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Planning our future 25/08/2014Camberwell Central Bowls Club1.

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1 Planning our future 25/08/2014Camberwell Central Bowls Club1

2 The observations and opinions expressed during this presentation are personal to the presenter and do not necessarily represent the policies or objectives of Bowls Australia, Bowls Victoria, the boards of either body, the employees of either organisation, or of the BV Club Development & Support Committee.

3 We’re seeking to stimulate constructive input as to how we can improve our clubs – it is not an invitation to have a whinge. You may be critical of aspects of club/BV/BA operation – but you may NOT be critical of any person(s) performance or character by name or inference. If a criticism or comment is made that any person feels is “close to the bone”- we apologise in advance - you should not to take it as a personal affront. Time is short – If invited to make a point – please organise your thoughts, speak to the point – don’t waffle

4 Paul Holtschke – CDO with BA/BV One of the good guys – Paul is a true professional, loves the game and guided my early thoughts. He has played a major role in the process at CCBC to date and has generously offered to be part of our ongoing process. He will be an immense help to you – if you let him ………. Mark Perry – Alphington Bowls Club - for his time and effort in sharing the ongoing story of ABC with our members. The bowls clubs in Victoria and elsewhere who knowingly or otherwise have provided the material and inspiration for CCBC on our journey. Petersham 1

5 15 June 2013 – last ever match played at Alma - Final round of Div 2 Bowlsworld Inner City Winter Pennants between ASC and CCBC Petersham - Part 1

6 The problems currently faced by bowls clubs are also faced by other sporting clubs Golf Tennis Squash The problem is the same in other countries where bowls is played The causes of the problems are similar whether clubs are privately owned, community based, city or rural. The solutions are similar – but must be tailored to each clubs circumstances.

7 Currently there are approx 520 bowls clubs in Victoria. 70% of these clubs are doing nothing different to what they’ve always done – and most are paying the price 15% are actively looking for ways to change 15% (estimated) are in trouble but don’t know what to do Unless there are significant changes at club level its likely that 30% of clubs will cease to exist within the next years. (8 of the 27 clubs in Yarra Region may not exist in 10 years)

8 Too focussed on the game of bowls Vs the business of bowls Failure to adapt with changes in society No Vision – stuck in the day – no plan to handle change Not engaged with our community – have become isolated Too focussed on pennants Vs other versions of the game Average club member has no sense of ownership - involvement Rusted on Leadership Too many agendas - personal Vs Club Vs region Vs state Vs BA

9 Club Development Evening

10 Getting the members on side and enthused is critical Unless the members recognise the need for change and participate in the process – it will not be successful and degenerate into factional squabbles. Their problem – their perceived outcomes and course of action There are as many egos involved as there are members – walk through a minefield very carefully……………..

11 We face the challenge of growing our membership base and ensuring our future as a viable part of the sport and our communities. We all recognise that something has to be done – but we’re not sure what we need to do. We’ve tried a lot of things in the past but in the last 15 years our membership has continued to dwindle. What do we want to achieve? In one night we’re not going to change the world. There is no magic bullet – no quick fix that will change the situation overnight. What we can do is start a process that will help us decide what we want our clubs to look like in 2, 5, 10, and 15 years’ time and develop a plan that will start the journey. Of necessity the development plan will need to be flexible and accommodate the wishes of many. We can fill in the goals and objectives and define what’s important to us and the things that we need to achieve in the short term but the process has to be ongoing. Once we start the journey, we commit to the ongoing process. Care is needed - Of necessity the starting point of any process is to recognise where we are now, what our strengths are, what we do well, what we do poorly, and to look at options as to how we might do things better. This process can sometimes be confronting, and we must be careful to ensure that we don’t offend, or take offence at criticism. Often in life, in business and in club administration things simply don’t happen – for any number of reasons. Its far better that a member has tried and failed than it is to sit back and criticise the outcomes of other’s endeavours. As we move foreward we need to honour the past and recognise the uncounted hours of voluntary efforts of our past and present members. We must also be mindful that your Club is a collective endeavour and there are inevitable compromises that we all have to make for the common good. We must all be part of the process - Every member of your club – young or old has a unique set of experiences and a unique perspective, and everyone’s input is valued. Whatever the outcomes of the planning process want every member of the club must be given the opportunity to play a part in the process. Preparation for a meaningful discussion - Over the next few weeks we’ll be sending out some articles and links to various websites that might provide some ideas and discussion points. The links below are to websites of clubs that are in some ways similar to ours – they are all near city, have all been through a decline – but all have found their own unique path foreward. They all have some good points for us. Most of the clubs are in Melbourne. One is in Sydney. Two are in New Farm in Brisbane – they are literally within 400m of each other. They were basket cases in the late 70’s when I lived there. Both have since thrived. Please take a few moments to look carefully at all the websites (Merthyr New Farm Petersham (Sydney) - this club is in a poorer part of inner Sydney and has found success by simply re-engaging with the community. Please take a few minutes to look at this You tube video

