Highlights
Following the update shared in May, I wanted to provide some further information on the progress made over the last 12 months and the direction of travel for the British Crown Green Bowling Association.
During that period, a significant amount of work has taken place to better understand the strengths of the sport, the challenges facing the Association, and the changes needed to the organisation is stable, sustainable and capable of supporting Crown Green Bowls in the years ahead.
That work has involved listening to people across the sport, including players, staff, volunteers, counties, leagues, clubs, officials, coaches and board members. It has also involved reviewing the Association’s governance, staffing, safeguarding, competitions, finance, communications, systems and long-term legal structure.
What has remained clear throughout is that Crown Green Bowls continues to be built on passion, history, volunteer commitment and local pride. The purpose of the work underway is not to replace that tradition, but to protect it by putting stronger foundations underneath the organisation that supports the sport.
What the last 12 months have shown
The work undertaken over the last 12 months has shown that many of the challenges facing BCGBA are connected. They are not simply about one role, one committee, one process or one decision.
In the early stages, it became clear that the Association needed stronger foundations in several core areas. Staff and officers were often working with limited shared systems, inconsistent documentation and significant reliance on individual knowledge. Some important processes had developed informally over time, which meant that continuity, accountability and resilience were not always as strong as they needed to be.
The HR review undertaken in summer 2025 highlighted some of these issues clearly. It identified the need to strengthen employment contracts, HR policies, pension arrangements, Right to Work processes, staff equipment, IT systems, data protection and the way staff are supported and managed. These are not always the most visible parts of a governing body, but they are fundamental to running the organisation properly and protecting the people involved.
Similar themes have appeared in other areas. Safeguarding has been through a period of change, with the Association needing to increase capacity, improve case management, and create clearer routes between safeguarding, conduct and discipline. Competitions remain one of the sport’s most important shop window, but the current model also needs stronger financial planning, clearer oversight and a better understanding of the true cost of delivery.
The Association has also had to work through a high volume of historic conduct matters that have been escalated nationally (many of which we are still working through). This has required careful fact-finding to understand what happened, when concerns were raised, what action had already been taken, and what still needed to be progressed. This has reinforced the need for clearer processes, better records and more consistent routes for escalation and resolution.
Governance has also required attention. There have been periods where interim arrangements, vacancies and overlapping responsibilities have made communication and decision-making harder than they should be. Concerns raised around transparency, procurement, conflicts of interest and the separation between Board and executive roles have reinforced the need for clearer structures, better records and more consistent accountability.
To make this clearer, the table below sets out some of the main themes identified, what they meant for the Association, and the action now being taken.
|
What we saw |
What it meant |
What we have started doing |
|
Staff and officers working with limited shared systems, inconsistent documentation and reliance on individual knowledge. |
The Association was too dependent on informal processes and individual memory, creating risks around continuity, resilience and consistency. |
Introducing clearer systems, shared documentation, more structured work planning and a stronger focus on standard operating procedures. |
|
HR processes, contracts, pension arrangements, Right to Work checks, staff equipment and data protection needing attention. |
BCGBA needed to strengthen the foundations of how it operates as an employer and how it protects staff, volunteers and organisational information. |
Updating employment processes, strengthening HR policies, improving staff support and beginning to put better systems and equipment in place. |
|
Safeguarding moving through a period of change, with limited capacity and blurred lines between safeguarding, conduct and discipline. |
The organisation needed clearer triage, stronger case management and more safeguarding resilience. |
Working to increase safeguarding capacity, clarify responsibilities and improve the routes between safeguarding, conduct and disciplinary matters. |
|
Competitions continuing to play a vital role, but with incomplete visibility of the full cost of delivery and long-term sustainability. |
Decisions about competitions needed to be based on clearer financial information, stronger oversight and a more sustainable delivery model. |
Reviewing competition costs, governance and delivery arrangements, with a focus on financial sustainability, transparency and the long-term value of the programme. |
|
Interim leadership arrangements, vacancies and gaps in representative roles. |
Communication, continuity and confidence were affected when key responsibilities were not consistently covered. |
Prioritising clearer governance arrangements, role clarity and the filling or resolution of key vacancies. |
|
Concerns around transparency, procurement, conflicts of interest and overlapping Board / executive responsibilities. |
The Association needed clearer separation between governance and operations, stronger decision records and more consistent accountability. |
Strengthening governance processes, declarations, record keeping, role boundaries and the transition to a clearer legal and organisational structure. |
|
Unincorporated status limiting legal clarity, accountability and organisational protection. |
BCGBA needed a structure better suited to employing staff, holding assets, entering agreements and protecting directors, volunteers and members. |
Progressing the transition to Company Limited by Guarantee status as part of the wider programme of modernisation. |
An important driver for this work is the need to move the Association closer to the standards expected within Tier 3 of the Code for Sports Governance. This had already been identified as a key objective, and many of the changes now being progressed are intended to strengthen key areas, in line with those expectations.
