How to Attract New Members Having establish the good things about bowls how can clubs attract new members? We set out below a few ideas that have been used by clubs to attract new members, but it is only at local level that you can determine what is right for you: -
	Bring a buddy session is just at it sounds - the club arranges an evening provides all the equipment necessary, provides coaching assistance and invites all members to bring a non-bowling friend to try it out.
	Bring your family is in a similar vain and encourages youngsters to the Club.
	Inviting local sports clubs to play a match and enjoy a fun evening has worked for many clubs.
	Invite local organisations to an introduction to bowls evening which could also include a supper is worth a try. Rotary, Round Table and Lions all have active sports and social committees and would make a good start.
	Schools and youth organisations if approached may be interested in sampling the sport.
	Flyers and posters are a tried and tested way of attracting members and doctors and dentists waiting rooms are good homes for posters as many doctors will encourage their patients to get some exercise. Posting flyers in the roads surrounding your club often brings a reward.
	The media are a good source of advertising the Club and interest stories will bring you good publicity although you may have to write these yourself and if necessary provide a photo, as the local press always seem to be short of reporters these days.
	Press advertising can be helpful but do not forget to barter with the paper for some editorial to accompany it.
	The local radio and TV stations will often give you publicity for special events so give the as much information as possible at an early date.
	Publicity on a local basis with other clubs can reduce your costs; it makes sense to have a joint approach.
	It makes sense to ensure that both the local Council and the local library have details of your club in their records, as this is a source of information by visitors and new residents of any area
	IMPORTANT: If you arrange an open evening for clubs schools etc it is vital that you get the organisation right. Members to assist with coaching, woods and other equipment, refreshment facilities are all vital to create the right impression. Most importantly, it is essential to allow the non-members to experience playing the game even if they get it wrong. Keep tuition to a minimum and enjoyment at a maximum is the formula for a fun evening.
	Having establish the good things about bowls how can clubs attract new members? We set out below a few ideas that have been used by clubs to attract new members, but it is only at local level that you can determine what is right for you: -
	The secretary is the principal administrative officer of the club. Some duties can be low profile and repetitive. Other projects may be novel and exciting. Deal with correspondence promptly. Keep correspondence up to date. All club members should be informed of decisions and events. Give plenty of notice of the meetings. Make out an agenda. The minutes need to be a brief, clear summary of what you think has been agreed. Do not put important items last on the agenda.
	More information about being a secretary can be obtained from English Sports Council, 16 Upper Woburn Place, London WC1H 0QP. Asking for - The role of 'The Secretary' in sports organisations.
	The Role of  'The Treasurer'
	The Treasurer has a most important job to perform and needs to be Well organised. Able to keep records. Scrupulously honest. Whether working alone or with a paid official the treasurer has the ultimate responsibility for.
	Looking after the club's finances. Keeping up to date records of all the financial transactions. Preparing year-end statements of accounts to present to the auditor. It is vital to use an independent auditor, even if it involves expense for your Club (it is also for your own benefit). Always keep cash received separate from your own money. Petty cash should be handled carefully. A good treasurer does not just record details of what has happened, but also tries to forecast what is likely to happen. At the end of the financial year, the treasurer needs to prepare a set of final accounts to be presented to the members at the AG.M.
	If you feel under pressure, confused or that you are losing control, seek help at once. Advise the chairperson and/or secretary and ask for their agreement to getting some help or if necessary professional advice. Further advice available from English Sports Council.
	Short Guide to Chairing a Meeting
	A chairperson not only chairs the meeting but acts as principal officer throughout the year, and depending on his brief, taking decisions whenever the need arises. A chairperson acts as a conciliator between two parties trying to resolve some kind of disagreement, remaining neutral, looking out for the best interests of the club at all times. Meetings can be effective tools for planning, communicating and evaluating. Do not assume there is no opposition just because none has been voiced. Always start meetings on time. Follow the agenda and resolve one issue before moving on to the next. Give supporters of all shades of opinion a reasonable opportunity to express their views. Make sure only one person speaks at a time. The chairperson has a right to vote on any item, and, in addition has a second or (casting) vote if the first vote is tied. Further advice available from the English Sports Council.
	Club Rules and Constitution
	Dictionary definition of a Constitution.
	"The act of establishing, and setting up the way in which a club is organised and run together with the fundamental principles of the club."
	From this definition one can see that every club needs a Constitution to enable members and the committee know how things should operate, who has responsibility for what and what happens if things go wrong. A club constitution should be simple and as flexible as possible to allow developments or amendments without constant alterations.
	The following areas are recommended by Sport England as being the sections that need to be covered in any Constitution: -
	The Club title Objects of the club Membership Officers Election of officers General Committee General Meetings Alteration to the Constitution Dissolution.
	The sections can be as long or as short as befits the clubs / members requirements.
	If a club applies to the Lottery Fund for monies then a Constitution is a requirement and a dissolution section should be contained in it. The discharging of funds should not be to members but to another voluntary organisation having similar objects to those of the club. This is not a request, it is mandatory and applications will be turned down it this is not in place.
	Attached is a sample of a Constitution recommended by Sport England, this can be adapted to suit any club.
	REMEMBER: any club without a Constitution is fine until something goes wrong or there is a dispute. It could cost the club a great deal in legal fees if the club does not have a suitable Constitution and members are aware of who is responsible for what and how things work within the club.
	Club Tour & Travel Arrangements
	Travel Regulations 1992
	Following the article in the "Today's Bowler" magazine we have spent a great deal of time trying to obtain a definitive answer to the question of Tours within Bowls.
	The legislation is complex and at present has not been tested in Law so there is not any Case Law to rely on. However having investigated this whole area with the following Government Departments: -
	Department of Trade and Industry Civil Aviation Authority Central Council for Physical Recreation Sport England Travel Leads LACOTS - reference body for Trading Standards Departments National Trading Standards Office Local Trading Standards Office.
	We have discussed our problems with the Trading Standards Institute Lead Officer responsible nationally for Package Travel Regulations 1992 and agreed as follows.
	We must distinguish between Tours in the UK and Tours abroad.
	Tours Abroad
	All Tours abroad ought to be arranged through a fully bonded Travel Agent or Tour Operator i.e. ABTA protected.
	Tours in UK
	Providing the following guidelines are adhered too, a Club, County or Association does not need to use a Bonded Travel Agent, although there may be two or more elements, which under the regulations constitute a "package".
	The group appoint an organiser from within the party who will organise the Tour. This may include travel arrangements, hotel, matches etc. The Tour is for a closed group and not sold to the general public. The costs are shared between the group, therefore no "Sale" under the Regulations takes place, and the group members deal with any surplus funds. The funds raised / paid to the Tour Fund are protected. See below.
	Tour Fund
	Always open a separate Bank or Building Society Account for the monies received from the Tour party prior to paying the invoices. The Account should be in the Club, County or Association name and designated Tour Fund i.e. ABC Bowls Club Tour Fund.
	The account should have two or three signatories with one of two or two of three as the signing mandate. They should also ideally not be related. This will ensure the money is available should there be any problems.
	On no account, should an individual open an account in their name even if it is designated Tour Fund. This is because if the person is taken ill, dies or is declared bankrupt there may a delay in obtaining access to the funds if at all as the monies could become part of the person's own estate.
	Conclusion.
	These notes are meant to be a guide to any Club, County or Association wanting to organise a Tour. It is not meant to frighten anyone from touring, as this is a vital part of the bowling calendar.
	If these guidelines are followed then no one should have any problems.
	Community Amateur Sports Club
	This subject has been very topical and long running ever since the Chancellor of the Exchequer announced that he would be making concessions to Amateur Sports Clubs. Following the 2002 Budget various consultation papers were issued to Governing Bodies to Sport England, CCPR and the like. A great deal of work has been carried out over a fairly lengthy period of time and unfortunately there are no short and easy answers to the subject.
	Having taken advice from a variety of sources, each Club must make a decision themselves when it comes to deciding whether to take out Charitable Status, to go down the Inland Revenue route or to remain as they are at present.
	Inland Revenue Registered - Community Amateur Sports Club (CASC)
	The key benefits of becoming a CASC: -
	Exemption from Tax on turnover of less than £15,000.