12 Campaign over several months testing the climate for change with key members – planting the seeds Approval of Committee to run the evening campaign to members over several weeks with a range of materials – examples of clubs that had achieved turnaround. Preparation of material and arranging guest speakers 1 st meeting Mirror moment – a cold hard look at the club The community – perceptions Vs reality Strengths Weaknesses Opportunities Threats analysis (members) 3 x 15 min workshops in small groups addressing the key questions

13 2 nd Meeting – approx 1 month later Rehash - Follow on Further workshops addressing further issues with outcomes that allow us to draft for presentation at the next meeting Vision Statement – Our core values as a club What type of club we want to be and where we want to be in the future Outline Business plan Put into place the outcomes of our workshops Guide our decision making in the future Next Step - Implementation Publishing the Vision statement & plan on our website Look to have quarterly meetings

14 To identify and briefly discuss the major issues that we face as a club. To identify the things that are important to us as members To identify the type of club that we want to be now and in the future. To identify the little things we can do tomorrow that will start to make a difference immediately To identify strategies that we might implement to become that club To commit to establishing a framework to documenting a development strategy To establish time frames to implement that strategy This is the first step in what will be an ongoing journey – its not about radical change, tossing everything on the scrap heap

15 All members of the club need to be given the opportunity for input – particularly on the big questions. (The who, what, how) We need to set a series of preferred outcomes – consensus Need to have a series of workshops where members of sub committee step through the issues and options. Produce an outline strategic plan Use appointed sub committees to fill in the details – all aspects of operation Set time frames – an average plan executed in timely manner is better than a great plan that never happens Evolve a detailed business plan and operations manual that sets guidelines for the future, documents what needs to be done – but allows flexibility to change with circumstance Implement the plan as we go – concurrent activity by many people

16 Our sport developed in a time when life was slower and leisure time was more defined We enjoy moderate success on the green We have our own club rooms at nominal annual cost & upkeep We’re well located within the council community Family friendly atmosphere We run a lot of “corporate "events – but get no collateral outcome Our player base is aging – we have trouble fielding 2 teams We have a static /diminishing membership – despite efforts We struggle to retain good players We know that we need to do something – just not sure what / how We have a proud history – but an uncertain future

17 Membership approx 100 Playing members approx 60 Pennants players approx 45 Age ranges 14 years to 90+ years Average age mid 70s – this is distorted by some really young members) Majority (more than 70%) are retired Many have / developing health issues related to age We are not representative of our community

18 Location centrally located within our patch Within the sports precinct Close to city transport Facilities Greens – when renovations to B Green are complete will have 2 quality grass greens (we need to manage these assets carefully and ensure not out of action for long periods) Club House – Spacious – modern We a have a club liquor licence People Family focussed Inclusive No major cliques

19 Small club with static membership The majority of the work is done by members No foreward planning – we have no long term vision No written procedures – continually reinventing wheel Administration is weak – we always seem to be behind the 8 ball Good intentions in a lot of areas – but not followed through Example 1.lots of corporate events – but no club brochure / follow up Example 2.Youth development programme – but then don’t appreciate that young don’t want to commit to Saturdays / don’t want to spend the next 5 years playing lead in a team when they’ve skipped against Div1 - 3 / Premier div players.