Taken together, these issues show why the Board and leadership believe that modernisation and organisational reform are necessary. Not because the history or traditions of Crown Green Bowls are wrong, but because the organisation supporting the sport needs stronger systems, clearer responsibilities and more sustainable ways of working.
Progress made so far
The last 12 months have therefore been focused on stabilising the Association, reducing risk and beginning the work of reform. Some of this work has been visible to members, counties and clubs. Some of it has been less visible, but equally important behind the scenes.
Progress has included:
|
Area |
Progress made |
|
Governance and legal structure |
The move toward Company Limited by Guarantee status has also built on work that had already been started before the current period of reform. A company had previously been set up and registered, and the work now underway has focused on bringing that structure to life properly through the development of suitable Articles of Association and supporting governance arrangements. |
|
Insurance and member support |
Work has also taken place to better understand the Association’s insurance arrangements and the different circumstances in which counties, clubs, players, coaches and volunteers may need clarity about cover. This will help BCGBA provide clearer guidance in the future and ensure that those involved in the sport better understand what they need to do to be appropriately covered. Insurance is an area where the Association needs to move away from manual and time-intensive transaction processing. Future arrangements should be simpler, more accurate and better connected to membership and payment systems, reducing administrative burden while improving clarity for clubs, counties and members. |
|
HR and people |
Work has taken place to improve employment arrangements, policies, staff support, role clarity and the basic systems needed to operate properly as an employer. As part of this, the Association has reviewed its staffing structure and consulted on changes intended to strengthen finance, governance and operational capacity. Following consultation, two roles have been removed from the structure after no suitable alternatives were identified. The Association will now move to advertise a new role designed to cover the responsibilities that remain, while also strengthening in the identified areas. The review has shown that the Association now needs greater capacity and clearer responsibility in these areas, particularly as expectations around reporting, financial oversight, reserves, compliance and organisational accountability continue to increase. |
|
Systems and documentation |
The Association has started to move toward clearer shared systems, better documentation, standard operating procedures and improved central records. Alongside the new website, significant work has also taken place to strengthen the database and set up Elavon as an online payment platform. This is part of a wider move toward simpler digital systems that reduce manual administration, improve accuracy and make processes easier for clubs, counties and members. Although this work is not yet complete, much of the “heavy lifting” has been done. The next step is to finalise the remaining elements and use these systems to support a clearer and more compliant approach to membership and insurance payments from 2027. |
|
Safeguarding, conduct & discipline |
Work has begun to improve safeguarding capacity, case management, triage and the separation between safeguarding, conduct and disciplinary matters. As an interim measure, the Association is being supported by the Bowls Development Alliance, with Craig Scott helping to fulfil some safeguarding responsibilities while a longer-term model is developed. |
|
Finance and reserves |
Greater attention has been given to financial reporting, reserves, trustee-held funds, budget oversight and ensuring decisions are based on clearer financial information. |
|
Competitions |
The competitions programme is being reviewed with a stronger focus on true cost, financial sustainability, governance oversight, transparency and future delivery models. |
|
Communication and engagement |
There has been a renewed focus on improving the rhythm, tone and clarity of communication with counties, clubs, members and volunteers. This has included engagement through the NAC and direct dialogue with key people across the sport on matters affecting clubs, counties and players. |
|
Board and executive responsibilities |
Work has started to clarify the separation between Board oversight and executive delivery, so that decisions, responsibilities and accountability are better understood. |
|
Website and digital presence |
The development of the new website is an important example of visible progress. It provides a stronger platform for sharing information, improving access to key documents, promoting competitions and safeguarding information, and helping members, counties, clubs and the wider public better understand the work of the Association. |
This progress should not be overstated. There is still a significant amount to do, and some areas will take time to improve properly. However, we are now clearer about the issues it needs to address, the systems it needs to strengthen and the direction it needs to travel.
