Home of New Zealand Golf and Player Development Facility

Transcription

1 Home of New Zealand Golf and Player Development Facility Request for Expressions of Interest to Partner New Zealand Golf November 2014 PO Box , Takapuna, North Shore City 0740 P: (09) F: (09)

2 Document Contents Introduction 3 Purpose of Document 4 New Zealand Golf s Strategic Intent 5 New Zealand Golf s Player Development Programme 6 A National Home of Golf 8 National Player Development Facility Requirements 9 National Headquarters Requirements 11 Home of Golf Location Requirements 13 Benefits an Opportunities 14 The Importance of Commercial Strategy 15 Next Steps 16 2

3 Introduction Golf is a sport that is important to New Zealanders, holding a special place in the nation s sporting landscape. For New Zealand as a sporting nation, Major Golf Championship victories have provided some of the most memorable moments in our history. The names of Sir Bob Charles, Michael Campbell and now Lydia Ko are synonymous with the pinnacle of New Zealand sporting success. Their achievements on the world stage have inspired generations of New Zealanders from all walks of life. When Michael Campbell won the US Open in 2005, the nation literally stopped. Parliament was suspended, the streets of Wellington were closed and Michael s plane was shown live to the nation as it landed at Wellington Airport. Success on the world stage in the sporting arena unites our nation like nothing else can. New Zealand Golf, the governing body for golf in NZ, has the twin strategic objectives of growing and supporting the game. In growing the game, we have the clear strategic objective of more Kiwis winning on the world stage to create more moments like Michael s US Open win. Established in 1910, New Zealand Golf is responsible for fostering and developing the game. The support of golf clubs and District Associations throughout the country enables New Zealand Golf to grow the love of golf. We believe the game of golf provides unique and lifelong enrichment and our vision is for golf to be New Zealand s favourite pastime. New Zealand Golf is passionate about developing more New Zealanders who win on the world stage and inspire a nation. While there are many goals and stages throughout the player pathway, our ultimate goal is to develop more New Zealanders who win Major Championships and Olympic Medals. The New Zealand Golf Player Development Programme has been delivering success across a wide range of measures for over 20 years with one simple objective; to support New Zealand s next generation of emerging talent as they strive to reach their potential and excel on the world stage. To reach this objective, we feel it is now time for New Zealand Golf Inc. to create a National Home for Golf that can also act as a home for the New Zealand Golf National Player Development Programme. 3

4 Purpose The purpose of this document is to gain expressions of interest from parties who may wish to partner New Zealand Golf in our bid to create a fit for purpose facility for the headquarters of New Zealand Golf, including a home for our national player development activities. Invitational for Proposal New Zealand Golf is seeking brief expressions of interest that can provide the foundation for further investigation and analysis. It is expected that deep and detailed review, analysis and due diligence will need to be completed on all potential opportunities. The timeline for this project is therefore reasonably open and will be tailored to meet any particular requirements of interested parties. While New Zealand Golf has a need to progress this project, it is important the right process is followed in order to create the right partnerships that will have a meaningful impact on the sport of golf in New Zealand. Indicative Timeline November 2014 New Zealand Golf publishes request for expressions of interest. 31 January 2015 Expressions of interest to be submitted to New Zealand Golf. February March 2015 Analysis and review of opportunities. April July 2015 Due diligence. August 2015 Confirmation of project. Contact For any queries or to submit an expression of interest, please contact: Dean Murphy Chief Executive New Zealand Golf P: (09) E: dean@nzgolf.org.nz M: PO Box , Takapuna, North Shore City 0740 Level 1, Quadrant House, 8 Greydene Place, Takapuna, Auckland 4

