and leisure market 2. Develop a program and resources to help Member Clubs engage social participants more effectively and enhance the acknowledgment and recognition of the social participant market segment 3. Further develop current Night Owls/Social competitions by enhancing existing competition formats to maximise participation 4. Enhance pathways and awareness to alternative competitions 5. Create a coaching program that provides Member Clubs with training and resources tailored to provide quality coaching to social participants

Key Measures and Targets:

Measure Number of Social and Leisure participants Number of Social and Leisure participants becoming members Percentage of Social and Leisure participants becoming members Percentage of Social and Leisure participants participating in alternative competitions

Target 12,000 600 5% 30%

5. Bowls SA Staff Objective: Increase productivity and level of customer service satisfaction

Key Strategies: 1. Increase opportunities to maximise staff potential and productivity and expand staff knowledge of the sport 2. Provide employees with a salary and benefits package that rewards commitment and performance 3. Provide staff with a functional and well resourced workplace and ensure all staff are supported in meeting their responsibilities 4. Support volunteers with appropriate training and resources

Key Measures and Targets:

Measure Percentage level of member satisfaction with Bowls SA customer service Percentage overall team satisfaction with working at Bowls SA Percentage staff turnover

Target 90% 90% 10%

15 Bowls SA Strategic Plan: 2010-2013


6. Region/Association and Representative Committees Objective: Increase effectiveness and accountability of Committees

Key Strategies: 1. Enhance the role of Committees and their structure to make them more meaningful/effective and appealing to talented candidates 2. Provide Committees and Council with a high standard of resources, structured training, mentoring and education programs 3. Transform current Council and Committee meeting structures to reflect best practice and alter timing and location of Council/Committee meetings to broaden appeal 4. Enhance Council and Committee compositions to secure the breadth and depth of skills required 5. Enhance communications to promote Council and Committee roles, responsibilities and achievements

Key Measures and Targets:

Measure Number of candidates nominating for Committees Percentage satisfaction of members with Committees Percentage satisfaction of Regions/Associations/Committees with Bowls SA Percentage satisfaction of Regions/Associations/Committees with the Committee's achievements

Target 50 90% 90% 90%

7. Bowls Australia and State & Territory Associations Objective: Increase Bowls Australia support for Bowls SA and improve collaboration and sharing of information between State & Territory Associations

Key Strategies: 1. Enhance relationships with Bowls Australia and State & Territory Associations to increase collaboration and resource sharing therefore ensuring that all stakeholders are working collaboratively in the promotion of the brand of Bowls and the delivery of whole of sport initiatives 2. Partner with Bowls Australia to deliver Major Events in South Australia including Asia Pacific 2011 and World Bowls 2012

Key Measures and Targets: Measure Bowls Australia allocation to Bowls SA new initiatives/marketing Percentage satisfaction of Bowls Australia and other stakeholders with events Number of resources that Bowls Australia and State & Territory Associations share with Bowls SA

Target $100,000 90% 10


17 Bowls SA Strategic Plan: 2010-2013


8. Bowls SA Board Objective: Increase the effectiveness of the Bowls SA Board

Key Strategies: 1. Enhance the governance structure and composition of the Bowls SA Board 2. Implement a process to capture data and report on measures to ensure Board information is more accurate 3. Transform current meeting structure to reflect best practice and alter timing and location of meetings to broaden appeal 4. Transform the role of the Board to a strategic focus and implement Board performance review program 5. Enhance Board composition to secure the breadth and depth of skills required and provide a structured training, mentoring and education program for Board members 6. Implement a program to acknowledge contribution and publicise achievements

Key Measures and Targets:

Measure Number of applicants for Board positions Percentage awareness of Board by members (roles and achievements) Percentage of stakeholder satisfaction with Board performance Percentage of Board member satisfaction with Board performance

Target 10 90% 90% 90%

9. Corporate Partners Objective: Increase revenues and support from corporate partners

Key Strategies: 1. Enhance member data capture, reporting and analysis capability 2. Transform benefits package to ensure that they are mutually beneficial and provide excellent return on investment to corporate partners 3. Enhance reporting and communication processes to corporate partners

Key Measures and Targets:

