Vision
Remain a significant contributing Centre in New Zealand towards the sport of lawn bowls.
Mission
Recognising the needs of our lawn bowls participants by putting in place a programme for all ages and ability.
Bowls Southland Strategic Plan 2013 – 2017
1) Financial
 Ensure that Bowls Southland maintains financial sustainability
 Maintain a break-even or surplus position in annual financial accounts
2) Growth
 Increase full membership numbers across the Centre
 Increase participation in championship events
3) Performance
 Ensure all aspects that promote increased performance are supplied
 Maintain a national presence at all levels on and off the green
4) Communication
 Enhance dialogue between governance, administration, clubs and members
 Encourage clubs to explore long term survival options/requirements
1) FINANCIAL AND SUSTAINABLE FUTURE OF BOWLS IN SOUTHLAND
Historical position
Goal
Strategies
Responsibility
Indicators
Budget set by Centre
Manager based on previous
years’ actual profit and loss
Ensure that Bowls
Southland maintains
financial sustainability
Executive Officer to present
annual draft budgets to board for
discussion and approval
Executive Officer
Board
Annual budget approved by
Board
Financial year ended 2013 –
profit achieved
Maintain a break-even or
surplus position in annual
financial accounts
To secure additional long term
sponsorship
Executive Officer
Variances on annual budget
explained
Existing sponsorship revisited
annually to ensure sponsors
receiving what they desire
Executive Officer
Executive Officer and Board
representatives visit existing and
new sponsors to embed sound
relationships
2) GROWTH OF LAWN BOWLS IN SOUTHLAND
Historical position
Goal
Focus on promotion of lawn
bowls in secondary schools
Over 60s challenge
introduced
Increase full membership by
3% 2012/13
Increase full membership
numbers across the
Centre
Increase participation in
championship events
Strategies
Centre advertising
Executive Officer
Board representatives
Responsibility
Executive Officer
Contacting sports clubs (i.e. rugby, Executive Officer
netball) to promote lawn bowls as Development Officer
a sports option
Monthly cash flow, financial
position and variances
presented to Board
Centre Manager and board
representatives visit sponsors
Indicators
By April 2014 have at least two
rugby and two netball clubs
participate in a Bowls
Southland tournament
Maintain youth development at
schools and clubs
Executive Officer
Development Officer
Have a secondary schools
tournament for Southland
schools
Promote have-a-go days with
clubs
Executive Officer
Development Officer
Establish at least two have-ago days with local clubs
3) PERFORMANCE OF BOWLS IN SOUTHLAND
Historical position
Goal
National pathway finalists
past two years
Ensure all aspects that
promote increased
performance are supplied
Centre of year award two
years running
Maintain a national
presence at all levels on
Volunteer of the year award and off the green
winner
Administrator of the year
finalist
ITO accreditation
Region Three delegate to
Bowls New Zealand AGM
Ensure all avenues that
increase the performance
of the centre are made
available/explored
Strategies
Increase coaching depth and
availability
Responsibility
Executive Officer
Development Officer
Board
Representative teams to be
accompanied by accredited
coaches
Executive Officer
Effective organised
coaching/training sessions
Executive Officer
Development Officer
Increase participation in
championship events
Executive Officer
Development Officer
Obtain financial support for
championship events by offering
naming rights to events
Executive Officer
Board
Ensure greenkeepers are provided
with all necessary support to
prepare surfaces
Executive Officer
Board
Provide governance and
leadership opportunities and
advancement via professional
development
Executive Officer
Board
Maintain a well presented and
respectful representative system
to promote our centre
Assist technical officers
Indicators
At least two coaching sessions
per season
Representative teams
including coach and Manager
named prior to event and
comply to code of conduct
Increase championship entries
by 5% by 2014/15
Have 75% of championship
events with sponsorship
naming rights
Accountability report from
greenkeepers
Source at least one
governance/leadership course
per annum that at least 50% of
Board members can attend
New Bowls Southland
representative playing strip
Centre Manager
Development Officer
Board
Promote the need for more
umpires
4) COMMUNICATION OF BOWLS IN SOUTHLAND
Historical position
Goal
Board meeting summaries  Enhance dialogue
to all clubs
between governance,
administration, clubs and
Re-structured management members
(operations)

 Encourage clubs to
Ineffective website
explore long term survival
options/requirements
Lack of information past
club committee (to all
members)
Strategies
Responsibility
Develop new website
New website by November
2013
Monthly governance and
administration newsletter
Increased media coverage
Encourage clubs to investigate
amalgamation or form partner
clubs
Indicators
Executive Officer
Board
Increased coverage of Bowls
Southland activity in media
At least two clubs initiate
discussions on
amalgamation/partnerships