Strategic Plan. Aorangi Golf Strategic Plan

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1 Strategic Plan

2 Strategic Plan Our Roadmap to 2020: Growing and Supporting the Game of Golf in the Aorangi Region While golf has faced a number of challenges in recent years, the future is looking promising as industry stakeholders in the Aorangi region work together to grow the game. The role of is to grow and support the game through the delivery of playing opportunities for golfers in our region and making the game more accessible to future generations of golfers by developing participant pathways and supporting clubs to deliver quality experiences. What the golf community has told us It is now time to identify what the golf community needs from us over the next three years. Through the recent Stakeholder Survey, we found out from hundreds of golf club members, club committee and board members, representative golfers and other stakeholders what they think about the state of the game in our region and what is important to them moving forward.

3 What we need to focus on now There is an opportunity to reverse the current trend of declining participation in golf by promoting and growing the game in the Aorangi region. With a fresh approach to regional leadership, in conjunction with NZ Golf will be at the forefront of growing the game at the grassroots level. Longterm planning and better governance will allow the Association to fulfil its role of successfully organising pennant and representative golf while also driving a coordinated approach to addressing the challenges that the industry is currently facing. We have made a promising start through the recent club forums but there is still a lot to be done and there is a consensus on where that work needs to be concentrated: Increasing the visibility of golf in the community. Providing opportunities for adults, young people and families to try and learn the game. Creating attractive and affordable playing opportunities to encourage casual golfers to play more. Recruiting new members and retaining existing members by offering a quality membership experience at golf clubs. Supporting clubs to develop and implement plans for a sustainable future.

4 Vision To lead, develop and promote positive golf experiences at all levels of the game Mission To nurture golf in Aorangi Strategic Priorities Growing the Game 1. Increased Participation 2. More opportunities for adults and young to learn golf 3. An increased profile for golf in our community Supporting the Game 1. Improved club performance and financial sustainability 2. A modern approach to leading the game that serves the needs of our stakeholders

5 Participation More people playing golf more often Strategies Develop regional programmes offering a pathway into the game for adults and juniors. Deliver Golf in Schools programmes complemented by a pathway to junior golf at clubs. Engage in national campaigns like She Loves Golf and the Casual Golf Initiative to encourage participation in golf. Support implementation of participation initiatives at golf clubs to recruit new members. Provide coaching and development opportunities for representative golfers. How we ll measure success A stabilisation of the number of adults players in club membership (3702 in 2016) in the region. An increase in the number of junior members (165 in 2016). 150% increase in the percentage of junior members playing 12 or more rounds a year (9.7% in 2016). Increased participation in regional programmes year on year. 100% increase in the number of registered casual golfers (539 in 2016).

6 Club Support and Development Supporting sustainable growth of golf clubs in the region Strategy Promote and facilitate self-evaluation of club performance and development of strategies that will assist clubs with the business of golf. Support golf clubs to build value for their stakeholders including members, visitors, employees, volunteers and sponsors/advertisers. Support golf clubs to engage in effective marketing activities to promote their clubs and facilities. Organise club forums to facilitate a collaborative approach by golf clubs to addressing challenges to the industry. Offer club workshops to share best practice and industry knowledge, and provide an opportunity for club committees and other volunteers to upskill. Implementation of a volunteer coach program to deliver junior coaching at clubs. How we ll measure success An increase in the Net Promoter Score for golf clubs in the region measured through the NZ Golf Voice of the Participant Survey. 60% of clubs engaged in regional programmes. Year on year increase in the number of clubs engaged in club capability projects with the Community Golf Manager and NZ Golf Regional Support Manager. An increase in the number of clubs delivering organised junior programmes.

7 Communication and Promotion Engaging with our stakeholders and the community Strategy Engage with our stakeholders via relevant communication channels including district and club forums, , newsletters and social media. Develop a golf challenge to promote golf in the region. Promote the game through various media channels to raise the profile of golf in the region. How we ll measure success Improved stakeholder feedback around communication and promotion of the game in s Annual Stakeholder Survey. Increased number of visitors to the website. Increased engagement and following on social media (60 Facebook followers in 2016). Regular club attendance at regional club forums.

8 Governance and Leadership Best practice governance to lead golf in the region Strategy Improve organisational structure and long-term planning to ensure effective delivery of the core functions of the Association. Review committee charters and policies. Form a sub-committee to provide better structure, planning and oversight of representative golf. Diversify income streams by developing commercial partnerships, sponsorship arrangements and funding applications. How we ll measure success Improved golfer and stakeholder satisfaction with performance measured through the Annual Stakeholder Survey. Income from commercial partnerships and grants to exceed $30,000 per annum by Improvement in the governance and operation of through; Updated policies and procedures. Defined roles and development opportunities for Board Members. A formalised induction process for new Board Members.

9 What does the future look like? The landscape of golf is changing and the next three years are an important period for industry stakeholders to work together with the common goal of growing golf participation and driving positive financial outcomes for golf clubs in the region. Clubs have the opportunity to establish a point of difference and engage with different generations and potential user groups including families. It is also vital that the District Association and golf clubs continue to invest in the future of the game by creating introductory and welcoming pathways for adults and juniors to become involved in golf. A collaborative approach to addressing the challenges and growing the game provides an opportunity to control the narrative by building a positive image and conveying the message that golf is a fun, modern, inclusive sport. It is the role of all golf clubs to reinforce that message by creating great experiences at all levels of the game for future generations of golfers.

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