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New Management Structure- Your Questions answered part 3

By info@wellingtonbowling.club Wellington BC

Thursday, 30 January 2020

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Wellington Bowling Club Contributor

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The third in our series of answers to questions posted by members regarding the proposed new management structure. If you have a question please fill in and submit the form below.

Q8. Do any other clubs have a structure like this?

  • We are a very large outdoor club with only Madeira having a larger outdoor membership in southwest England. Clubs with significant indoor facilities have a different business model. These clubs make far more money out of their indoor sections than their outdoor and have a management structure which reflects that. Some clubs do separate the bowls function from other “General” functions.

Q9. Do you not think the real problem is that the club has got too large and cumbersome for its own good?

  • In 2014 income from the club’s membership did not cover our costs, the club was making a loss which, had it continued, would have resulted in the club folding. The club then embarked on an aggressive recruitment campaign which, thanks to the fantastic efforts of a handful of members, resulted in the club returning to profit and becoming viable again. The superb extension completed this winter has only been achieved because the club has the membership income to pay for it. Reducing our membership is a retrograde step and risks the future of the club. The demographics of bowling clubs means there is an inevitable annual churn of membership, we can’t afford to become complacent in this area if we want to be members of a prosperous successful bowls club.

Q10. What about a Health & Safety Officer which seems to be missing?

  • This important role has been considered in the past, and maybe considered again in the future, perhaps as part of the Asset Manager’s sub-committee? However, if you look at the roles, they all have a significant H&S element. It’s an old management adage but Health & Safety is everyone’s responsibility, with all members having a part to play.

Q11. I think we should keep the Development Officer position on the Executive.

  • Firstly, we haven’t had a Development Officer for over a year. The optimum size of a committee is 4-7. We should avoid adding posts to the Executive or it risks turning into another general committee which most members agree is too large. We envisage each Sector having its own development strategy. Recruiting new members is a fundamental part of the club’s activities in order to prosper. The club’s recruitment strategy must be defined by the Executive, requiring cross-sector co-operation, particularly between the Bowls and Admin sub-committees.

Contact Information

info@wellingtonbowling.club

Find Wellington BC

Corams Lane, Wellington, Somerset, TA21 8LL

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Additional Information

There is free parking in the Leisure Centre car park which is immediately adjacent to the Bowling Club. Wheelchair access is via the ramp at the corner of the green where Corams Lane joins Springfield Road.