20 Camberwell is in the heart of the Boroondara “dry zone: There is only one hotel in Camberwell, that is the preserve of the younger generation. Whilst there are other sporting and social clubs within the area that have liquor licences (e.g. the football club, RSL), there are none known that have the combination of Quality facilities Ease of access Cross generational and cross gender appeal as a sport Family friendly atmosphere

21 Small membership and lack of success in bowls leads to loss of members who want to “play to win”. Lack of on field success and small number of players makes sponsorship dollars hard to come by. Community pressure for a greater return on a very valuable asset – the council is spending approx $10,000 per playing member to upgrade the club rooms!!! Expect greater pressure from Council to be self funding – pay higher lease Within the next 5 years there will be hugely increased pressure on community leisure assets - Unless we are seen by the community & council to maximise the use of the facilities - to grow and to prosper as a club we will be under threat of being forced into either sharing our clubrooms with other organisations, or merging with another club. Either way we lose control of our own destiny. Stuck in the past - Failure to adapt and change – will lead to eventual demise. Lack of long term planning – we have six members compiling a club history – none working on a long term plan to ensure our future.

22 A bloody great fence - not very inviting What do we see when we stop at the gate? The bloody thing is locked !! When does it open? Is there a bell to ring? I wouldn’t mind finding out a bit more, maybe even have a game – but they obviously don’t need new members. The Website Lots of good information – all the headings are there Bit all over the place with the information A friendly bunch of oldies in their PJs having a good time We present the same image as one of those old time suburban / country hardware stores that have all closed Friendly, helpful - but disorganised Some great deals – but you need perseverance to find them Know the business inside out – but more than a little weary Just biding our time ………………

23 No one knows we exist – we don’t promote ourselves as a club Press – the last time we appeared in the Leader was? Promotions – local schools, businesses, etc. We don’t capitalise on the good work we do - we have possibly people use the club for events during the year we don’t have a brochure to give people we don’t solicit feedback from the attendees We don’t capture personal data of users or members We don’t have a mailing list We don’t work at it week in / week out What we think we offer is not attractive to potential new members We don’t understand the demographics of the local population We’re not good at doing all the little things We don’t understand the drivers – the reasons why people play bowls (The reasons that I play bowls are probably significantly different to many of the club members).

24 Population approx 154,000 Statistically the population demographics across all the wards are within 5% of the Camberwell demographics. There are eight (8) bowls clubs in the city area (1 per 20,000) Camberwell Central Auburn – Private MCC Swinburne Avenue / Glen St MCC Kew Heights Hawthorn Burwood Ashburton North Balwyn There are several others that are close enough to be deemed competition.

25 Population approx 20,028 Median age % (13,000) of population aged 15 – 64 years old Only 16.79% (3,363) people are over 64 years old – we need to note that many of the over 64s (probably 25%) are still working either through choice or necessity- a further 10% likely to suffer debilitating illness % (10,374) of population are employed full or part time 90.6% (11,778) of population over 15 are employed 10% (1,300) of population >15<64 are not in work /retired or at school 69.8% of workers are Professional/Managers/ Admin /clerical Average household = 2 parents in mid – late 40s + 2 teen age children Average weekly income is more than 2x national average We could add Canterbury to our turf – 7000 people with approx 20% over 64 years old Note – only 16 of our members live in our territory (0.08% of the population)

26 Gender equality has changed our society Today most females work full time at least until age 30. A high percentage return to work at least part time after their child is 3 – 5 years old. This is driven by the high cost of living and in particular childcare and schooling From age 30 – 64yrs old 45% are working full time. A further 30% approx work part time. They spend a high percentage of non work related time ferrying children from school to sport to music lessons etc. Age 55 – 54 there are still 55% employed full or part time plus they are the unpaid child carers for their grandchildren (at least 73% spend more than 15 hours per week minding grandchildren). A growing number spend time looking after aged parents. They don’t have the time to play bowls ……………..

