WIXLIB

Wodonga Bowling ClubStrategic Business PlanOCTOBER 2017Wodonga Bowling Club – Strategic Business Plan October 20171

WODONGA BOWLING CLUB STRATEGIC BUSINESS PLANVision Statement:The Wodonga Bowling Club provides members, the local community and visitors to our Clubwith a first class bowling experience, a welcoming and vibrant social environment, and anattractive venue option for meetings, events and functions.Mission Statement:To manage our Club in a financially responsible manner, ensuring we provide a valued localopportunity for social connection and physical activity, now and in the future.To implement innovative initiatives designed to increase membership, attract visitation andgenerate revenue, so that we can continue to deliver the best possible Bowling Clubexperience.To operate in a friendly, positive and forward thinking manner, creating a sustainable futureand an atmosphere of harmony and belonging.Strategic Focus Areas: Provide a welcoming member and visitor experienceEnhance facilities to provide first class bowling and social opportunities.Implement prudent financial management for long term sustainability.Improve marketing to attract members and visitors, and to increase venue usage.Improve the bowling experience for competition and social bowlers.Maximise engagement and satisfaction of paid staff and member volunteers.Implementation Approach: Board/member committees set up for each strategic focus area – at least onemember from the strategic planning workgroup on each committeeConsider combining ‘Provide a welcoming member and visitor experience’ with‘Enhance facilities to provide first class bowling and social opportunities’ to createfive (5) sub-committees.First step by each sub-committee is to develop an action plan and each committee isthen accountable to the action planProgress against action plans are reviewed at each Board meetingWodonga Bowling Club – Strategic Business Plan October 20172

Wodonga Bowling Club – Strategic Business Plan October 20173

STRATEGIC FOCUS AREA:Provide a welcoming member and visitor experience.Create a welcoming environment Produce a program of planned interior andexterior improvements Develop new social opportunities – e.g. Fridaynight member events. Create a monthly members dining occasion Undertake a project to develop Club values andcommunicate to all members’ Improve the vibrancy of Club entrances Redesign and reconstruct existing Club roomsto provide a social room with bar facilities; awarm and cosy room to attract people whowould normally frequent their local pub.Develop new member program Develop a new members ‘welcome pack’ Host a new member welcome event Roster volunteer members to drive ‘comeand try bowls’ and recruitment. Appoint a person to welcome/contact newmembers and encourage them to participate. Review member levels and calculatemember value; look at offering differentmembership categories and entitlements ineach category. Investigate costs to the club to provide “newbowlers kit” for potential new bowlers (Nocost to a kit required to play bowls)Improve member communications Update member contact details annually Document processes for staffing andcoordinating events (so more memberscan support events that attract newmembers) More active use of website and emails tocommunicate with members. Create an opportunity for members andclubhouse users to connect to theinternet.Short Term Actions: Reinforce with members and staff the need to be more welcoming to visitors All visitors – especially for first time – must feel welcome and greeted in a friendly manner. 1st name badges for all staff, board members, match committee and sponsors. Welcome sponsors - name badges available for all sponsors available at the bar; be prepared to introduce sponsors at all times; have a listof sponsors/names available in the club (or at the bar). Create a roster for members to welcome and assist with corporate bowls and Christmas parties. Play background music though the speakers. Draw blinds open across the windows to allow the natural light into the clubroom and showcase the bowling greens Re-configure the layout of the seating/tables inside the clubWodonga Bowling Club – Strategic Business Plan October 20174

STRATEGIC FOCUS AREA: Implement prudent financial management for long term sustainability.Implement rigorousfinancialmanagement.Review use of paid andunpaid staff.Plan for and prioritisecapital investments Develop a budget for Conduct an audit of Plan and prioritise programeach area of theoperational activities that of interior and exteriorbusiness e.g. greens,must be performed byimprovements.bar, function centre,paid staff and those that Determine the labour,business managementcan be completed bymaterial and service costetcvolunteer staff.savings made by Conduct a financial Increase use ofconstruction of all-weatheraudit to identify areasmember/volunteer inputgreens - reducing orthat can generateto reduce wages andeliminating costs of a paidimproved profits viacosts.greenkeeper.improved operational Minimise casual/part Consider the purchase of aprocedures.time staff hours withcourtesy bus as a benefit for All areas of the Club to volunteer staff usedthe club in the long term.make a profit, not justbehind the bar at quietthe bar.times.Identify new revenuesourcesPromote WBC as afunction venue for hire Share our site with another Promote WBC as acommunity group thatvenue for hire e.g.doesn’t compete withmeetings, functions,bowling use. E.g. Wodonga conferences and socialBrass Bandevents. Investigate components of Maintain strong bingoour business that can beculturetendered out or shared with Increase number ofsimilar not for profitsocial functions byorganisations in our region. creating a venue for Identify and pursuealternate music. i.e.government and grantWBC jazz and bluesfinancial assistance.entertainment centre. TAB/Keno outlet at theclub. Encourage ‘bequests’possibly with naming rightsfor major projects. Hire rinks by the hour.Wodonga Bowling Club – Strategic Business Plan October 20175

