RBM Program

Regional Bowls Manager program makes inroads for sport of bowls


 Clive Adams

 Phone: 0408 136 831

 Email: cadams@bowls.com.au


 Steve Unsworth

 Phone:  0418 890 680

 Email: sunsworth@bowls.com.au

Bowls Australia’s national regional bowls manager program has continued to go from strength to strength since its inception in late 2011.

Collectively, the Australia wide program has 18 RBMs servicing both metro and regional areas nationwide.

In addition, relationships and links between key stakeholders of the sport and Bowls Australia have strengthened and the breadth of these connections has grown, particularly in regional areas.

The program was made possible by Bowls Australia, the Australian Sports Commission and the state and territory associations.

Collectively, the managers share a wide range of experience in bowls, club development and importantly in the delivery of community programs.

Several success stories have emanated of the regional bowls manager program already in its short life span, which highlights the importance, benefits and effectiveness of implementing such an initiative for almost 470,000 bowls club members in the country.

Developing your club on and off the green
A common theme discussed amongst the nation’s Regional Bowls Managers is the need of clubs to constantly review and revise their operations to ensure maximum potential is being realised.

If you are unsure where to start, your first port of call should be http://www.bowls.com.au/ClubSupport

As part of the RBM staff’s regular club visits, those clubs which currently do not possess a strategic plan are asked to consider implementing one.

A RBM was recently asked to assist a working party that had been specifically created with the intention of implementing a strategic plan.

A pleasing aspect on arrival was that the members of the board, as well as the men’s and women’s bowls sections were involved in the consultation process.

After a brief chat and introduction, the RBM provided the sport’s long-term vision and how each club can assist with the process.

As a group they also conducted a SWOT (strengths/weaknesses/opportunities/threats) analysis of the club in its current form before looking at achievable goals in areas such as patronage, membership, club structure and club development and renovation.

Once a consensus on which goals were achievable, and viable, was met, the group put together a five year strategic plan