27

28 Camberwell is an aspirational suburb – top 10 in Melbourne – one size does not fit all. I.e. what applies in Camberwell and surrounds does not necessarily fit elsewhere Majority of Camberwell’s population are time poor The majority work 40 – 80+ hours per week or more. High percentage of professionals and business owners – they are their business Many are highly competitive / achievement oriented Often both parents work – mum part time Often they have business commitments that intrude into weekend Saturdays are devoted to shuttling children to sport and other activities. Not local – they don’t have a family support network in area Sunday is usually “rest” day / family day Have lots of other family / school activities that are higher priority – travel frequently – cheap air travel provides opportunity, many have holiday homes. If they play sport its during the week – after hours, short duration Don’t have the time or the inclination to play bowls on a Saturday or a Tuesday – particularly while the kids are at school.

29 Most are tech savvy, overloaded with information Business frequently comes first, second and third Time poor – not going to drive to the club to read a team board or put fill in an availability sheet. If you have an event- plan it / tell me on line/ don’t waffle – time is money Plan ahead in detail – many are booked 2 – 3 – 6 months in advance Need to know – now – not next week Lack of organisation = lack of credibility = turn off Internet is the primary source of information Often don’t use home phones – some don’t even have land line Use / text messages / face book / Linked in for communication Calendar / diary / in tray – available on their smartphone Read newspapers / letters only if they’re relevant Can’t commit to mid week activity during working hours Won’t commit to longer term unless its of benefit/ impact Want value for money – but will spend big on relaxation % over the age of 60yrs old cannot afford to retire

30 Our major offerings are “old men’s marbles” Monday Triples – day time - sorry I’m at work Tuesday Pennants – basically all day Tuesday – ditto Wednesday night pennants & social - I can make it most nights – but only if its after 7pm and I can come direct from the office- can I get something to eat at the Club? Thursday afternoon Practice 4-6 pm – Not a chance – some of us have to work you know Saturday pennants – Not a chance - I have a meeting from 9am -11am – I have to take oldest son to basketball at 11:30 and my wife takes our daughter to netball at 2pm. I’m on call 2 weeks out of 4. No 2 son really likes bowls but he also plays golf in winter and cricket in summer – maybe in 15 years time when the kids are off our hands we can do something! Only 10% of our target population are available to participate when we are open for business. 90% of the potential members are either at work or in school Out of 3000 people over 64 we would be lucky if the available pool was 300 When our target membership has time -We’re closed !!!! In fact we’re closed most of the time. The sport is too focussed on pennants and retirees If we were a business we would be out of business!!

31 By 2030 – ABS 30% of the population work part time – weekends may not exist 2007 Survey by Fujitsu Consultants of people aged showed that More than 25% indicated they would keep working to at least age 70 12% said they would work until they drop The Age 7 June 2013

32 If we are to survive & grow as a Club we must change our offering to suit the leisure needs of the people in the community

33 understand that we are in an intensely competitive industry – we’re not just a bowls club - we’re competing for peoples leisure time and their sports/ social dollars We’re competing against cheap holidays, as well as every other sport know who those potential clients / members are, and the barriers that we have to knock down have a product that appeals to our target market and that is available when our customers want it - at a price that is appealing get the message to our prospective customers – cheaply & effectively and on an ongoing basis

34 Have a product suite that appeals to families, retirees and young singles – (bowls is not spelled pennants…..) We want more than a one touch relationship Be a place to come and relax – have a drink, a game and possibly a light meal / snack after work on Friday or on Sunday Provide a sporting opportunity for each member of the family Be “cool” enough for the kids and young singles to want to come and participate – less structured, no uniform, social drinking Transition some of these social members into pennants players Encourage participation in the Club We need to be plan thoroughly & market aggressively Become the “third place” – after home and work for the community

35 Greater emphasis on non “prime time” activities Open for trade when our potential clients / members are available. Casual rink hire - $15 per rink per hour – the young mums / kids School sports and training – grow our own champions Win back the competitions – school, finals, regional events Corporate events – we’re in a business hub Sunday family day – have a BBQ – have a game with the kids Why can’t we have a roster of club members say 4 hours per day each once / twice per month to open the club every day Summer night time social /pennants competition – Wednesday night Summer night time social / corporate competition. - Thursday nights Winter – Saturdays are our chance to experiment – train - develop Winter - social play on Sundays Need to manage the use / maintenance of the greens

36 What we really sell is not what we think we have to offer

37 Tift dwarf – means nothing to 99% of the population We offer products that our target market doesn’t have the time or the inclination to buy. “Mate – you’ve got rocks in your head if you think I want stand around all afternoon in 38 degree heat in a pair of bloody pyjamas” We don’t sell – and we make it hard for those people who are interested.