5 New Zealand Golf s Strategic Intent The Value of Golf The game of golf provides unique and lifelong enrichment. This defines the purpose and value of the game of golf. It is what sets golf apart from other sports and provides the basis for WHY our organisations wish to see golf grow and prosper. Vision for Golf Golf is New Zealand s Favourite Pastime. This vision statement defines our ideal future state the position we would like golf to achieve in New Zealand. It defines WHERE we are heading and WHERE we aspire to be. Our Mission Statement To Grow the Love of Golf. This statement defines the daily purpose of our organisation. It answers the question of WHAT we exist to do. Strategic Priorities 1. Growing the Game of Golf. 2. Supporting the Game of Golf. These are the Strategic Priorities that provide direction for our day to day operations. It is HOW we organise our activities, initiatives and resources in order drive our organisation to achieve its vision. Strategic Objectives Growing the Game of Golf: 1. Increased Participation. 2. Increased New Club Membership and Existing Member Retention. 3. An Increased Profile and Positive Perception of the Game. 4. More Kiwis who are Winning on the World Stage. Supporting the Game of Golf: 1. Improved Club Capability and Financial Health. 2. An Increased Number of Career and Education Opportunities for a Growing Number of PGA Professionals, Golf Industry Trained Professionals and Volunteers. 3. A Redeveloped Administration Support Structure that is Appropriately Meeting the Needs of the Game. 4. Enhancing the History, Legacy and Tradition of the Game. Desired Outcomes a) Strong Golf Clubs and Healthy Golf Communities; b) Competitive Success at All Levels; and c) An Industry that Offers Well Remunerated Careers and is Recognised for its Economic Contribution. These are the outcomes that progress in the golfing sector can be measured on. If our strategic initiatives and programmes are successful, this is what will be measured. 5

6 New Zealand Golf s Player Development Programme Overview The New Zealand Golf Player Development Programme is the pathway that takes New Zealand golfers to success on the international stage. It encompasses a wide variety of age and stage appropriate development programmes that are all geared towards a common objective of developing more New Zealand golfers who achieve success at the highest level on the world stage. Our Purpose To develop New Zealand golfers who achieve success at the highest level on the world stage. Our Mission New Zealand Golf aspires to create an environment where we have: 1. A world class systematic talent identification programme. 2. A world class talent development programme preparing young talent for successful careers. 3. A professional player s support system and pathway. 4. A culture of success among New Zealand golfers. Our Objectives 1. New Zealand amateur players achieve success on the international amateur stage. 2. New Zealand players gain professional tour cards. 3. New Zealand players are successful on the major professional tours. 4. New Zealand players win medals at the Olympic Games. 5. New Zealand players win Major Championships. The essence of the New Zealand Golf Talent Development Programme is to take players who have reached their respective District Youth Academy Programmes and begin to develop and refine their talent over a Long Term Player Development (LTPD) cycle that culminates in successful transitional to professionalism. The need for a systematic LTPD process arises from the challenge of competing in the rapidly advancing international sporting arena and the resulting importance of identifying and developing the next generation of internationally successful athletes. A successful Long Term Player Development programme needs: Partnership and cooperation among National and District golf associations. Systematic talent identification. Systematic coaching development and support at all levels. An athlete development framework from the grassroots to elite levels. Training programs tailored specifically to an athlete s developmental stage. Long term strategies rather than a short term focus National and international tournament opportunities. 6

7 The New Zealand Golf Talent Development Programme Components: There are five phases that encompass the New Zealand Golf Talent Development Programme: 1. Talent Identification. 2. Regional Development Camp Programme. 3. National Development Squad Programme. 4. National Academy Programme. 5. Rookie Professional Programme. The Principles Behind Our Strategy It is the role of the New Zealand Golf Player Development Programme to deliver athlete centered, coach led player development that rivals that of the leading golf nations in the world. As players progress from the specialisation years of development into the investment years, it is crucial that the level of coaching support is increased to meet the needs of the players. With the ability to affect the players daily training environment through specialist skill development and direct programme management, New Zealand Golf will be able to have a greater impact on the hours of deliberate practice required to reach a world class level. As it is now widely accepted that completing 10,000 hours of deliberate practice is one of the major prerequisites to achieving success on the world stage, the ability for our programme to impact and provide influence in this area is vital. Understanding that a typical player may have begun specialising in golf by the age of 13 and would reach the National Academy by the age of 18, a window of five years exists to refine the skills of that player; ultimately preparing them for the eventual transition to the professional ranks. This strategy for developing golfing talent is based on a number of internationally accepted best practice development models including: AIS and Golf Australia s Talent Development Programmes (successfully producing world class players for over 20 years) Golf Canada s Long Term Player Development Study and Findings (now one of the leading nations in producing successful amateur golfers) The Published Research of K Anders Erikson and Canada s Head Coach Henry Brunton. Golf Scotland s Player Pathway Strategy Sport New Zealand s Researched Player Development Resource (derived from international best practice) Other sources include Dan Coyle s The Talent Code and Proof on Concept examples such as the successful era of NZ Player Development that came out of the Manor Park Golf Club in the 1990 s. 7