The priority is to move from informal arrangements and reactive problem-solving toward a more consistent, transparent and sustainable way of operating.
Where challenges remain
While progress has been made, it is important to be honest that we are still managing a number of challenges. Some of these are historic, some have emerged through the review work, and some relate to vacancies or transitional arrangements that have affected consistency and communication.
It is also important to recognise that the Association has been trying to address a significant number of issues at the same time. In hindsight, the scale of work being undertaken across governance, safeguarding, staffing, finance, competitions, systems and communications has meant that not everything has progressed at the pace we would have wanted. It has also meant that communication has not always been as consistent or as timely as it should have been.
These challenges do not change the direction of travel, but they do reinforce why the current period of reform is necessary.
|
Area |
Current challenge |
Direction of travel |
|
Leadership continuity |
The Association has operated for an extended period with interim leadership arrangements, including a period without a permanent independent Chair. |
Strengthening Board leadership, independence and stability remain important priorities as the Association moves into its next phase. |
|
Safeguarding capacity |
Safeguarding has been through a period of change, with the Association needing to manage live responsibilities while also increasing capacity and resilience. On reflection, the safeguarding structure previously in place did not have sufficient capacity to meet the range of responsibilities now coming through the Association. Simply replacing like-for-like would risk repeating the same issues. The priority is therefore to develop a stronger safeguarding model with clearer capacity, responsibilities, case management and support across the sport. |
The priority is to strengthen safeguarding support, improve case management, and ensure clearer routes between safeguarding, conduct and discipline. |
|
Vacancies and representation |
Vacancies in key roles, including Region 5 and NAC leadership, have affected the consistency of communication, representation and follow-up in some areas. |
The Association needs clearer role coverage, stronger succession planning and improved communication routes so that responsibilities are fulfilled consistently. |
|
Transparency and conflicts of interest |
Concerns have been raised about transparency, procurement and the management of potential conflicts of interest, including where financial relationships or personal interests may exist. |
BCGBA needs stronger declarations, clearer decision-making records, better procurement processes and consistent management of conflicts of interest. |
|
Board and executive role clarity |
Some historic arrangements have created overlap between Board oversight and executive or operational responsibilities. This is not compatible with the standards expected of a modern governing body. There is also a need to recognise the breadth of administrative responsibilities within the Association. These responsibilities cover a wide range of Board, executive, governance, membership and operational activity. Greater clarity is needed around where responsibilities sit, how they are supported, and how day-to-day administration connects with wider organisational priorities. |
The transition to clearer governance structures, including CLG status, should help define responsibilities, improve accountability and separate governance from day-to-day operational delivery. |
|
Communication and trust |
Communication has not always been consistent enough, particularly during periods of change or where responsibilities have been unclear. Although there has been a clear commitment to listen to bowlers, leagues, counties, clubs and volunteers, we recognise that this may not yet have felt consistent across every part of the sport. Some counties and individuals may feel they have had more opportunity to engage than others. That is a fair challenge, and one we need to address through a more structured and consistent approach to communication and engagement. |
The Association needs to maintain a more regular rhythm of updates, provide clearer explanations of decisions, and build trust through visible progress rather than words alone. |
|
Scale and pace of change |
The Association has been trying to address a significant number of issues at the same time. This has affected the pace of delivery and meant that communication has not always been as consistent as intended. |
Prioritise the work more clearly, communicate progress more regularly, and be realistic about what can be delivered within available capacity. |
|
Listening and engagement |
Although the Association has committed to listening across the sport, this may not yet have felt consistent across all counties, leagues and clubs. |
Develop a more structured approach to engagement so that counties, clubs, players and volunteers have clearer and more consistent opportunities to contribute. |