38 What we sell is the ability for a 43 year old accountant to dress in black leather, ride through small towns and have people be afraid of him” Harley Davidson exec

39 “ Club Med is more than just a resort – it’s a means of rediscovering one self – of inventing an entirely new me”

40 “ We have identified a third place …..The third place is not work or home. It’s the place our customers come for refuge” Starbucks – they don’t sell coffee –it’s a by product of a relationship

41 We have established a third place ……….. The third place is not work or home. It’s the place that the people and families of Camberwell come to relax, meet with friends and play sport together…………….. CCBC – 2013

42 Petersham Reborn

43 The little things we can start /do tomorrow Identify as many things as possible that we can do / start tomorrow that will cost very little or nothing that will make the Club environment better, the premises more appealing, our performance on the green better? When asked what was the most important factor in his success Conrad Hilton (founder of Hilton Hotels) replied “ remembering to tuck in the shower curtain”

44 How we welcome new members to the club How we relate to each other How we communicate as a club on a day to day basis Having procedures and guidelines written down so that members know what's required aren’t afraid to have a go The first impression that visitors retain Having a professional brochure to hand out Dotting the I’s and crossing Ts in club administration Not being late to start meetings – having a purpose

45 Paint the handrail at the entrance Sign at gate showing hours we are open for business – to the public – not just members Maintenance of Garden – simplify – less labour intensive Tidiness – Presentation of the Club rooms a.Outside – the first impression is important – the secretary’s office b.Interior Notice boards a.Tidiness – only important “stuff”- don’t use windows as noticeboards b. reorganise – get rid of out dated material c.revised game/ availability sheets Message on the answering machine (particularly for enquiry by potential members) Establish a roster system for different tasks / duties a.Gardening b.Bar C.Minor maintenance / tidying 25/08/2014Camberwell Central Bowls Club45

46 Club promo brochure – modern / professional Redo / update the website Appoint a mentor for all new members More / Regular coaching Ambience of Club rooms More opportunity for younger members to play together Have a designated and equipped play area for younger children to play while mum & dad bowl More promotion to other co located sporting clubs, cricket, football, tennis Social media / Twitter / Facebook 25/08/2014Camberwell Central Bowls Club46

47 In moving foreward its important that we don’t lose the key values and things that are important to the members What are the key values that you feel are the most important ?

48 The Core Values that we need to retain Inclusive Welcoming Family friendly Relaxed Having respect for personal differences regardless of age background etc. Pride in our club Competitive on the green 25/08/2014Camberwell Central Bowls Club48

49 Are we a sporting club or a social club? Do we aspire to produce champions and win tournaments? Are we a club whose main focus is social activity with bowls as a supplementary activity? Are we a club for the few – or do we seek a broader membership? Can we be a sporting club that aspires to build and retain champion players as well as being a social club with strong values that is attractive to the members of our community – i.e. the “third place” ( work /home/ club) - where residents come to relax and play a lifetime sport).

50 A sporting club with greater opportunity for social activity Successful on the green in both pennants & non pennant comps Improved bowling skills Offer other varieties of the game in addition to pennants Open longer hours Constantly evolving Increased membership More relevant to the community Inclusive Target schools as a growth area Be financially successful 25/08/2014Camberwell Central Bowls Club50

51 In moving foreward with the planning process We need to review our options. What special advantages do we enjoy that we can capitalise on to grow the club Location Amenities Etc Whatever we plan to do must be financially realistic – has to be funded from cash flow – without endangering our capacity to fund the ongoing operations of the club

52 CCBC Subs$225 (this is one of the highest) Playing fees (average say 50 x $10)$500 Total$775 – approx $15 per week $7.50 per game Compares with Indoor Soccer$15 per game Indoor Cricket$15 per game Indoor beach volley ball$12 per game Golf (Eastern – cheapest option) $28 per game 25/08/2014Camberwell Central Bowls Club52

