World Bowls
Strategic Plan 2008 - 2011
Bowls..... A sport for all

Introduction

World Bowls was founded on 1st July 2001. The thirty six Nations that had been members of the World Bowls Board and the International Women’s Bowling Board unified to become one world organisation.

Member National Authorities

Associate Member National Authorities

Current Position Total Member Nations 45 of which 39 are unified
****  Denotes unified associations

World Bowls Objectives

	Provide an environment for continued growth.
	Maintain a stable financial position.
	Generate commerical revenues as a major income source.
	Provide training with the object of improving perfomance standards.
	Create a worldwide development programme.
	Assist National Authorities in the development of best practice in governance, management and participation.

World Bowls Values, Culture and Commitment to Members

	Lead and be sensitive to the environment in which it operates and responsive to the commercial, political and technological as well as sporting changes.
	Create a strong sense of unity throughout the world in the sport of bowls, a sporting community with a distinct persona.
	Build constructive relationships with other entities.
	The Board will listen and be transparent.
	Be responsive to strategic directions and policies.

The Role of the Board

"The Board's job is to create the future, not mind the shop"
John Carver, Boards that Make the Difference, San Francisco, Jossey-Bass, 1991

The Board’s role is to lead and govern the sport’s organisation; management’s role is to run the sport’s organisation.

The Board’s primary responsibility is one of stewardship and trusteeship on behalf of stakeholders, ensuring that the legal entity, i.e. the company or association, remains viable and effective.  The Board is ultimately accountable for all organisational matters.

Corporate governance is the system by which World Bowls is controlled.  The Board oversees the management of World Bowls on behalf of the Council.  The Board, through the Directors, is responsible to the Council and Council participation is necessary to make that accountability effective.

The Board will use the Strategic Plan to determine priorities for World Bowls, chart the course towards the future and illustrate how the objectives will be achieved.

Responsibilities of the Board

The Board, in general terms, on behalf of the stakeholders, especially the National Authorities, is responsible for the stewardship and future well-being of World Bowls.  The Board should exercise leadership, enterprise, integrity and judgement in directing World Bowls so as to provide assurance of its continuing and lasting prosperity.  It should endeavour to apply and achieve the highest possible standards of corporate governance. The Board should always act in the best interests of World Bowls and in a manner based on transparency, accountability and responsibility.

In discharging their responsibilities the Board and individual Directors, have a strict duty to act in the best interests of World Bowls as a whole, irrespective of personal, professional, commercial or other interests, loyalties or affiliations.

Duties of the Board

	Agree a long term strategic plan, including general and specific goals and comparison of actual results with the goals.
	Interface with key stakeholders to inform them of achievements and ensure that they have input determining strategic goals and directions.
	Regularly scan the external operating environment to ensure that the organisation’s strategic direction remains appropriate and achievable.
	Assess risks facing the organisation and establish the policy framework for governing the organisation, from which all operational policies and actions develop.
	Ensure the Board communicates effectively and reports back to stakeholders.
	Adopt an annual budget for the financial performance and monitor results on a regular basis.
	Take steps to protect the financial position and its ability to meet its debts and other obligations as they fall due.
	Ensure that World Bowls complies with the relevant laws and conforms to the highest standards of financial and ethical behaviour.
	Determine that the accounts are true and fair and conform with the appropriate Accounting Standards.
	Agree formats and establish licences as required.
	Ensure the Board communicates effectively.
	Determine the allocation of portfolios to the Directors as necessary.
	Monitor organisational performance and evaluate strategic results.
	Appoint and set performance targets for evaluating the performance of and rewarding, as appropriate, the Chief Executive.

The Board

The Council

World Bowls Members

Recognised Associations

Other Sporting Organisations

Government Agencies and Commercial Agencies

World Bowls Key Result Areas

Key Result Area 1: Profile

Objective: To enhance the profile of the sport of bowls to lead to increased participation and to improved commercial opportunities.

Outcomes:

Key Result Area 2 - Governance

Objective: To develop governance and management structures which provide leadership, direction and quality service to World Bowls’ stakeholders.  

Outcomes:

Key Result Area 3: Communication

Objective: Provide an effective communication network.

Outcomes:

Key Result Area 4: Management

Objective: State of the art administration of the sport.

Outcomes:

Key Result Area 5: International Management

Objective: Drive the international growth of the sport of bowls.

Outcomes: