How is your £1 levy being spent?

Bowling News

The BCGBA National 5-Year Strategy has reached the end of year one after being funded by the £1 per bowler levy launched last season. The original payment deadline being advertised as 31 May 2025. To say that this has been fully funded based on the number of registered bowlers would be stretching the reality of the situation. Regardless of that the BCGBA has issued an End Of Year 1 statement.

The End-of-Year-1 'Report to Clubs' document covers a range of reports from each of the County organisations including Yorkshire, which I reproduce further down this posting. This shows that Yorkshire is lagging behind all the other counties in delivering the National Strategy and it has nothing to do with money.

Talking of money there is no financial information in this report. Presumably someone somewhere is keeping count of the funding raised by the £1 Levy and a record of what has been spent by whom and on what. Surprised that this hasn't been included at all yet.

A copy of the full 'Report to Clubs' is available at the foot of this posting. Before then here are the opening three sections from key personnel in the BCGBA starting with the new BCGBA CEO Dan Newton.

Since taking up the role of Chief Executive in October, I have had the opportunity to better understand both the strengths of crown green bowls and the significant development work already taking place across the country. This report provides a clear snapshot of that activity and highlights the commitment shown by clubs, counties, volunteers and partners in supporting the sport’s future.

The first year of the National Development Strategy has been an important period of transition and progress. Development activity has expanded across junior and youth participation, community delivery, coaching and inclusion, creating stronger foundations for long-term growth. The introduction of the £1 Player Development Fee has been a key enabler of this work, allowing investment in development at a level not previously achievable. I am grateful to counties and clubs for their cooperation and support in implementing this change.

As we move into the next phase of the strategy, the focus must now shift to consolidation, clarity and sustainability. Strong governance, effective partnerships and a clear understanding of where development investment has the greatest impact will be essential. Listening carefully to clubs and counties, supporting volunteers and aligning development activity with long-term priorities will remain central to our approach.

I would like to thank everyone involved in delivering the work outlined in this report, particularly the National Development Officer and the network of County Development Officers and volunteers across the country. Their efforts are shaping a more inclusive, resilient and future-focused sport, and I look forward to continuing this journey together. Dan Newton

The first year of the British Crown Green Bowling Association’s National Development Strategy has been really positive. As with any period of change, 2025 brought its fair share of adjustments, not least as Counties and bowlers embraced the introduction of the new £1 Player Fee.

Despite the inevitable teething moments, the response from across the sport has been overwhelmingly positive. Our sincere thanks go to every County for their hard work in collecting and processing the fee, as these efforts have directly supported the delivery of development work on a scale our sport has never seen before.

As promised within the National Development Strategy, at the start of the season Counties were equipped with an extensive suite of development resources. This equipment has already begun opening doors, engaging new bowlers and showcasing the sport within local communities, and the second batch of development equipment will be available to Counties ahead of the 2026 season, enabling even more projects, events and opportunities to take shape.

None of this progress would have been possible without the tireless work of Jayne McKay, National Development Officer, and the dedicated network of County Development Officers. Their collective energy, creativity and commitment are evident throughout this report, which highlights just a small percentage of the inspirational work happening on greens, in Clubs and across communities nationwide.

From the Board’s perspective, the year has also been pivotal in strengthening partnerships. Renewed collaboration with the Bowls Development Alliance and ongoing dialogue with fellow governing bodies have created a more unified and coordinated approach to developing the sport. A standout achievement of this shared ambition is involvement with the Youth Sport Trust, through which bowls is now recognised as a school sport within the national curriculum.

Although Year One has laid a strong foundation, this is only the beginning. With ringfenced development funds secured, 2026 promises further growth as new projects and initiatives are rolled out across the country. Thank you to everyone who has supported, contributed to and believed in the National Development Strategy. Together, we are shaping a brighter, more sustainable future for crown green bowls

Year One of BCGBA’s National Development Strategy has focused on listening, learning and delivery. It began with the National Club Development Survey, ensuring development activity was evidence-led and shaped by the real experiences of Clubs and Counties. The findings informed early priorities, including governance support, safeguarding signposting and the creation of practical resources such as the standard club constitution, giving Clubs clearer foundations for future development and funding.