53 WeekendSummer (Oct - April)Winter (May - September) Adult 18 Holes$37 Early Morning (Back 9 holes)$24 Twilight - as many holes as possible$28 Junior 9 or 18 Holes - 15Yrs or under (Photo ID Required on arrival)$12 Weekday Adult 18 Holes$31 Adult 9 Holes$24 Twilight - as many holes as possible$24 Junior 9 or 18 Holes - 15Yrs or under (Photo ID Required on arrival) $12 Senior 9 or 18 Holes (Aust Senior/Aged Pension card)$21 Hire Equipment - All days Motorised Carts$40 per cart Pull Buggies $10 ($5 refunded on return of buggy cradle) $10 ($5 refunded on return of buggy cradle) Hire Clubs - Standard full set, putter & bag $25 Premium Sets (Titleist) including buggy$50 Individual Clubs - range &/or course$5 woods, $3 irons

54 We need to form several informal working committees to look at the following areas Communication and Marketing Player development & performance The Bowls programme Sponsorship Suitability – match the market Standardisation of packages Corporate events and hires Governance and procedures Social activities Bar operation

55 Website – Absolute priority 1 How we handle inbound communication Club CCO – not necessarily member of committee – computer literate, good clerical skills – has time available??? How we communicate with our members Routine correspondence Newsletter Urgent – e.g. game cancellation Marketing – getting the message out Press releases Brochure Person to person marketing Do we have / know someone who has experience ????

56 Branding – Our image Camberwell Comets – dynamic – going places - build on this brand Camberwell Central – the “third place” in Camberwell Face of the club – use our younger members Website – the first place new members come to check us out What’s our unique selling point? – Why us? Why not one of the others? What do we offer the world? An information base – put all our procedures etc. on the web in a members area Brochure – We don’t have a brochure to handout to prospective / new members. Press releases – with photos to Leader – other publications Active ongoing promotion to other clubs in Camberwell especially the adjacent tennis, football and cricket clubs

57 We need to be winners – but not at all costs If we offer training – we need to actually provide what we say Roll up with a team mate does not equal training One on one – correct the basics Group skills & drills – real world – at the right level More coaches / hi performance / more umpires Strategy sessions - how to build heads – game plans Greater variety in game – There’s more to bowls than pennants – singles / pairs / triples / short form events Personal development / growth Playing lead for 5 years does not equal 5 years experience – it equals one year repeated 4 times Give players opportunity to grow – a good bowler isn’t necessarily a good skip or coach Need pathways for player development

58 Todays parents are intensely interested in their kids Helicopter parents – deliver & pick up – hover in the background Create a place where mums & dads can watch in comfort, have a coffee. Get to know the parents Brochure – corporate event for your staff, clients Why not have a rollup yourself while your waiting – sow the seeds

59 Build relationships with the schools – become a school sport Build relationships with the teachers Build a future talent bank Identify potential members of Cadetship programme Camberwell is part of the “Golden Mile” We are building a good relationship with Camberwell High / and Camberwell Primary – the staff would like to hold functions at CCBC! Camberwell Grammar Strathcona Fintona Sienna Camberwell Girls Grammar Canterbury Girls Secondary College Primary schools / Kindergartens Youth Clubs – Scouts etc

60 A great initiative – but not producing results Bowls is seen as an uncool sport – despite the age of the current champions To many other distractions Retention Coaching minimal – we promise but don’t / can’t deliver – this is a major issue We struggle to retain cadets – other interests, other clubs Pennants is Too time consuming – all day Saturday Requires ongoing commitment Boring as …….. We make them play lead week after week after week (Jerome Coles - North Balwyn – 19 years old skips Div 3 pennant rink, Club championship – Club pairs champion with Dad. Played in Australian Open)

61 Constitution Operations manual – we’re going to plagiarise 95% and adapt it to our needs Positions – appointments Responsibilities How to’s that make it easy for someone to step into a position Bring together all the different strands that make the club work Risk Management

62 Next Discussion – lets aim for 30 days Agenda – Draft business plan


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