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© WWCBA 2012-2019.
Aiming to promote the sport
of Crown Green Bowls
WWCBA CODE OF CONDUCT STRATEGY
1. The Context For A Strategy
A Strategy for the management of the game of Crown Green Bowling within the WWCBA responding to the Association’s commitment to the maintenance of behavioural standards as a prime objective.
The Strategy imposes responsibilities at all management levels within the national framework in which the game is played as follows:
The Strategy has the full support of the WWCBA and its contents will be managed by those identified in the Strategy with a view to enhancing the image of the WWCBA and maintaining the integrity of the game.
2. The Referees Society
The Referees Society has a key role to play in the pursuance of the Strategy. The Society will:
In response to a professional and pro-active refereeing service managed by the Referees Secretary host clubs are invited to provide a high level of support and hospitality to referees.
3. The Competitions Sub Committee
The Competitions Sub Committee will provide a range of services responding to the multi-functional management responsibilities discharged on behalf of the WWCBA by the Competitions Officer including:
4. The County Selection Sub Committees
The County Selection Sub Committees (Senior, Junior and Veterans) have set good conduct high on their agendas. It is at this level of competition that the effectiveness of the Strategy will be regularly tested. Disciplinary matters at all County matches will be in the custody of the President, Deputy President, Team Managers and County Sub Committee members. These Officers and Members will work closely with formally appointed referees.
5. Strategic Objectives
The Strategy seeks to eliminate:
Players and/or spectators within the control of the WWCBA found guilty of misconduct, following a formal disciplinary hearing, will be suspended forthwith, the period determined by the Disciplinary Sub Committee.
The Strategy seeks finally to generate a climate of competitiveness, effective management, comfortable ambience and hospitable venues which may encourage sponsors to emerge in a positive way.
6. Ownership Of The Strategy
The WWCBA is totally committed to enhancing the image of the Association. WWCBA is a leading county in terms of its ability, its geographical and numerical size, its extensive programme of activities and its management competence. WWCBA’s strengths are best demonstrated when representing the County at Inter County matches and/or national merits. The barriers which present themselves at league level disappear or are less obvious at County level and it is this climate of mutual support and trust which this Strategy is seeking to generate, and which should permeate our entire programme of activities.
The Strategy will be successful only with the full involvement and commitment of clubs. This was secured at the January 1995 AGM when the Strategy was endorsed by Member Clubs. The Strategy, which was modified in September 2004, is to be monitored by the Management Committee and reviewed and amended (if necessary) annually.
Communication is vital. That is why all clubs are to display copies of the Strategy for the benefit of all players in their membership. Disciplinary matters will inevitably emerge. They will be dealt with by the Disciplinary Sub Committee in a positive yet fair way having full regard to antecedents and precedents. The Strategy however seeks to reduce the problem to a level which is consistent with the status of WWCBA.
The Strategy was drafted by a Project Team of Officers and Management Committee Members. Correspondence on the Strategy should be referred to Chris Price (Association Secretary).