8 A National Home of Golf National Player Development Facility The principle idea of creating a National Player Development Facility is to enable New Zealand golfers to develop their skills in a world class talent hotbed environment. An international review of countries operating their own player development facilities helped determine that improved player development opportunities and tournament success has been as a direct result of a development programme that features a central training and development facility. The vision and purpose for New Zealand Golf s National Player Development Facility: Vision: Purpose: More New Zealand golfers winning on the world stage To create an environment where excellence in service and facility provision leads to increased development of world class New Zealand golfers National Home of Golf New Zealand Golf Headquarters In addition to establishing a National Player Development Facility, New Zealand Golf is intending to create a new physical home of New Zealand Golf. This development could potentially include the national administration offices, the New Zealand Golf Hall of Fame and a New Zealand Golf museum. The vision and purpose of the New Zealand Golf National Headquarters: Vision: Purpose: To create a heart for the game of golf in New Zealand. To develop an iconic sporting home for New Zealand Golf; to honour the history, tradition and success of the game in New Zealand; to provide an inspiring working environment for New Zealand Golf employees. Through the development of national player development facility, New Zealand Golf is aiming to create the following: A facility that meets the requirements of the New Zealand Golf National Player Development Programme; A facility that adds value to the golfing community; A facility that adds economic, social and sport participation value to the local community; and A facility that drives sustained growth in the profile of and the interest in golf. 8

9 National Player Development Facility Requirements A National Player Development Facility will provide young New Zealand golfers the opportunity to develop their skills in a talent hotbed facility where a high level of competition is a crucial requirement. We believe that we will see the level of the player improve through on and off course skill development but also, equally as importantly, a creation of a competitive play environment at a world class golf facility. With the ability to affect the player s daily training environment through specialist skill development and direct programme management, New Zealand Golf will be able to have a greater impact on the hours of deliberate practice required to reach a world class level. The intention is for the very best players in New Zealand to be able to be based at this world class facility either permanently of for extended periods of time. This will provide the opportunity for a team of specialists to impact the daily training environment and positively influence the player s long term development. Given the number of players in National Development Programmes are relatively low, the usage of player development facilities for national players is expected to provide very low impact (in terms of usage) on the facilities. This offers significant opportunities for the facilities to be used by other parties and for other purposes. National Player Development Facility Core Requirements High Performance Facility requirements that may form the basis of a functional brief for concept drawings, after the location, site and operating model are listed in brief below. For more detailed information on these requirements please contact New Zealand Golf: Covered driving range bays (minimum of 12 16). Grassed bays and tee area (minimum area to accommodate players). Specific short game (45m and under pitching, chipping, bunker play and putting) area. Separate pitching (45m 115m) area including multiple targets. Putting greens, ideally including different grass types / playing surface complexes. Indoor facility; minimum of two indoor / outdoor bays for one to one coaching and club fitting. Onsite meeting rooms and service provider rooms (physio / nutritionist / sport psych practitioners etc). Club storage / locker rooms. Gymnasium / fitness facilities (on or within close access to the facility). Accommodation (on or within close access to the facility). Club construction and repair facilities. 9

10 Non Core Facility Requirements The extent to which other non core facilities and services should be included would depend upon such factors as location, accessibility and operating model analysis. Examples of additional facilities and related services that could be included, subject to operational and financial strategy, are listed below: Serving High Performance athletes as well as the general public: Retail Shop a traditional club shop integrated with the High Performance Facility directly, or located adjacent to the facility; Medical clinic for example physiotherapy, psychology, podiatry, optometry, nutrition and massage therapy general practice; Cafe a small convenience cafe serving the onsite employees and athletes; Fitness/Leisure commercial sport and leisure facilities including a gym; Accommodation dormitory/motel style; Function and conference facilities; A community learning centre. As stated above, location, accessibility and clarity in relation to the operating model underpins decisions as to which facilities and services are worthwhile investments. For example, if the location is within 10 minutes of the Millennium Institute of Sport and Health, it is unlikely that the operating model would show medical services as financially feasible (unless there is an evidential shortage of such services for the public and a shortage of facilities for practitioners). Likewise, some areas in main cities (e.g. Takapuna/ Glenfield) are at least adequately supplied with public gyms and so the operating model would be conservative in its assumptions around the feasibility of such facilities and services as part of the National Player Development Facility. 10

11 National Headquarters Requirements Co location Given New Zealand Golf aspires to develop a successful National Player Development Facility, it is logical to base the New Zealand Golf headquarters at the facility if possible. The rationale for this co location includes: The characteristics of designing a National Player Development Facility include the scope to place nearly all of the required facilities and services on site; this differs from sports such as cycling and triathlon where a key factor is access to facilities that cannot be provided on site for example diversity of road and off road cycling routes, ocean swimming environments and running routes. Efficiencies in ongoing New Zealand Golf operating expenditure obligations; New Zealand Golf would not be required to lease premises elsewhere. Inclusion of headquarters in a new development could reduce the lease costs and contribute to the economic viability of the new facility. If so, golf benefits from the revenue from New Zealand Golf lease rather than a non golf landlord. The opportunity to customise and modernise the offices and services based on current and future needs of the organisation. Improved New Zealand Golf operational and communication effectiveness, with all departments and staff being based together on one site. The opportunity to more effectively form and maintain relationships across the organisation; in particular strategic relationships with the next generation of leading New Zealand golfers. Improved management oversight of high performance delivery and, as appropriate, more efficient integration of player development with other New Zealand Golf strategies (e.g. promoting the game). There may be some rationale for maintaining location separation between New Zealand Golf Headquarters and the High Performance Facility. For example if: The accommodation needs of the headquarters are significantly different to the facility needs that the appropriate location and design solutions to meet the contrasting needs cannot be established; The outcomes sought by the headquarters are compromised by co location within the High Performance Facility and/or the outcomes sought by the High Performance Facility are compromised by co location with the headquarters. On balance however, we would expect the benefits of co location would considerably outweigh potential problems. Furthermore, the potential problems can be managed as low or moderate level risks that are factored into design and operational functionality of the developed site. 11

12 New Zealand Golf Headquarters In developing a National Player Development Facility, New Zealand Golf would also take the opportunity to relocate headquarters to the same location. The requirement would be for an office and workspace facility that would house the business operations of New Zealand Golf. The office facility would include open plan offices for up to 20 people, some private offices, a large boardroom and meeting rooms as appropriate and storage facilities. A total of 15 staff are currently employed at New Zealand Golf head office presently located in Auckland. There are a number of other national and regional golf entities that may take the chance to be part of this project. For example, if the development was in Auckland, interested parties may include: The PGA of New Zealand. Auckland Golf. Harbour Golf. The First Tee of New Zealand. New Zealand Golf Museum and New Zealand Golf Hall of Fame In developing a national player development facility and headquarters, New Zealand Golf would also take the opportunity create a New Zealand Golf Museum and New Zealand Golf Hall of Fame. This would hold and display the history of New Zealand Golf archives, records, memorabilia and New Zealand Golf Hall of Fame members in an attractive and interactive fashion. This facility would be open for public viewing during business hours and would be able to be used for functions and entertainment as appropriate. 12

13 National Headquarters & Player Development Facility Location Requirements The bullet point s below outline in brief the location and access requirements for the National Headquarters and National Player Development Facility. These requirements are based upon insights from reviewing other administration and player development facilities and from our own internal review of what we believe to be important to the success of this project. National Player Development Facility Location and Access Requirements: An international airport within close proximity (within one hour s drive). Significant local / regional population. Universities and other tertiary institutions (to allow for education partnerships). Commercial market sector to provide potential revenue streams. Access to an international standard golf course. Proximity to accommodation, gymnasium and fitness facilities including swimming pool access. In 2013 independent contractors O Connor Sinclair completed a study for New Zealand Golf identifying the most suitable region to develop a National Player Development Facility and associated infrastructure that would be functionally and operationally sustainable. The key aim of this study was to identify the most suitable region for development of a National Player Development Facility, which could: Provide the golfing population with access to the facility to maximize the impact and outcomes of the first New Zealand Golf High Performance Facility; Establish a sustainable operational model; Leverage other opportunities to maximize commercial revenue streams; Create a home and hub for golf in New Zealand which would include the national headquarters, a museum and a New Zealand Golf Hall of Fame The potential regions that New Zealand Golf identified for inclusion in this study were Auckland, Wellington and Christchurch. 13

