BQ Strategic Plan

O P E R A T I O N S

F I N A N C I A L

T R A I N I N G

P L A NN I N G

level 1, 36 station roadindooroopilly qld 4068

po box 343indooroopilly qld 4068

(07) 3878 9355(07) 3878 6133

[email protected]

Dickson Wohlsen Pty LtdACN 113 985 247ABN 50 113 985 247

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Bowls Queensland Strategic Planning Report

2012

Facilitated by: John Dickson 23 January 2012

Bowls Queensland

Strategic Plan – January 2012 _____________________________________________________________________________________________

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Dickson Wohlsen Strategies

Introduction If an Association is to grow and prosper, it must have defined ideas about what it wants to be and where it wants to go. Strategic planning is a process which can help a club to decide where it wants to be, when it wants to be there and what path it should take to get there. This planning helps to understand the club and its business environment, to make the most of what we have in order to do things better. It is not simply about developing a plan, but about getting results and organising an Association's business so it can best satisfy its members. Without the members the club would be non-existent. If an Association starts to lose members it will start going out of business. Only through strategic planning will the club’s Board, management, staff, members, suppliers and other stakeholders, be able to compete in the highly competitive, regulatory and changing environment of the club industry in the future. Strategic planning looks at the external environmental risks, which could provide threats and opportunities whilst making internal assessments of the club, which will identify internal strengths and weaknesses. These factors will assist in shaping the club’s business direction, how the plan can be implemented and what ongoing reviews and evaluations would be necessary.

Strategic planning also includes the development of the club's mission statement. This statement forms the foundation for the rest of the plans and provides a common vision for the total organisation.

A strategic plan provides a backbone for everything the club does. To create an opportunity that can be leveraged to create differential advantage in the marketplace. Strategic planning has three levels: Board Level; Senior Management level; Operational Level.

A strategic plan consists of Objectives, Strategies, Actions (performance measures), Budgets and Business Planning; a process that tells people within the club where to put their emphasis, priorities and resources. The issue is not methodologies but one of priorities – where the people running the business spend their time. Strategic planning only becomes meaningful when accompanied by prompt action. The object of strategic planning is not to control but to guide and direct.

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What Is Strategic Planning?

1. Directs the Association’s growth and prosperity.

2. Assists in better understanding the club's business.

3. Making the most of what we have.

4. Identifying our strengths opportunities.

5. Getting results.

6. Re-evaluate the Association’s vision, mission, values and core business

7. Sharpening the Association's business focus.

8. Understanding our threats and weaknesses.

9. Provides a benchmark to judge performance.

10. Sets priorities and timeframes.

11. Everyone’s involved.

Why Plan?

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Strategic Planning Outcomes

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Determine review process 1. Table report

2. Accept and approve strategic plan (in motions)

3. Consider confidentiality – can prepare short version to advise other Committees and members

4. Have a permanent agenda line on Board meeting agendas for strategic plan update and the lists the top five implementation strategies for reporting

5. Update periodically (approximately every 3-4months – one hour update)

6. Every year or two review and develop a new plan

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Key issues

1. Increase funding

2. Stabilise and then grow membership using Annual Report figures

3. Lack of corporate governance and strategic planning programs for clubs and district

4. Regular training and education of Board, Committees and staff members

5. Succession planning for Board and Committees in BQ

6. Assist clubs to implement programs for local demographics

7. Implement new data base

8. Communication to bowlers

9. Ownership of Coorparoo

Implementation Calendar

Imp.

No.

Key issues

Mar

ch

Apr

il

May

June

July

Aug

ust

Sep

tem

ber

Oct

ober

Nov

embe

r

Dec

embe

r

I Increase funding

2 Stabilise and then grow membership using Annual Report figures

3 Lack of corporate governance and strategic planning programs for clubs and district

4 Regular training and education of Board, Committees and staff members

5 Succession planning for Board and Committees in BQ

6 Assist clubs to implement programs for local demographics

7 Implement new data base

8 Communication to bowlers

9 Ownership of Coorparoo

Starting Work in progress Complete

Implementation Strategies

Implementation #1

Key Issue: Increase funding

Action: Source and apply for all funding opportunities

Who’s responsible: CEO

Reporting to: The Board

Completion Date: Report to Board each March & September meetings

1. Identify all funding opportunities available and closing dates 2. Lodge all applications in the time frame provided 3. Identify possible corporate partners 4. Document the sponsorship connection and the mutual benefits 5. Regularly update the Board on progress as and when appropriate