	Exemption from Tax on Rental Income less than £10,000.
	Gift aid on individual donations i.e. Clubs can reclaim Tax on donations currently worth 28p for each £1 donated.
	However, at present mandatory relief for Business Rates is not available under the CASC route. Clubs can still apply for discretionary Rate Relief in the normal way.
	The three basic qualifying criteria are that the Club is: -
	Open to the whole community.
	Organised on an Amateur basis.
	Has, as its main purpose, providing facilities for and promoting participation in one or more eligible sports.
	Once registered Clubs cannot go back to original status and require a non-disillusionment clause in the Constitution...
	The application form is only 2 pages long.
	Recommended clauses for Clubs Constitutions can be found on the CCPR Model clauses attached.
	For more information Clubs should contact the Inland Revenue Sports Club Unit, Meldrum House, 15 Drumsheugh Gardens, Edinburgh, EH3 7UL. Telephone Number 0131 7774147. E-mail Sport unit@gtnet.gov.
	The Charity Commission objective is the "Promotion of Healthy Recreation as a Sports Club".
	The benefits to Voluntary Sports Club arise from direct Tax and Rates. Firstly such Clubs will be exempt from Tax on investment income used for charitable purposes, as well as donations made by covenants under the Gift Aid arrangement. Capital Gains may also apply where Charities hold land or buildings. Secondly Clubs would benefit from Rate Relief where by they could benefit from 80% mandatory relief with a possible further 20% discretion from the Local Authority.
	Many Sports Clubs by their nature are private because their membership is deemed exclusive and determined by the decision of existing members. This means the public benefit requirement cannot be satisfied under such circumstances. Sports Clubs which come under this, may find it difficult, although not impossible, to obtain Charitable Status, because they are usually private members Clubs. For Clubs to obtain Charitable Status their membership should be open to the community and their Constitutions should reflect that they are open to all.
	At present, there is a burdensome application process and costs to voluntary Sports Club Officials when seeking Charitable Status and this could be considered as counter productive in their application.
	In addition the Tax Package available for CACS's is not as attractive as the Tax Relief available to Charities. The exception is being limits on exempt amounts of Fund Raising Income of £15,000 and Rental Income of £10,000 and no Business Rate Relief. Clubs are currently taxed on Investment Income and most are unlikely to be taxed on Fund Raising activities, assuming that it is money raised from members and is covered by Mutual Trading Rules.
	A Club, which registered as a Charity, may carry out Social Trading activities on a small scale without being subject to Tax. The Charity may have Trading Income of £5,000 or up to 25% of the Gross Income of the Charity to a maximum of £50,000 without needing to account for this in a separate entity. The Charity Commissioners say that if a Club has a bar then advice must be sought.
	Charitable Status will give the Clubs benefit of 80% Business Rate Relief and perhaps a marketing edge in any attempts to raise money. However it brings with it additional responsibility, reporting requirements of public accountability. Charitable Status is also virtually for life, once registered it extremely difficult to deregister. It is unlikely that Clubs will be able to revert to their members Club status at a later date. In addition, there will be a requirement to amend the Club Constitution quite drastically to ensure it complies with the Charity Commissioners requirements.
	Professional advice from solicitors and accountants will be required to bring about changes.
	The Club will require willing Trustees to will take responsibility for the running costs of the Club. All club assets would no longer be owned by members but would become charitable property. However by taking this route there is easier access to Charitable Grants.
	Finally, there are a number of forms required to be completed when reporting to the Charity Commissioners at the end of each Financial Year, which may be an added reason not to take this route.
	Further information can be obtained from the Charity Commission at Woodfield House, Tangier, Taunton, Somerset TA1 4BL or visiting the web site www.charity-commission.gov.uk/registeredcharities/pdfs/sport.pdf
	The other alternative for Clubs is to remain as they are and to apply to the Local Council for Rate Relief, especially if the Club is one that has a very low financial turnover. If a Club feels their Rateable Value is set too high, they can submit an appeal to the Valuation Office which should be by using professional advice. Clubs can inspect the Valuation Roll at their local Inland Revenue Valuation Office to compare their Rateable Value with other voluntary organisations in the area.