14 Benefits and Opportunities The proposed development of a National Home of Golf and National Player Development Facility provides an opportunity to have a lasting and positive impact on the game of golf in New Zealand. Benefits and Advantages for the Facility (if an existing golf club): The club becomes The Home of New Zealand Golf. Members will have access to a world class national coaching and training facility. Significant commercial opportunities around the facilities for members and visitors. NZ Golf Museum and New Zealand Golf Hall of Fame will be open to public increasing the number of nonmembers who will visit the club. Increased commercial revenue including conferencing, functions and general food and beverage trade. Benefits and Advantages for the City: The city becomes The Home of New Zealand Golf. A world class national coaching and training facility. Economic benefit from hosting variety of training programmes, camps and New Zealand Golf meetings. Employment: New Zealand Golf currently employs 15 staff who would all become based at the proposed facility. In addition it is likely that a number of new golf specific positions would be created in order to deliver the services required for the golf training facility. Economic: The New Zealand Golf Team, National Academy players, officials, coaches, selectors and managers would either be based permanently in the city or be brought in at various stages throughout the year for activity at the facility. Currently New Zealand Golf holds the following annual activities which would in the future be based at the proposed facility: Six Board meetings where nine Directors attend from all over New Zealand; often for a two day period. Six Academy Golf Camps where up to 20 players attend from all over New Zealand for a period of at least three days per camp. A training school for referees where up to 40 people attend from all over New Zealand for a period of three days. A training school for course rating officials where up to 20 people attend from all over New Zealand for a period of three days. At least one National Golf championship where 144 players attend from all over New Zealand for a period of at least three days. Two District meetings where 30 people from all over New Zealand attend for meetings. Profile and Publicity The profile and publicity of a National Sporting Organisation relocating and being based at the facility will provide significant and ongoing opportunities for the golf club and the host city. 14

15 The Importance of Commercial Strategy It is important to be aware that developing a National Player Development typically requires sustained operational and capital expenditure commitments. In order to ensure the ongoing economic viability of the asset, and therefore the viability of the player development programmes and services, it is sensible to develop complementary facilities and services from which sustained revenue generation can be achieved. Development of such facilities and programmes can also enable a the facility to achieve other aims such as profile building, participation growth, junior development and corporate relationship building. The most obvious revenue opportunities will be from the utilisation of the player development facilities on a commercial basis i.e fee paying customers accessing and using the facilities. The types of programmes that revenue could be derived from include: Individual coaching. Group coaching, academy schools, international groups. Junior coaching programmes. Golf introductory courses. School coaching/programmes. Coaching for disabled athletes. Project Ownership & Funding New Zealand Golf has an open mind to the potential ownership structure and funding of this project. Ideally, New Zealand Golf sees itself as a long term tenant of a facility that is used as the National Home of Golf and the National Player Development Facility. Once potential opportunities are analysed and reviewed, it is expected that various parties could be approached to assist with the funding requirements of the development: Government investment. Sport NZ investment. Local body investment. Charitable Trust investment. Donations. A levy on affiliated members. Operating Model, Expenditure, Risk, Cost/Utilisation Modeling New Zealand Golf has carried out a detailed feasibility study on this project with independent contractors O Connor Sinclair. Part of this project included the establishment of various cost and utilisation models that can be used to evaluate and model potential opportunities. It is expected as part of the due diligence process of developing this project, a detailed review and analysis of all financial and risk matters will be undertaken with potential partners using the intelligence from the original O Connor Sinclair feasibility study. 15

16 Next Steps New Zealand Golf is now calling for expressions of interest to partner the organisation to develop a National Home of Golf and a National Player Development Facility. While there is not a specific deadline for the completion of this project, the organisation has a strong desire to progress this as quickly as practical. New Zealand Golf truly believes that golf is a sport that offers unique and lifelong enrichment to participants. We believe that by creating a National Home of Golf and a National Player Development Facility we will be able to continue growing the love of golf and the number players who inspire New Zealanders to participate by winning on the world stage. We look forward to discussing this exciting project with all interested parties. 16