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Implementation # 2

Key Issue: Stabilise and then grow membership using Annual Report figures

Action: Develop and implement a plan to grow membership



Completion Date: Present plan at April Board meeting

1. Develop strategies to increase the number of members with a working group 2. Table the strategies to the Board for their input 3. Implement the plan as approved by the Board 4. Report to the Board quarterly 5. Review and report to the Board as and when appropriate

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Implementation # 3

Key Issue: Lack of Corporate Governance and Strategic Planning programs for clubs and district

Action: Develop and implement programs



Completion Date: Present interim report at October Board meeting

1. Identify topics to be covered 2. Source relevant content 3. Investigate delivery concepts 4. Structure of the delivery 5. Collate in deliverable format 6. Conduct pilots 7. Evaluate the pilots 8. Modify and adjust the pilots based on feedback 9. Source the funding 10. Implement programs state wide 11. Review and modify

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Implementation # 4

Key Issue Training and education of Board, Committees and staff members

Action Develop training program for Boards, Committees and staff.

Who’s responsible CEO

Reporting to The Board

Completion date June 2012 Board meeting

1. Identify and document any current training programs in place at Bowls Queensland

2. Consider what training would be desirable

3. Research and document availability of desired training

4. Identify costs and delivery strategies for desirable training

5. Identify external funding options

6. Develop draft calendar of training with budgets and deliverable methodologies

7. Collate all above information and present report to the Board with recommendations for their feedback

8. Implement Board direction

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Implementation # 5

Key Issue Succession planning for Board and Committees in BQ

Action Develop a Board and Committees succession policy document



Completion date November 2012

1. Develop profile for ideal Board and Committee members

2. Consider and document strategies for identifying potential Board and Committee members.

3. Consider strategies to approach potential Board and Committee members

4. Collate the above and prepare draft policy for Board consultation

5. Table draft policy for Board feedback 6. Consider Board feedback and finalise policy for Board approval

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Implementation # 6

Key Issue Assist clubs to implement programs for local demographics

Action Develop information brochure to assist clubs in identifying and attracting various demographics.



Completion date June 2012

1. Research and review any current information available through current

resources relative to bowls activities in different demographic groups

2. Develop a list of topics that would need to be addressed in the information brochure

3. Conduct brainstorming workshop with relevant people to expand the list of topics and prepare draft copy for each topic

4. Consider costs and communication methodology 5. Collate above information and prepare draft information brochure 6. Present a draft to Board for feedback 7. Implement Board feedback 8. Assist 3- 4 clubs to implement a pilot program using the relevant

material for the clubs targeted demographic 9. Review pilot feedback and amend brochure if required 10. Distribute brochure 11. Continue assistance to clubs when and where required 12. Monitor and review brochure and program effectiveness 13. Modify if required

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Implementation # 7

Key Issue Database needs improving and updating

Action Implement new database system



Completion date October 2012

1. Identify database, website and online event requirements

2. Work with the National IT group to ensure the proposed National database meets the requirements of Bowls Queensland now and in the future.

3. Determine if the proposed National Database is the appropriate solution for Bowls Queensland taking into account implementation and ongoing costs

4. Collate the above information and produce a report for Board presentation and consideration

5. Implement Board directives

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Implementation # 8

Key Issue Communication with bowlers

Action Develop more effective ways to communicate to bowlers



Completion date August 2012

1. Analyse and document current methods of communication with bowlers

2. Document issues associated with current communication methods

3. Research other similar organisation’s members communication strategies for current best practice

4. Workshop possible solutions for current issues with relevant people

5. Develop new communication concepts for bowlers

6. Assess potential costs and delivery methodology of new communication concepts

7. Collate the above information and prepare a report for Board consideration

8. Implement Board direction

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Implementation # 9

Key Issue Ownership of Coorparoo Bowls Club (CBC)

Action Develop medium and long-term strategies for CBC



Completion date October 2012

1. Form a working group to develop a SWOT for CBC

2. From the SWOT develop a priority list of key issues and opportunities for CBC

3. With a working group develop implementation strategies for the key issues and opportunities

4. From the above prepare a report for Board consideration

5. Incorporate Board's consideration

6. Implement strategies

7. Monitor and review

8. Report regularly to the Board on progress

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SWOT Analysis Strengths • Ethical approach to decision making