	Clubs wishing to apply for Discretionary Rate Relief should contact the Finance Department of their Borough or District Council, who will provide an application form. The form will ask for details regarding the Club such as Accounts and Membership details.
	Conclusion
	As you can see from the above it is a very complex issue and as indicated above, each Club must seek its own advice and make a decision on the basis of their own circumstances.
	The Inland Revenue route is simpler but there are fewer benefits.
	Both the Inland Revenue and Charity Commissioners route require a non-disillusionment clause on winding up of the Club.
	Data Protection
	The latest Data Protection Legislation came into force on the 1st March 1998 and covers more than the 1984 Act and tilts the balance in favour of the individual. It is a complex piece of legislation and has given rise to a minefield of subordinate legislation. The legislation has many benefits both for Society, like helping to fight crime and for the individual, like better medical care. However, whenever personal data is collected and used, peoples lives can be adversely affected if something goes wrong. It is vital that those who collect and use personal data maintain the confidence of those who are asked to provide it by complying with the requirements of the Data Protection Legislation. The Legislation applies to personal data, that is data about identifiable living individuals and those who decide how and why personal data is processed must comply with the rules of good information handling known as the Data Protection Principles and the other requirements within the Legislation.
	The Legislation requires that any personal data that is collected, must be handled correctly and must comply with the eight enforceable principles of good practice. These principles are as follows:-
	Fairly and lawfully processed;
	Processed for limited purposes and not in a manner incompatible with those purposes;
	Adequate, relevant and not excessive;
	Accurate;
	Not kept for longer than is necessary;
	Processed in line with the Data Subject's rights;
	Secure;
	Not transferred to countries without adequate protection.
	However, most Clubs may claim the unincorporated members Clubs exemption from registration, subject to access request under the old Act. This applies to non-profit making organisations.
	The exemption from notification does not exempt you from complying with the other provisions of the Legislation, particularly subject access request and the processing data in accordance with the Data Protection Principles as indicated above.
	To benefit from the exemption the following conditions must be satisfied in relation to the processing of data:-
	This is carried out by a body or Association not established or conducted for profit;
	It is for the purposes of establishing or maintaining membership of or support for the body or organisation providing or administering activities for individuals who are members of the body or have regular contact with it;.
	It is personal data, of which the Data Subject is it past, present or prospective member of the body;
	It consists of the name, address and other identifiers as to the eligibility for membership;
	It does not involve disclosure to third parties other than with consent or where necessary to process the data;
	It does not involve keeping the data after relationship ends, unless and for so long as is necessary for exempt purposes.
	Essentially this exemption enables Clubs to manage themselves and carry out their purpose without having to notify with a Data Protection Registrar. Many Clubs will not hold vast amounts of data about individuals or use the data held by them for a wider purpose.
	If you are holding data about individuals that you need for your purposes then in order to fall within the exemption it may be sensible to audit the data so that you hold what you need to carry out your purposes.
	It is very important, in order to benefit from the exemption that you obtain the specific consent from each of your Data Subjects to the transfer of data to third parties if you propose to do this. If an individual does not consent then the data may not be transferred.
	A more commercial approach….. If you process data for purposes wider than running of your Club (for example if you fundraise by obtaining sponsorship or sell your data bases) then you will need to NOTIFY with the Data Protection Registrar.
	Notification can be completed on-line at www.dataprotection.gov.uk.
	There is a template form for Clubs/Societies, which lists the general purposes for which a Club processes data (administration of membership, fundraising and processing note for profit organisations) if you process data for other purposes e.g. trading, in personal data or information administration, these purposes will need to be added.
	Collection of Data
	When collecting data the following information must be provided to the Data Subject:-
	Who you are;
	What data you are collecting;
	For what purpose (if there is more than one this must be stated and if direct marketing is one of the purposes an opportunity must be given).
	If the data will be transferred to a third party (and give them the opportunity to opt out of this).
