Golf Queensland

 

Strategic Plan

2007 - 2012

The 2007-2012 Strategic Plan identifies the future directionfor Golf Queensland (GQ) over the next five years. With the amalgamation of Women's Golf Queensland (WGQ) and the Queensland Golf Union (QGU) in July 2007, golf in Queensland is now presented with a wonderful opportunity to grow the game as a united and powerful force.

GQ will ‘drive' innovation while respecting tradition. It will build upon the strengths of both WGQ (originally established as the Queensland Ladies Golf Union in 1922) and the QGU (initially established as the Queensland Golf Association in 1914).

An exciting era beckons for GQ. However, the organisation will operate in an environment of some complexity, marked by the need for astrategic use of available resources. The challenge for the Board and Management is to focus on opportunities rather than constraints. This will be achieved by maintaining effective relationships with Districts, Club Managers,the PGA/PGF, LPGA, Greg Norman Foundation and Golf Australia. We will also need to build stronger strategic alliances with the media, government departments,suppliers and sponsors.

A priority will be to adopt an enterprising management approach to encourage innovation and best practice in both the planning and delivery of all programs and services.

This plan forms the ‘blue print' for our activities over the next five years.  We look forward to working with all our stakeholders across the State in establishing Golf Queensland as the most respected and professional State sporting body in Australia.

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OUR ‘VISION': Where we want to be in the future!

‘More People Playing More Golf'

OUR ‘GUIDING PRINCIPLES':

How We Operate!

a)   Driving innovation while respecting tradition.

b)   Is it good for golf in Queensland?

c)    Proactive industry leadership.

d)   Environmental sustainability underpins our decision-making.

e)   Cooperation via effective communication.

OUR ‘KEY DRIVERS':

The Key Focus Areas for the Next 5 years

a)   Participation and Membership

b)   Industry Leadership

c)   Club and District Health

d)   Talented Player Development

e)   Governance

f)    Marketing and Communication

g)   Regional Service Delivery

h)   Facilities and Environment

i)    Revenue Streams (Resources)

GOAL 1: PARTICIPATION AND MEMBERSHIP

‘We create exceptional results through people

Strategic Priorities

a)   Build our research capacity and use important participation and membership data in developing targeted policies and programs. 

b)   Introduce and promote 9 hole competitions.

c)    In conjunction with the PGA, seek innovative ways to mobilise club professionals across the State.

d)   Introduce and trial innovative competition formats that will increase the number of people playing golf.

e)   Be able to share valuable information with clubs and districts in regard to membership structures

f)     Share ‘best practice' information with clubs and districts on a range of issues including membership structures, recruitment and retention and assist them to ‘connect' with non-member golfers.

g)   Develop and implement an effective 'GQ Schools Program' and associated competitions.

h)   Develop strategies that will assist Clubs in attracting more females to golf.

i)     Make golf as inclusive as possible for people from non-traditional golfing backgrounds.

j)     Continue a collaborative relationship with GNGF to provide a coordinated and all encompassing development program.

k)   Establish more comprehensive pathways for volunteers and officials.

GOAL 2: INDUSTRY LEADERSHIP

‘We don't follow trends, we create them'

Strategic Priorities

a)   Ensure GQ is strongly and appropriately represented before Government and other key stakeholders.

b)   Advocate and lobby actively as the peak body for golf in Queensland.

c)    Ensure GQ plays an active and ongoing role in developing the game at both a National and State level.

d)   Represent the industry when government is considering the introduction of new legislation that could impact upon our operations and anticipated growth.

e)   Invest in research that that highlights the golf industry's significance to the Queensland Economy and enables us to identify trends in the marketplace that may have an impact on golf over the next 5 - 10 years.

f)     Develop stronger relationships with various Queensland State Government Departments and Local Government Authorities in relation to town planning, environmental and local government issues.

g)   Develop initiatives that will stimulate both business and industry growth within the sport.

h)   Develop policies and innovative solutions to address issues such as the game's image, dress codes, ‘time poor' participants, water management, environmental concerns, open space planning etc

GOAL 3: CLUB AND DISTRICT HEALTH

‘Supporting our Districts and Clubs'

Strategic Priorities

a)   Develop mechanisms for our districts and clubs to more effectively share best practice information and their ‘success stories'.

b)   Deliver Club Administration workshops that will enhance operations and clarify the respective roles and responsibilities of all office holders.

c)    Develop programs that will encourage younger players to become involved in golf administration.

d)   Develop innovative ways to re-energise and retain the volunteer network.

e)   Assist Clubs in attracting funding to enablethem to conduct business planning and governance (constitutional change) workshops.

GOAL 4: TALENTED PLAYER DEVELOPMENT

‘We will provide the best for the best'

Strategic Priorities

a)   Maintain the QAS program and seek expansion via the Regional Athlete Training Program.

b)   Develop strategies to actively involve successful Queensland players in nurturing emerging talent.

c)    Establish career paths for elite players (pastand present), club administrators, green keepers etc.

d)   Assist clubs in developing ‘Talented Player' programs based on other successful programs.

e)   Continue to conduct talent identification programs across the State.

f)     Design specific programs to lift the profile and involvement of females in high performance programs.

