To achieve state of the art administration of the sport and develop strong lines of communication with the member districts, clubs and the national body, with particular emphasis on education in umpiring, coaching, management and promotion of the sport in the wider community.

To deliver a quality recreational and sporting activity that is accessible to all.

To create a state framework providing leadership, education and support for the promotion, participation and growth of our sport.

• Be sensitive to the environment in which they operate. 

• To be alert and responsive to commercial, political, technological as well as sporting changes taking place around it.

• Create a strong sense of unity in bowls.

• Develop and maintain constructive relationships with all stakeholders. 

• Management and Executive will listen and be open and accountable.

To develop and maintain strong and effective governance and management structures, provide quality service to all stakeholders through progressive and professional leadership.

Progressive and effective governance
• The board will strive to maintain and improve a modern governance structure that provides an equitable, consultative and democratic forum for districts and clubs.
• The board will demonstrate strategic leadership and innovation that will deliver outcomes that are in the best interest of the sport in Queensland.

Foster a cohesive approach to strategically develop the future of the sport
• Develop a structure of strategic planning with districts and clubs
• Formulate strategic plan template for districts
• Develop a strategy for the optimum utilisation of club facilities and resources through the amalgamation of men’s and women’s clubs

Enhance the way we communicate
• Develop systems and policies that provide for the effective collection and dissemination of information between Bowls Queensland, districts, clubs, club bowlers, corporate partners and the wider sport industry.
• Develop and modernise the IT skills of our members and improve the efficiency of our communications
• Establish an education process to ensure clubs and districts are accessing resources provided by Bowls Queensland and other entities.

Effective representation and advocacy
• Ensure Bowls is strongly and appropriately represented before Government and other stakeholder agencies
• Nurture and build on Bowls Queensland relationships with Queensland Academy of Sport, Sports Federation of Queensland, Bowls Australia and other state/territory bowls associations.

Understand our environment
• Be sensitive and understanding to the environment in which Bowls Queensland operates
• Be alert and responsive to commercial, political, technological and sporting change

Strive for management excellence
• Implement best practice for a modern commercial business entity through sound commercial policies
• Benchmark Bowls Queensland against the practices of leading state/territory sporting organisations
• Build and retain a skilled team that has the expertise to deliver the vision for Bowls Queensland
• Build on recommendations made by Sport & Recreation Queensland during the audit process

 Develop our people
• Ensure appropriate staffing levels and skills are maintained to service the strategic directions and policies set by the board
• Establish education programs for state level directors, officials and management
• Establish a club advisory body to assist clubs in the areas of governance, marketing & business development & financial advice.

To enhance the profile of bowls leading to increased participation and membership growth and to improve commercial opportunities and partnerships.

Enhance image and profile of bowls
• Develop the profile and public personalities of our leading state and national representatives to the public and media
• Educate and manage effective cultural change within our clubs to ensure the accuracy of marketing messages they deliver
• Develop an effective communication and education strategy which targets all areas of the sport
• Ensure clear lines of communication, particularly through the increased use of Information Technology
• Increase distribution of Queensland Bowler magazine through clubs and community outlets and ensure the content remains relevant
• Encourage a wider reading audience in clubs by targeted articles, editorial and topical items
• Ensure distribution of the “Queensland Bowler” magazine within clubs is the maximum possible
• Broaden advertising opportunities for clubs and their facilities
• Investigate liaisons with educational and communities groups for use of the trailer and its resources
• Provide an annual calendar of events to include disabled events

Develop a customer focused approach that reflects the preferences of new participants
• Utilise the research, provided by Bowls Australia, into evolving needs and preferences of existing and new participants
• Develop a culture in our clubs and our sport that is more customer service orientated
• Enhance the participant recruitment, conversion and membership servicing techniques of our clubs

 Introduce contemporary participation opportunities that are attractive and accessible to play
• Utilise Get on the Green concept as a major marketing vehicle to encourage new participants to trial and experience the sport of bowls.
• Widen the purchase opportunities of the Junior Bowls Program to incorporate schools and communities groups
• Utilise research from Bowls Australia to identify emerging and untapped markets for bowls, particularly converting non-playing social bowls club members into active participants

Deliver development programs to targeted groups in Queensland
• Manage Sports Connect in partnership with the ASC and Bowls Australia
• Continue to develop and maintain a Junior Development Structure in partnership with Bowls Australia to increase participation by junior bowlers

Provide our clubs with strategies and support services that assist them to develop and improve
• Encourage member associations and clubs to join the Club Development Network
• Continue to promote the Bowls Australia “Perfect Delivery” manual and its uses
• Develop and maintain a state training and education program in the use of kits/manuals/services for clubs

To maximise the potential of Queensland bowlers enabling Queensland to be acknowledged as the number one elite bowling state in Australia.

Establish and continually enhance a holistic and sustainable high performance program in conjunction with Queensland Academy of Sport, Australian Sports Commission and Bowls Australia
• Establish a sports excellence/high performance program management system
• Develop an integrated High Performance Plan designed to substantially lift the standard of athlete preparation and professionalism, and activate a cultural change

Develop sport and life pathways for high performance athletes, coaches and umpires
• Promote pathways and opportunities to enhance the performance of our athletes, coaches and umpires at state and national level
• Further develop comprehensive training programs for state squads that are linked to Bowls Australia programs
• Deliver training programs to regional areas of the state - bowls academies/training camps

Optimise the state and regional institutes and academies network
• Maintain and enhance the High Performance Training Centre at Coorparoo Bowls Club
• Establish links with the Queensland Academy of Sport for the development of programs

Investigate the feasibility of establishing a national Centre of Excellence for Bowls
• Provide an opportunity for Bowls Australia to establish a national Centre of Excellence for Bowls in Queensland
• Establish a QAS program at Coorparoo Bowls Club

Generate new revenues to provide the platform to re-invest in the development, promotion and growth of bowls in Queensland.

Develop a State Bowls Centre
• Pursue funding opportunities through the State Government and/or other bodies
• Continue discussions with Cleveland Bowls Club

Develop a state-wide integrated commercial development framework
• Invest in the development of an integrated commercial development plan that encompasses a strategic and practical approach for bowls in the areas of marketing/promotion, media, sponsorship, events and business development
• Develop a Commercial Operations entity that is responsible for the generation of new revenues for bowls state-wide and to provide leadership and direction for district and clubs
• Investigate the feasibility of hosting major national and international events in Queensland

Develop strategically aligned and sustainable corporate partnerships
• Continue to develop partnerships with corporate Queensland that are designed to deliver mutually beneficial and sustainable long term relationships. 
• Create a sponsorship policy to include a register of district sponsors to minimize conflict of sponsorship

4.4 Merchandising Program and licensing activities
• Investigate the feasibility of a State Merchandising Program
• Continue to promote the National Merchandising Program to districts and clubs