	Where the data is being used for direct marketing it is important to get consent to this purpose from the Data Subject, that is unlikely that any of the other conditions in schedule 1 to the Act will be met permitting you to process the data. (If the data is sensitive, explicit (Positive) consent must be obtained i.e. a tick box will not be sufficient). Re: transfer of data, if you do transfer data to third parties you need to ensure that in your agreement with them you have an undertaking from them to use the data only for the purpose agreed, (which cannot be a wider purpose than what you tell your members that you are transferring the data for).
	Data Processors
	Please note that if you employ a Data Processor to carryout processing on your behalf (e.g. data inputting) you need a written contract with the Data Processor, which needs to include specific guarantees relating to the Data Security.
	The Rights of Individuals
	The Act allows individuals to find out what information is held about them on computer and some paper records. This is known as the Right of Subject Access.
	The Act allows individuals to apply to the court to order a Data Controller to rectify, block, erase or destroy personal details, if they are inaccurate or contain expressions of opinion, which are based on inaccurate data.
	The Data Subjects can ask the Data Controller to stop or not to begin processing data relating to him or her for direct marketing purposes. THIS IS AN ABSOLUTE RIGHT.
	Subjects can claim compensation from a Data Controller for damage or damage and distress caused by any breach of the Data Protection Act.
	It is an offence to obtain, disclose, sell or advertise for sale, or bring about the disclosure of personal data without the consent of the Data Controller.
	Data Protection Information Line 01625 545725 Fax: 01625 524510 E-mail: data@datprotection.gov.uk Website: www.dataprotection.gov.uk.
	Disability Discrimination Legislation
	The Disability Act - Service Provision will come into force on 1st October 2004, and could have widespread implications for clubs of all descriptions, whether they are Sports Clubs, Social Clubs or Church Clubs etc.
	From October 1999, service providers (including Bowls Clubs) may have to make reasonable adjustments in relation to the physical features of their premises to overcome physical barriers of access.
	Change a practice policy or procedure that makes impossible, unreasonably difficult for disabled people to make use of their services;
	Provide any auxiliary aid or service if it would enable (or make it easier for) disabled people to make use of it's services;
	Provide a reasonable alternative method of making it's services available to disabled people, whether a physical feature makes it impossible or unreasonably difficult for disabled people to make use of the services;
	Timing of improvements:
	It makes sense for service providers to plan ahead by taking any opportunities, which arise, or bringing forward plans to alter their premises to benefit disabled people before 2004. Structural or other physical changes will not be required before 1st October 2004 (but can be made before that date). Examples of these are: -
	Clearer signs on or directing people to the premises.
	Providing a permanent ramp for a wheelchair user,
	Locating an alternative entrance, if disabled customers access your premises by an entrance other than the one normally used by other customers, this could be more clearly signed.
	Relocating light switches, door handles or shelves for someone who has difficulty in reaching.
	Providing an appropriate contrast in décor to assist safe mobility of a visually impaired person,
	Installing a permanent induction loop system,
	Providing disabled toilet facilities
	Could you fit a Call Bell / Entry phone if the entrance is not visible to the occupants of the building, and at a reasonable height for the disabled?
	Disabled parking places identified near to the entrance,
	Providing tactile buttons in lifts,
	Bar counters should contain a lower section to serve the disabled and ensure price list are clear and lower enough for the disabled,
	A Service Provider's duty to make reasonable adjustments is a duty owed to the disabled people at large. It is not simply a duty that is weighed up in relation to each individual disabled person who wants access to a Service Providers services. Disabled people are a diverse group with different requirements, which Service Providers need to consider.
	Service Providers should not wait until a disabled person wants to use a service, which they provide, before they consider their duty to make reasonable adjustments;
	They should be thinking about accessibility of their services to disabled people. The duty to make reasonable adjustments is a continuing duty. Service Providers should keep the duty constantly under review in the light of their experience with disabled people wanting to access their services.
	The Act does not specify that any particular factor should be taken into account. What is a reasonable step for a particular Service Provider to have to take depends on the circumstances of the case. It will vary according to: -
	The type of service being provided.
	The nature of the Service Provider, it's size and resources and the effect of the disability on the individual disabled person. Several factors will have a bearing on whether a change is a reasonable one for Service Providers to have to make, particularly for physical adjustments to premises.