STRATEGIC FOCUS AREA:Enhance facilities to provide first class bowling and social opportunities.Update Clubhouse facilities Produce a program of planned interiorand exterior improvements Exterior facelift - painting & signage;remove grass between the greens, usesynthetic. Investigate the configuration of existingboard room, store room, men and ladiesbowlers room and administration officeto determine the best use of theavailable space. Update interior Clubhouse furnishings Complete upgrade of bathroom facilities Create bulkhead & smaller dividing doorin clubrooms Create better spectator viewing areas byredeveloping the northern side of theexisting club room e.g. glass slidingdoors on North face of building. Place new cafe seats and tables underthe canopy of the existing building.Enhance functionality as aImplement an ongoingImprove bowling facilitiesvenue for hiremaintenance program Investigate permanently Construct 2 all-weather Produce maintenanceconfiguring the existing clubundercover bowling green’s.schedules for all areas andfootprint for social spaces.This project can have multiplereview constantly.stagestoachieveoverall Separate rooms for: Create a members groupobjective.responsible for cleaning- A bowlers bar area (30and small maintenance ofpersons), club lounges, tables, Renovate back green toimprove quality of the playingbuildings, under leadershipstools, etcsurface.of club manager- Pennant bowlers snack area(100 persons) Smoking area outside to- The “Spirit of Occasion” functionbe maintained bycentre (150 persons)members using it.- Alfresco, outdoor entertaining(100 persons) Develop the BBQ area to providea unique space for standalonefunctions - shade cloth, weatherproof, paving, quality fitting, barfacility, fridge, music, TV etcWodonga Bowling Club – Strategic Business Plan October 20176

STRATEGIC FOCUS AREA: Improve marketing to attract members and visitors, and to increase venue usage.Develop a proactivemarketing strategy Develop a marketingprogram utilising the skillsof an industry professional Set goals to increasemembership/visitorparticipation in bowls Research existing lawnbowlers to pin point specificprograms & actions toattract potential users. Recognise target marketsfor all aspects of business –bowls, functions, socialbowling, other clubs usingour facilities. Creation of an eventsprogram e.g. come & try,barefoot, ‘bowls along theMurray’, Autumn/holidaytournaments etcIncrease use of digitalmarketing tools Utilise Facebook as aprimary source ofimmediatecommunication. Dedicate a person toimprove our Facebook. Develop terms ofreference for usingFacebook and WBCwebsite Investigate use of TeamApp for all Club andmember relatedcommunications.Develop and proactivelymarket sponsorshipprogram Develop sponsorshipprogram: packages/levels, inclusions, costs;pursue additionalsponsorship revenue. Implement regularcommunications withsponsors – remind themof their entitlements,update them on Clubactivities andachievements. Instigate a free sponsorsnight - invited to the Clubby board members for ameal and drinks Manager to head a smallcommittee that obtainsand maintainssponsorshipsStrengthen linksAlign WBC brandingwith communityto our vision.groups Increase contact with WBC brand and nameChamber ofneeds to align with andCommerce, schoolsstrongly represent theand other localClub vision andcommunity groups.desired reputation. Promote club to non- Brand/logo must beAnglo-Saxon groups.consistent, recognisedeasily by public and Create better links toused on every Clubsports clubs in theWodonga community; publication/consider a sports club communicationthemed competitionover 6-8 weeks Target localretirement villages forcome & try days. Promote Club &upcomingtournaments at localcaravan parks.Wodonga Bowling Club – Strategic Business Plan October 20177

STRATEGIC FOCUS AREA: Improve the bowling experience for competition and social bowlers.Trial new competition formats Provide bowlers the opportunity to trial differentbowl formats eg Jack attack, Turkey pairs,Scroungers etc. Use BA expertise to improve skill levels of allbowlers, drills, productive practice and training. Consider appointing a club coach to drive ongreen performance. Attract major bowls events/international players Send members to other club competitions todrive reciprocal visits.Trial new social formats Diversify the format of social bowls Review existing social bowls offered by ourclub to determine if other game formats willattract greater participation. Vary social competition days External ‘social’ bowls to be heavilypromoted e.g. business house bowls 4-6weeksOngoing strategic management &direction Board to set KPIs for match committee Create separate committees for social vscompetition bowls. Survey current members to determine theirneeds, wants, priorities and importance Investigate clubs who have increased theirpatronage, visit them and gatherinformation transferable to WBC. Develop a community survey to determineinterest in bowls, barriers, time available toplay etc. Produce a recruitment program – brandnew bowlers, bowlers, all ages Create a balance between events thatattract high performance bowlers and entrylevel bowlers.Wodonga Bowling Club – Strategic Business Plan October 20178