|
Finance and governance capacity |
The level of finance, reporting, compliance and governance work now required cannot be managed sustainably through very limited weekly capacity. |
Strengthen finance and governance capacity through clearer roles, better systems and more integrated organisational support. |
|
Administration and operational coordination |
Administrative responsibilities are broad and cover a mixture of Board, executive, membership, governance and operational tasks. |
Clarify where responsibilities sit, improve coordination and ensure administration is supported by better systems and clearer processes. |
|
Insurance and membership payments |
Long-standing manual payment arrangements for insurance and membership are no longer the most effective or sustainable way to operate. |
Use the new database, Elavon and online payment systems to create a clearer and more compliant process, with changes planned carefully for 2027. |
The purpose of acknowledging these challenges is not to criticise individuals or diminish the contribution of those who have supported the sport over many years. It is to recognise that BCGBA needs stronger structures, clearer responsibilities and better systems if it is to meet the expectations now placed upon it.
These are exactly the areas the Board and leadership are seeking to address through the current programme of modernisation and organisational reform.
Direction of travel
The direction of travel is clear. BCGBA needs to continue modernising where needed, while respecting the traditions, history and community spirit that make Crown Green Bowls what it is.
This means building an Association that is better able to support the sport, protect its volunteers, meet its responsibilities and make decisions with greater clarity and confidence.
The work ahead will focus on three connected opportunities.
|
Opportunity |
What this means in practice |
|
Modernise where needed while respecting the traditions of the sport |
Crown Green Bowls should remain rooted in its history, clubs, counties, volunteers and playing community. The role of BCGBA is not to change the identity of the sport, but to ensure the organisation behind it has the structures, systems and governance needed to support it properly. |
|
Improve transparency, communication and trust |
The Association needs to communicate more consistently, explain decisions more clearly, strengthen records and reporting, and provide members, counties and clubs with better visibility of the work being undertaken. |
|
Build a stronger and more sustainable organisation for the next generation |
The long-term aim is to create an Association with stronger governance, better financial oversight, improved safeguarding capacity, clearer accountability, more resilient staffing and systems, and a sustainable approach to competitions, development and member support. A key part of this is moving away from manual, time-intensive processes wherever possible. Better digital systems, clearer online processes and appropriate automation should reduce administration, improve accuracy, strengthen records and free up more time to support the sport. |
There are also important opportunities to strengthen collaboration with the Bowls Development Alliance and other bowls codes. Where shared working can reduce duplication, improve consistency and make processes simpler for clubs, counties, volunteers and participants, BCGBA should be actively exploring those opportunities.
There will still be difficult decisions to make. Some areas will take time to improve, and not every change will be easy. However, the purpose of this work is to ensure that BCGBA is better equipped to serve the sport now and in the future.
The move toward Company Limited by Guarantee status is an important part of this direction of travel. It provides a clearer legal and governance framework, strengthens accountability, helps protect those who serve the Association, and supports a more resilient organisation. This structure also gives the Association a clearer legal identity, which is important when entering agreements, employing staff, holding assets and engaging with funders, sponsors, insurers and partners. It helps protect the organisation and those who serve it, while also giving BCGBA a stronger platform for future funding, sponsorship and partnership opportunities.
But CLG status is not the end point. It is one part of a wider programme of organisational development. The bigger goal is to build a BCGBA that is more transparent, more accountable, more sustainable and better connected to the people and communities it exists to support.
On a personal level…I would like to say thank you to everyone who continues to contribute positively to Crown Green Bowls during this period of change.
I look forward to discussing the matters covered in this update over the coming months, if you would like to contact me directly in the meantime, please email me – dan.newton@bcgba.org.uk
Dan Newton, Chief Executive Officer – British Crown Green Bowling Association