Measure Corporate partner investment – cash Corporate partner investment – in kind Number of corporate partners Percentage satisfaction of corporate partners with Bowls SA

Target $150,000 $75,000 15 90%

19 Bowls SA Strategic Plan: 2010-2013


10. High Performance Athletes and Officials Objective: Increase the success of the South Australian side and its members

Key Strategies: 1. Enhance High Performance communications to make more timely, useful and accurate 2. Transform High Performance training program and enhance the Bowls SA coaching program to provide High Performance athletes with quality coaching and resources 3. Enhance the competition structure and game format to provide a high quality competition 4. Enhance the resources and financial support available to High Performance athletes

Key Measures and Targets:

Measure Ranking of Senior sides Ranking of U/18 sides Number of quality High Performance coaching candidates Number of athletes in Bowls Australia National Squad Percentage of satisfaction of High Performance members with the Bowls SA High Performance program

Target 1 1 10 5 90%

11. Spectators and Supporters Objective: Increase the level of spectator and supporter interest and attendance at Member Club and Bowls SA events

Key Strategies: 1. Enhance Bowls SA event formats and structure to increase spectator appeal 2. Assist Member Clubs to enhance service availability for spectators/supporters and club environments and culture to engage current and potential customers/members 3. Transform the environment and the way the game is played by developing a player and spectators code of conduct 4. Build spectators’ and supporters’ understanding of the game

Key Measures and Targets:

Measure Average number of individual spectators attending key Bowls SA events Number of unique visits to Bowls SA and Member Club websites per month Percentage overall level of satisfaction of spectators with events

Target 200 25,000 80%

21 Bowls SA Strategic Plan: 2010-2013


12. Funding Bodies Objective: Increase the level of investment by funding bodies

Key Strategies: 1. Implement a formal relationship management plan and promote achievements to funding stakeholders

Key Measures and Targets:

Measure Percentage of awareness of Bowls SA initiatives Percentage of satisfaction with Bowls SA initiatives Funding body investment in Bowls SA Percentage of innovations implemented

Target 80% 80% $200,000 80%

13. South Australian Sports Institute (SASI) Objective: Increase the number of programs and scholarship places available to High Performance bowlers

Key Strategies: 1. Enhance relationships with SASI by further developing and expanding existing relationships and promoting achievements to SASI stakeholders

Key Measures and Targets:

Measure Percentage perception of game as sport and bowlers as athletes SASI satisfaction with Bowls SA program planning and pathways Number of SASI supported athletes

Target 80% 80% 5

14. Media Objective: Increase the level of informed comment and coverage of the sport of bowls in South Australia

Key Strategies: 1. Implement a formal relationship management plan to further develop and expand existing relationships 2. Raise awareness of Bowls SA and the sport of Bowls, its appeal, community interest and achievements

Key Measures and Targets:

Measure Percentage media satisfaction with Bowls SA media liaison Number of media releases and images available to media annually Percentage uptake of media releases

Target 90% 40 50%


15. Metro and Regional Councils Objective: Increase the level of support for Member Clubs from local Councils/Government

Key Strategies: 1. Assist Member Clubs to enhance inclusiveness, the utilisation of their fixed infrastructure assets and promote the range of services offered to the community 2. Assist Member Clubs to enhance club reporting and communications to local Councils/ Government and promote achievements

Key Measures and Targets:

Measure Investment by Councils towards bowls – cash Investment by Councils towards bowls – in kind Percentage of overall level of satisfaction of Councils with Member Clubs

Target 10% on benchmark 10% on benchmark 90%

ORGANISATIONAL CHART

General Manager

Development Manager

Development Officer

Marketing Manager

Accounts Officer

Administration Manager

Membership & Competition Support

Events & Competition Coordinator

High Performance Coordinator

Receptionist

23 Bowls SA Strategic Plan: 2010-2013


Bowls SA Inc ABN 87 400 912 739 3A Rowells Road Lockleys SA 5032 PO Box 59 Brooklyn Park SA 5032 t: +61 8 8234 7544 | f: +61 8 8351 8220 e: reception@bowlssa.com.au | www.bowlssa.com.au

SA Bowls Strategic Plan 10-13  

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