• Respected organisation

• Bowls community

• Stable Board with a strong commitment

• Experienced and stable staff

• Strong balance sheet

• Government relationship and funding

• Sport connect partners – disadvantaged groups

• Key stakeholders – clubs and districts

• BQ voluntary Committees

• Partnerships/ Sponsorships

• Weaknesses

• Reliance on funding

• Apathy within clubs and districts

• Communication to bowlers from district and club secretaries

• BQ Committee’s awareness of strategic directions

• Awareness of BQ’s policies and procedures

• Lack of experienced people standing for Committees in BQ

• Data base

• Ownership of Coorparoo

• Media coverage • Development officers frequent turnover

• Lack of regional staff

• Lack of participation at State events

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Opportunities

• Growing membership

• Implement new data base

• Develop ways to communicate to bowlers

• Opportunity to implement Committee’s inductions

• Succession planning for Board and Committees in BQ

• Regular training and education of Board and staff members

• Develop corporate governance and strategic planning programs for clubs and districts

• Develop sponsors who will support specific markets

• Evaluate Coorparoo Threats

• Bowls Australia

• Declining membership

• Lack of decision because of apathy or difficulty

• Other sports

• Competition in the leisure industry

• Government legislation

• Reduced government funding

• Loss of key staff

• Regional economics

• Council policy and directional shifts

• Adverse weather conditions

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Core Values • Fostering and encouraging new demographics to bowls

• Promote of the game of bowls

• Running bowling events at State level

• Raising the profile through communications with the media and government departments, both local and state

• Perpetuation of the friendly social environment of the game

• Value equitable and ethical decisions state wide

• Open to all ages and fitness levels

• Social and relaxation aspects of the game Core Business • Affiliation fees

• Sponsorship

• Grants and funding

• High performance coaching clinics

• Possible merchandising

• Maintaining website to deliver services

• Magazine advertising

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Bowls Club Trends

• 70% of bowls clubs now have internet access

• Women’s membership has been falling over the last three years

• Clubs are finding it difficult attracting appropriate people to their Committees

• Clubs report rising maintenance costs as one of their major concerns

• Population participation rate is 3% and declining

• Casual participation is growing slightly

• Membership in Australia was 340,000 in 1998, by 2005 was 250,000, by 2010 the estimated number was down to approximately 200,000 and by 2015 it could be as low as 160,000

• There are approximately 340 bowls club currently in Queensland, we are currently losing approximately 15 to 20 bowls clubs a year.

• 200 – 250 at the most in 5 - 10 years’ time

• A small number will survive by increasing fees to match costs

• The division between the progressive and not so progressive bowls clubs is widening

• Number of covered and synthetic greens is slowly increasing

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Current Initiatives • Development officers who visit every club through the state. This was introduced

in last two years and they have been to every club twice in this time. They help with strategic planning, collect data on the clubs, work with grants, programs, administration, juniors and get the clubs to work with the community.

• High performance program which assists bowlers to achieve highest level they can attain. They have a full day clinic with a state coach. The charge is $20 per person and has raised appox. $6/7,000 out of clinics.

• A promotional vans which take bowls offsite, eg fetes, shopping centres. A second one is now being purchased. It can link with other organisations, eg blind bowlers

• Organising more coaches, umpires and events.

• Looking at structure of events to get new generation interested and cater for people who are time poor.

• New constitution is finished; it just needs a little work

• Bowls Qld visits to district clubs which is very beneficial

• All Schools Cup – BQ pays for team from each district to play in this cup.

• State disability championships

• School based opportunities

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Review previous plan

Key Issues Y/N Comments

Lack of facilities maintenance plan N Needs to be created and part of budget

Facilities development Master Plan N Blue-print overview has been prepared by Architect

Highfields Bowls Club acquisition and other similar club opportunities

Y Club declined to be involved

Anti-gaming lobby – Productivity Commission recommendations

Y Relationship with local stakeholders and internal promotion good

Grow gaming through promotion and attrition of smaller venues

~ Work in progress and needs more attention

Parts of the course lack appeal

• Vegetation/horticulture masterplan for the course and club house entrance

• Beautification of creek

Y Has improved recently but work in progress – but may need a masterplan – “hodge-podge”

Acquire more real estate on course boundary including

• Basketball lease

• House near motel

• Other property on course boundary

Y Work in progress – Basketball negotiations are in progress.

Not owning course or the club house land

~ Remains an opportunity especially option or land swap

Anticipated growth in corporate activity and population in the area especially mining – corporate membership

~ Impact of mining activity is starting to become prominent and will be a major opportunity.

Toowoomba Regional Council re lease and next election – change to unfavourable council make-up

~ March 2012 election – could be a major change. Impacts on lease negotiation.

Over-reliance on gaming as a source of revenue

Y Are putting in place diversification eg motel

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