GOAL 5: GOVERNANCE

‘We foster innovation and encourage robust interaction to improve our game'

Strategic Priorities

a)   Update the GQ Policy Manual and ensure it is easy to access by all stakeholders.

b)   In conjunction with SRQ, conduct regular ‘Good Governance' seminars across the State.

c)    Benchmark our organisation against the practices of other leading National and State sporting organisations.

d)   Develop a succession plan for the GQ Board and Management team.

e)   Actively seek and recruit talented people from within and outside our sport to grow the game.

f)     Introduce regular and ongoing Board and Management training programs, including formal induction processes.

g)   Continually update the GQ Policy Manual and ensure it is current in regard to governance policies and procedures, including planning, delegations, performance review and conflict of interest.

h)   Conduct quarterly reviews of the Key Drivers and associated strategic priorities as detailed in the Strategic Plan.

i)     Work closely with the districts and the GQCouncil to make the best decisions via participative and informed processes.

GOAL 6: MARKETING AND COMMUNICATION

‘We will actively promote golf as a game for life'

Strategic Priorities

a)   Develop a distinctive and recognizable ‘GQ Brand' that promotes our image to the public, corporate sector and the media.

b)   Develop a ‘Marketing Plan' to ensure the positive messages of golf are better publicized within the wider community.

c)    Provide the best possible on-line experience for golfers and others trying access information and products.

d)   Identify our ‘value proposition' (i.e. whatmakes us unique) and proactively market our strengths and opportunities to identified target groups. E.g. promote positive health images.

e)   Develop a ‘media strategy' to maximise our interaction with Queensland media outlets.

f)     Investigate business-networking opportunities that we can develop and promote using golf as the vehicle.

g)   Adopt an evidence-based approach when developing new initiatives and promotional campaigns.

GOAL 7: REGIONAL SERVICE DELIVERY

‘We deliver today but we will still keep our eyes firmly on 2020'

Strategic Priorities

a)   Provide rural and remote clubs with strategiesand support services that will assist them to develop and grow.

b)   Assist districts and clubs to enhance their sport and recreation development programs via education programs, sponsorship support and the acquisition of grants.

c)    Work with local government and relevant regional organizations to ensure golf is more effectively considered within regional and local development and planning strategies.

d)   Develop targeted Statewide programs aimed at increasing community awareness and participation.

e)   Utilise electronic services to enhance communication with regional affiliates but continue to use direct mail andface-to-face contact.

f)     Establish a network of regional professionals and coaches to help provide services to rural and remote areas.

g)   Be proactive in securing grants to deliver rural and remote programs.

h)   Help rural and remote clubs to better engage under-represented groups such as females and juniors.

i)     Upgrade opportunities for talented golfers with restricted access to services.

j)     Evaluate regional service delivery annually through extended council workshops.

GOAL 8: FACILITIES AND ENVIRONMENT

‘We strive for excellence in the development of infrastructure that is environmentally friendly'

Strategic Priorities

a)   Conduct an audit of facilities across the State and identify the current gaps.

b)   Lobby and work with governments to fill the gaps, while maintaining a focus on the sustainability of the environment.

c)    Identify low cost facility options that would increase participation in the game e.g. 9-hole courses, driving ranges, hitting cages etc.

d)   Promote club initiatives aimed at protecting the environment and work in closely with the Australian Course Superintendents Association to ensure the golf industry is self regulating.

e)   Identify current and future environmental issues (water, climate change, pollution, turf research etc) and develop GQ ‘Position Papers' on each topic.

f)     Investigate how GQ and its clubs can benefit from projects that will deliver ‘Carbon Credits'.

g)   Engage with the Queensland Golf Course Superintendents Association and work co-operatively with them on relevant issues.

GOAL 9: REVENUE STREAMS (RESOURCES)

‘We strive for ongoingfinancial stability and growth'

Strategic Priorities

a)   Explore alternative funding sources and income streams based on implementing the GQ Strategic Plan and its associated priorities.

b)   Develop innovative options to generate incomefrom non-members.

c)    Increase and maximise corporate support.

d)   Ensure our Resource Agreement with SRQ reflects the key priorities, challenges and deliverables articulated in the StrategicPlan (2007-2012).

e)   Obtain maximum value from our current revenue streams by ensuring there is no wastage in administration and operational areas.

f)     Develop a 5-year Investment Plan to ensure GQ invests wisely in the development of the game.

g)   Investigate initiatives such as the VGA insurance scheme and French ‘Green Card' whereby insurance is provided to social players and a dividend paid to the coordinating authority (GQ).

h)   Look to maximize the ‘give back' contributionfrom elite golfers who benefit from GQ development programs.