SA Bowls Strategic Plan 10-13

Bowls SAStrategic 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. ClubAdministrators,VolunteersandOfficials 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. HighPerformanceAthletesandOfficials 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

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 thework completed in the preparation of this Planwill contribute to thetransformation 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

Introduction

3Bowls SAStrategic Plan: 2010-2013

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

Bowls SA Stakeholders

Envisaged Future Statement

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.

TheidentifiedBowlsSAStakeholdersare:

1. ClubAdministrators,VolunteersandOfficials2. Customers of Member Clubs3. Club Members - Competition Players4. Club Social and Leisure Participants (Night Owls)5. Bowls SA Staff6. Region/Association and Representative Committees7. Bowls Australia and State & Territory Associations8. Bowls SA Board9. Corporate Partners 10. HighPerformanceAthletesandOfficials11. Spectators and Supporters12. Funding Bodies13. South Australian Sports Institute (SASI)14. Media15. Metropolitan and Regional Councils

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 wewill assist unification and foster strategic alignment.With newstrategies to improve the effectiveness of boards, committees and members we will improve the governance of bowls in South Australia.

Core Strategy - Market Focus and Service OfferingBowls 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 • Social and leisure participants• Schools and families • Hospitality and functions• Corporate team building/social clubs• Retirees

• Community and Culturally and Linguistically Diverse (CALD) groups

Going forward we see Member Clubs working to maintain their pennant bowls product and working hardertopenetratethesocialandleisuremarketwiththe‘NightOwls’product.Weseesignificantwork being undertaken by Bowls SA to help Member Clubs introduce products and develop the brandsoitappealstotheothermarketsidentifiedabove.Our consumer customersarethemembersofMemberClubsandthroughtheiraffiliationwithBowlsSA 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 accessBowlsSAservicesandprogramsbyaffiliatingwithBowlsSA,whointurnaffiliatewithBowlsAustralia 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:• AffiliationwithBowlsSA-providesaccesstothebrandofbowlsandtheassociatedintellectual

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,

coachdevelopment,andOfficialandUmpiringdevelopment• 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.

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. Providewellresourcedandtrainedsportdevelopmentofficers

8. Implement a structured event calendar that provides quality events to maximise participation andafinancialreturntoMemberClubs

9. Implement a formal process to acknowledge ‘best practice’ Member Clubs, administrators and volunteers

10.EnhancetheBowlsSAofficiating/umpiringprogramtoprovideofficialsandumpireswithqualitytraining, education and resources

Key Measures and Targets:Measure TargetThe percentage satisfaction of Member Club administrators and volunteers with range of Bowls SA services

90%

The percentage satisfaction of administrators and volunteers with Bowls SA 90%The percentage of Member Clubs taking on Bowls SA innovations/programs 70%The number of Bowls SA innovations taken up by Member Clubs 5NumberofaccreditedUmpires/Officials 2,660ThepercentagesatisfactionofUmpires/OfficialswithBowlsSA 90%

Key Strategy Overview Thefollowingpagescontainanoverviewofthekeystrategiesdevelopedforeachofthe15identifiedstakeholders. 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.

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 availability3. Assist Member Clubs to enhance club environments and culture to engage current and potential

customers/members4. Assist Member Clubs to develop facility and infrastructure master plans and guide them to

secure funds to implement5. Enhance existing junior and U/18 programs and competitions

Key Measures and Targets:Measure Target Number of bowling club members 20,000Number of unique visits to Bowls SA website 25,000Number of U/18 bowling club members 360Number of Junior Development Squad members 150

Objective: Increase satisfaction of competition players with club and Bowls SA events and programs

Key Strategies:1. AssistMemberClubstoenhancetheirmemberbenefitspackageandmembercommunications2. Enhance the consultation process to further engage competition players and involve them in

the decision making process3. 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 appeal5. Enhance the Bowls SA coaching program to provide members with quality coaching and

resources

Key Measures and Targets:Measure TargetPercentage satisfaction of competition bowlers with Bowls SA Events 80%Percentage satisfaction of competition bowlers with club events 80%Number of entries in Bowls SA State Events 8,000Revenue received from State Event entries $64,000

3. Club Members - Competition Players

Objective: Increase participation and revenue from Night Owls/Social Bowlers

Key Strategies:1. AssistMemberClubstodevelopapricingandmemberbenefitspackagethatrepresentsvalue

for money in the sport and leisure market2. 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 TargetNumber of Social and Leisure participants 12,000Number of Social and Leisure participants becoming members 600Percentage of Social and Leisure participants becoming members 5%Percentage of Social and Leisure participants participating in alternative competitions

30%

4. Club Social and Leisure Participants (Night Owls)

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 sport2. Provideemployeeswithasalaryandbenefitspackagethatrewardscommitmentandperformance3. Provide staff with a functional and well resourced workplace and ensure all staff are supported

in meeting their responsibilities4. Support volunteers with appropriate training and resources

Key Measures and Targets:Measure TargetPercentage level of member satisfaction with Bowls SA customer service 90%Percentage overall team satisfaction with working at Bowls SA 90%Percentage staff turnover 10%