This foundation was built upon through national initiatives such as Bowls Big Weekend and Bowls for Health, where Development Strategy equipment flowed between Counties and Clubs to support taster sessions, junior activity, wellbeing programmes and inclusive delivery. Together, these initiatives demonstrated the impact of coordinated national planning combined with strong local delivery, and showed how shared resources can be used flexibly to reach different audiences, support physical and mental wellbeing, and strengthen community engagement through bowls.

From mid-season onwards, increasing emphasis has been placed on PPOSS (Player, Pitch and Outside Sport Strategy) to ensure Crown Green Bowls is properly recognised within wider facilities and participation planning. Completion of consultancy and facilities surveys remains essential, as these formally record the existence of Clubs, the standard and availability of greens, and where provision is oversubscribed or under pressure, helping to protect facilities and support future investment.

A significant strand of work during the year has been delivered in partnership with the Youth Sport Trust. Through this collaboration, over 40 School Games Organisers were trained in Coventry, raising awareness of bowls and its role within school sport. All bowls codes are now working together to design a shared pathway that enables Clubs to engage more effectively with schools, with representatives from Crown Green Bowls actively contributing to ensure the format, facilities and culture of the game are properly reflected.

Alongside school engagement, partnership working has extended into community youth provision. Collaboration with Derbyshire and the Scout movement to establish a route to a Bowls Badge has complemented school-based activity, linking education and uniformed youth organisations and creating additional, realistic entry points into junior bowls.

At the centre of all delivery are the County Development Officers. Their commitment, adaptability and local knowledge have translated national strategy into meaningful local action across club development, youth and junior bowls, coaching support, inclusion and community engagement. Often working alongside full-time employment and voluntary roles, CDOs have been instrumental in building trust with Clubs and ensuring development activity reflects local need.

My sincere thanks go to the County Development Officers, Club volunteers, partner organisations and the Board for their continued support and collaboration. Together, we have established strong foundations for Year Two, with clearer pathways, stronger partnerships and growing confidence in how bowls can develop sustainably

County Development Overview 2024–25

Silsden P.F. continues to shine as a true community club. During the school holidays, the club introduced bowls to children through sessions linked to Silsden Primary School PTA, supported by Skipton Building Society, who funded Bowls Buddies equipment. The sessions were extremely well received, and the club has been welcomed back to deliver further activity. Alongside this, Silsden P.F. runs regular “open to all” sessions, encouraging families and new bowlers to try the sport in a relaxed environment with no equipment required. A further donation of Bowls Buddies from Skipton Building Society is helping even more young people get involved, reinforcing the club’s welcoming and inclusive approach.

Harehills Park Bowling Club in Leeds is another strong example of community engagement. The club is highly active online, using Facebook, Instagram and TikTok to promote bowls and community activity throughout the year. As a designated Leeds Warm Space, Harehills Park offers a friendly and inclusive environment for everyone, whether visiting socially or taking part in bowling activity. Their posts highlight how the club brings people together, from winter bowling sessions to community events such as Hello Hip Hop and Spot Park Jam. Students from The King’s Trust Programme have also supported activity at the club, helping around the greens and taking part in bowls sessions themselves. This further demonstrates the club’s open-door approach and its ability to engage people of all ages and backgrounds.

Looking ahead, Yorkshire is seeking to appoint three County Development Leads to support clubs across the county. These roles will focus on helping clubs grow through practical, hands-on support, including Bowls for Health delivery, social media guidance, funding advice, green maintenance support and the development of welcoming, inclusive sessions. All officers will be supported by the Yorkshire County Team and the National Development Officer, ensuring clubs have access to guidance, advice and fresh ideas when needed.

Clubs interested in these roles, or with development projects they would like support with, are encouraged to make contact via Steve, ceo@yccgba.org.uk. This is an opportunity to turn a passion for bowls into meaningful support that benefits clubs, leagues and the wider county

COMMENT We are used to being behind the times being lead by Yorkshire CCGBA but don't usually find them admitting to that in a nationally circulated document. As the Yorkshire report shows, we are the only County that has failed to recruit a County Development Officer after two years of trying. But that doesn't matter because we are now trying to recruit not one but THREE County Development Officers. We are so good are not recruiting one that we have raised our game to not recruit three new officers. Plenty of hype, nothing delivered.

Copy of the full 24-page 'Report to Clubs' is here for you to download and read at your leisure.

BCGBA Report to Clubs.pdf

Download PDF • 17.67MB