	Whether taking any particular steps will be effective in overcoming the difficulty that disabled people face in accessing the service in question
	The extent to which it is practical for the Service Provider to take the steps;
	The extent of any disruption, which taking steps would course;
	The amount of any resources already spent on making the adjustments.
	The financial and other costs of making the adjustments;
	The availability of financial or other assistance;
	The availability of financial or other assistance;
	The extent of the Service Provider's financial and other resources.
	From this last set of factors, if a Service Provider (Club) can prove that the cost of making the improvements are prohibitive, in comparison to the finances and resources of the Club or Service Provider, and there are insufficient other financial assistance available, then this can be a reasonable defence against making such adjustments.
	Administrating the Changes Many local authorities now have access officers and after October 2004, all Councils will have these officers who will police Clubs and review the changes being carried out. He / she is usually based in the planning or building control departments, who can visit your premises at any time and they will review and advise on any action that you might take to improve access etc. Clubs can contact can the officer by telephone if they wish.
	A Service Provider must comply with the duty to make reasonable adjustments in order to avoid committing an act of unlawful discrimination. A disabled person is able to make a claim against a Service Provider if: -
	The Service Provider fails to do what is required
	That failure makes it impossible or unreasonably difficult for that disabled person to access any services provided by the Service Provider to the public
	The Service Provider cannot show such a failure is justified.
	All the above information relates to the Clubhouse and its external surrounding area's (Bowls Green, Car Park etc).
	If any advice is needed about the above details, then members should consult the listed help lines.
	Disability Rights Commission - HELPLINE: - Telephone 08457 622 633 FAX 08457 622 644 E-mail enquiry@drc-gb.org Web-site www.drc-gb.org
	Or speak to your local Disability Officer at the Council Offices.
	Fund Raising
	Fund raising is a most important function of all Bowling Clubs and many have attained a high degree of skill in this field, however there are always new ideas and this advice note sets out a few that have been tried and tested and may be of value.
	Suggestions;
	100 Clubs have been running for many years and provide not only fund raising opportunities but also a social interest. Members pay a weekly or monthly sum of money for a chance to win a weekly/monthly and/ or yearly cash prize.
	Race Nights have proved very popular and filmed races are shown with a tote in operation. Not only is this a good fundraiser but also keeps the club together in a social way in the off season.
	Dance evenings be they Barn Dances, Old Time, Modern or Line Dancing are also popular and again provide a chance for social intercourse.
	A summer BBQ is also a good fundraiser and has the advantage that it can introduce non-members to the Club and greens.
	Quiz Nights have still not lost their appeal and provide an off season interlude.
	Sponsored events for a specific fund raising item could include a bowl in, walk, slim or for the more fit a sponsored run.
	The annual draw or regular raffle can produce considerable funds and of course there is the easy way, by selling EBA Draw tickets and retain half the proceeds. It is worthy of note that the funds raised by the EBA go in the most part to interest free loans to Clubs
	Winter events at the Club can include cribbage, whist, bridge, beetle drives and plain social evenings.
	Open days and coffee mornings can not only raise funds but also introduce non -bowlers to the club premises.
	This is not an exhaustive list but may give you a few ideas and we hope that by combining fund raising with social events you can build a strong social side to the club and this in turn can bring in potential members to your club.
	If you wish further information or advice on fund raising please contact your County Secretary.
	Checklist - Documents you must have.
	REGISTER. As soon as your Club is big enough to employ staff for over 21 hours per week you must register with the Local Authority.
	NOTICE BOARD. The Club should have one of these to display the following:- The poster for "HEALTH & SAFETY LAW". The Employers Liability (Compulsory Insurance) Certificate. Local useful phone numbers, Police, Hospital.
	SAFETY. If you have more than four employees then you must have a written health & safety policy statement. This should give details of your HSW policies, its organisation and procedures. It is advisable for the Club to possess a book to record any accidents that might occur on its premises; this will assist in the event of any claims that might be made against them.