5. Bowls SA Staff


6. Region/Association and Representative CommitteesObjective: 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 candidates2. Provide Committees and Council with a high standard of resources, structured training, mentoring

and education programs 3. TransformcurrentCouncilandCommitteemeetingstructurestoreflectbestpracticeandalter

timing and location of Council/Committee meetings to broaden appeal4. Enhance Council and Committee compositions to secure the breadth and depth of skills required5. Enhance communications to promote Council and Committee roles, responsibilities and

achievements

Key Measures and Targets:Measure TargetNumber of candidates nominating for Committees 50Percentage satisfaction of members with Committees 90%Percentage satisfaction of Regions/Associations/Committees with Bowls SA 90%Percentage satisfaction of Regions/Associations/Committees with the Committee's achievements

90%

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. PartnerwithBowlsAustralia todeliverMajorEvents inSouthAustralia includingAsiaPacific2011 and World Bowls 2012

Key Measures and Targets:

7. Bowls Australia and State & Territory Associations

Measure TargetBowls Australia allocation to Bowls SA new initiatives/marketing $100,000Percentage satisfaction of Bowls Australia and other stakeholders with events 90%Number of resources that Bowls Australia and State & Territory Associations share with Bowls SA

10

Objective: Increase revenues and support from corporate partners

Key Strategies:1. Enhance member data capture, reporting and analysis capability2. Transformbenefitspackagetoensurethattheyaremutuallybeneficialandprovideexcellent

return on investment to corporate partners 3. Enhance reporting and communication processes to corporate partners

Key Measures and Targets:Measure TargetCorporate partner investment – cash $150,000Corporate partner investment – in kind $75,000Number of corporate partners 15Percentage satisfaction of corporate partners with Bowls SA 90%

9. Corporate Partners

Objective: Increase the effectiveness of the Bowls SA Board

Key Strategies:1. Enhance the governance structure and composition of the Bowls SA Board2. Implement a process to capture data and report on measures to ensure Board information is

more accurate3. Transformcurrentmeetingstructure to reflectbestpracticeandalter timingand locationof

meetings to broaden appeal4. Transform the role of the Board to a strategic focus and implement Board performance review

program5. Enhance Board composition to secure the breadth and depth of skills required and provide a

structured training, mentoring and education program for Board members6. Implement a program to acknowledge contribution and publicise achievements

Key Measures and Targets:Measure TargetNumber of applicants for Board positions 10Percentage awareness of Board by members (roles and achievements) 90%Percentage of stakeholder satisfaction with Board performance 90%Percentage of Board member satisfaction with Board performance 90%

8. Bowls SA Board


11. Spectators and SupportersObjective: 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 appeal2. Assist Member Clubs to enhance service availability for spectators/supporters and club

environments and culture to engage current and potential customers/members3. Transform the environment and the way the game is played by developing a player and spectators

code of conduct4. Build spectators’ and supporters’ understanding of the game

Key Measures and Targets:Measure TargetAverage number of individual spectators attending key Bowls SA events 200Number of unique visits to Bowls SA and Member Club websites per month 25,000Percentage overall level of satisfaction of spectators with events 80%

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 accurate2. 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 competition4. EnhancetheresourcesandfinancialsupportavailabletoHighPerformanceathletes

Key Measures and Targets:Measure TargetRanking of Senior sides 1Ranking of U/18 sides 1Number of quality High Performance coaching candidates 10Number of athletes in Bowls Australia National Squad 5Percentage of satisfaction of High Performance members with the Bowls SA High Performance program

90%

10. High Performance Athletes and Officials


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

relationships2. Raise awareness of Bowls SA and the sport of Bowls, its appeal, community interest and

achievements

Key Measures and Targets:Measure Target Percentage media satisfaction with Bowls SA media liaison 90%Number of media releases and images available to media annually 40Percentage uptake of media releases 50%

14. Media

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 TargetPercentage perception of game as sport and bowlers as athletes 80%SASI satisfaction with Bowls SA program planning and pathways 80%Number of SASI supported athletes 5

13. South Australian Sports Institute (SASI)

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 TargetPercentage of awareness of Bowls SA initiatives 80%Percentage of satisfaction with Bowls SA initiatives 80%Funding body investment in Bowls SA $200,000Percentage of innovations implemented 80%

12. Funding Bodies

General Manager

Development Manager

Development Officer

Marketing Manager

High Performance Coordinator

Administration Manager

Accounts Officer

Membership & Competition

Support

Events & Competition Coordinator

Receptionist

ORGANISATIONAL CHART

Objective:Increase the level of support for Member Clubs from local Councils/Government

Key Strategies:1. AssistMemberClubstoenhanceinclusiveness,theutilisationoftheirfixedinfrastructureassets

and promote the range of services offered to the community2. Assist Member Clubs to enhance club reporting and communications to local Councils/

Government and promote achievements

Key Measures and Targets:Measure TargetInvestment by Councils towards bowls – cash 10% on benchmarkInvestment by Councils towards bowls – in kind 10% on benchmarkPercentage of overall level of satisfaction of Councils with Member Clubs 90%

15. Metro and Regional Councils


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: [email protected] | www.bowlssa.com.au

SA Bowls Strategic Plan 10-13

Documents

Transcript of SA Bowls Strategic Plan 10-13