	SIGNS. The (Safety Signs and Signals) regulations 1996 requires that signs must be all in the prescribed format with symbols recognised throughout Europe. Advice on all of these signs can be obtained from your Local Authority who will advise on the locations in the premises where they can be fixed.
	FOOD HYGIENE. Where food is traded or provided at the premises then you should be registered with the Council and follow the standards laid down by food hygiene legislation.
	FIRST AID. It is advisable that someone is nominated to take charge in an emergency situation e.g. to call the ambulance. This person is also responsible for maintaining the first aid kit. The one-day 'Appointed Person' training course run by first aid trainers is recommended. FIRST AID KIT should be located in a conveniently accessible position for the first aiders. The box or cupboard must be marked with a white cross on a square green background.
	THE LAW. No Club is too small to escape duties under the Health & Safety at Work etc. Act 1974 (HASWA). The cost of getting it wrong could prove very expensive for the Club.
	JUNIOR MEMBERS Under no circumstances should members under the age of 18 use mechanical equipment such as mowers or hedge trimmers. In addition if they are helping with providing teas or meals they should not carry large teapots, boilers or other vessels that contain hot water or use electrical equipment such as mixers or carving knives.
	USEFUL PHONE NUMBERS. General Advice - 08701 545 500 Website http://www.Open.gov.uk/hse/home.htm Health & Safety Executive, St. Dunstan's House, 201-211 Borough High Street, London, SE1 1GZ
	Loans
	The EBA has two schemes under which Affiliated Clubs may receive a loan:
	1) the Greens Loan Scheme which relates to any item connected with the bowling green, such as mowers, scarifiers, turf irons, automatic sprinkler systems, ditches, banks etc.
	2) the Development Loan Scheme, which relates to any item, such as clubhouses, fencing, car parks, changing rooms etc.
	The granting of any loan under either scheme is dependent on: -
	a) the club participating in the EBA Membership Register by submitting the names and addresses of it's male members to the EBA's Headquarters, and
	b) the EBA having unallocated funds available at the time an application is received.
	Greens Loans: - applications should be submitted to the Regional Co-ordinator of the EBA's Green Maintenance Advisory Scheme whose details are in the EBA Year Book on pages 102 - 103. The maximum loan is £2500 for any one item, but a club may have more than one loan if it is purchasing more than one item. Loans must be repaid by monthly instalments over 12 or 24 months and the loans are free of interest. There is a small documentation fee towards the EBA's administration costs, for example a £2500 loan for 12 months will bear a documentation fee of £80 and a £2500 loan for 24 months will bear a documentation fee of £188.
	Development Loans: - applications must be made before any work on the "project" commences and should be made in the first instance to the EBA Hon. Treasurer. The application should give full details of the project; it's total cost, and how it is envisaged that the costs will be funded. Also a short history of the club, a copy of it's latest annual accounts and how many members there are (playing, social, men, women etc.), would be helpful. The application should indicate the amount the Club wishes to borrow, over what period it proposes to make repayments and whether there are two or more members who would be prepared to stand as guarantors for the Club, if necessary. Any other information, which may be helpful to the EBA when considering the application, should be included. Loans are usually repaid by yearly, half-yearly or quarterly instalments, loans are free of interest, but here again a documentation fee is charged as a contribution to the EBA's administration costs.
	Other Loans: - Funds may be available from your local Council, from breweries who supply club bars or from commercial companies. Details can be obtained from your local contacts. It must be pointed out that a full and detailed application and business case will be required. Also not all Councils have funds available and local enquiries will be required.
	Grants
	Sport England - There are a variety of sources for funding through Sport England and contact should be made via the Sports England Regional Office, see attached papers for the contact details.
	National Lottery Fund - this is still the main source of funds - details are available on pages 362 - 363 of the EBA Year Book and the contact telephone number is 08457 649649. Clubs will receive an information pack with the steps to take on the way to applying for Lottery money. It is a two stage programme, the first being a Pre Application stage and the second is a Firm Offer stage at which stage one can start the work against any conditions laid down.
	Other Funding Opportunities: - Awards for All Community Capital Programme Sportsmatch Sports Aid Foundation for Sport and the Arts European Social Fund Charities Aid Foundation Commercial Sponsorship Sportlink