2020 2030 Strategic Plan
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Contents The President’s Message
04
How Did We Create this Plan?
05
A Century of Change
06
Strategic Survey Results
08
Our Strategy
10
Key Focus Area:
The Golf Course
12
Membership
14
Finance, Risk and Corporate Governance
16
House
18
Practice and Teaching Facilities
20
The Golf Shop
22
Staff
24
Royal Queensland Golf Club Foundation, Heritage, Sustainability 26
The Eastern Land
28
The President’s Message Royal Queensland is proudly the leading golf club in Queensland. We have a highly regarded golf course, a full complement of Members, a healthy waiting list, significant cash reserves, and a happy and engaged cohort of Members. In addition to these assets, we have an opportunity on the Eastern Land to expand our current course, or to add additional playing capacity. Space to grow is a unique and valuable commodity for inner city golf clubs. Over the last decade, the Club’s leadership has focussed on the global challenges facing the golf industry, as social trends and a perceived decline in the popularity of our sport caused significant concern.
04
Our strategy and our investment decisions were driven by the need for new Members, and to grow our service base to reduce our financial dependence on annual subscription increases. In the midst of a global pandemic, it is impossible to forecast whether the recent rise in golf’s popularity is a phase or a trend, but Royal Queensland is well positioned in either case.
This plan shows a discernible shift in focus, as we grow in confidence that we can attract and retain Members to our Club regardless of industry trends. Our planning reflects the feedback from Members that our golf course is our most important asset, and we expect that the next ten years will bring a renewed focus on improving course condition and playability.
How did we create this plan? The development of the RQ 2030 Strategic Plan has provided Members with an opportunity to engage in a meaningful way and share their views on the future direction of the Club. The consultation process started with a satisfaction survey in August 2019 where all Members had the opportunity to provide feedback on satisfaction levels and the Club’s performance. The valuable feedback from 726 Members (39% of the membership) helped identify the focus areas and priorities for the future. Importantly, 9 out of every 10 Members felt that the Club was meeting expectations. The overall satisfaction was 8.24 out of 10, the full survey results have been shared with the membership.
Through an independently facilitated Board strategy workshop, Member focus groups, staff and management meetings, the Strategic Plan has been developed. The Board recognised that the Eastern Land was an important strategic focus area, and incorporated this as part of the 10 year plan. The Board engaged consultants to assist with the development of three high level concepts for Member consultation and socialisation. 874 Members (45%) participated in the strategic survey.
The results of this survey provided the Board with a greater understanding of how Members feel about the Club now and into the future, the membership model, service levels and the Member experience.Following the process of consultation with Members, the Club’s priorities are now clear. The RQ 2030 Strategic Plan has been designed to provide overall direction to future Boards and guidance on the prioritisation of major projects for the enjoyment of Members now and for future generations.
05
A century of change Before looking forward,
we should reflect on the past RQGC – Historical Timeline 1920 – 2020
1920 Queensland Golf Club founded at The Brisbane Club
Carnegie Clark designs an out-andback Championship Course Opening of three grass tennis courts
1920
1923
1921
Governor-General opens the club Club awarded “Royal” prefix by King George V
06
Course redesigned to become two loops of nine holes
Short 9-hole course becomes defunct; two holes 5, 6 (now 13, 14) established
1934
1944
1929 – 1933
1939 – 1945
Great Depression
World War II
Club acquires the Peninsula Golf and Country Club at Clontarf, Redcliffe Pennisula
Redcliffe Golf Club signs a 10 year lease of RQ’s Clontarf course
1957
1950
206 acres of the club’s unused land is resumed
1966
The Club sells Clontarf course to Redcliffe Golf Club for $400k
Conversion of greens from couch to Bermuda 328 completed
1980
1960
1975
Redcliffe Golf Club is established
75-year lease executed
Gateway Bridge completed
1983 1982
New clubhouse opened by Governor Sir James Ramsay
75th Anniversary celebrated
1986 1983
Gateway Bridge construction commences – course adjusted
1995 1992
A modern relocated pro shop opened on eastern side of putting green
1996
Treated Water Project completed
Since 1920, Royal Queensland Golf Club has continued to evolve. The course was redeveloped in 2007, and in recent years we have seen membership changes to create a gender neutral membership, the construction of a world class teaching facility and flood lit practice areas. The Club has also gained operational control and completed major renovations on the Golf Shop and the creation of the Centenary Library. We now look forward to 2030. The success of RQ has been built on a foundation of sound planning. Since 1920 consistent reinvestment in the Club’s facilities has ensured that infrastructure and services have been aligned with Members’ expectations and activity levels. This has ensured that the Club has grown and prospered in a sustainable manner.
Club Centenary
Perpetual lease received
The ‘New (Clayton) Course’ Opened by Governor-General Michael Jeffery
1998
Hickory golf comes to RQ The Qld Chapter of the Australian Golf Heritage Society is established
Plans for Gateway Bridge Duplication become a reality Michael Clayton of MCDG appointed to design new course
A state of the art golf training facility is opened
RQGC Centenary Book is launched by Governor Paul de Jersey at Government House
2020
2007 2004
Articles of Association altered to remove gender based membership categories
2011
2008
Heritage Day commemorating the club’s history was established
2015
2013
Refurbished Clubhouse with its expansive balcony is opened
2018
2017
The Club assumes full ownership and operations of the pro shop and practice facilities
2020
2019
Centenary Library is opened
Since 1920, the Club and course have evolved through numerous alterations and additions. From our origins as a club of just a handful of Members under the leadership of President Lewis Bond, we have become Queensland’s Premier Golf Club with over 1900 Members. The Leonard Francis layout, Carnegie Clark’s out and back championship course, Len King’s modifications and the acquisition of Peninsula Golf Club have all been important phases of the ever-changing landscape at RQ. The pace of change has not slowed in the last 40 years, with the building of a new Clubhouse in the 80’s, the construction of two Gateway Bridges and the opening of the Michael Clayton designed golf course in 2007. This evolution has been supported by a successful financial and membership model which has served the Club well. The Club’s continued evolution and history of conservative financial management has enabled RQ to be successful. In a market where competitors are investing in major projects and Member expectations continue to grow, the Club now looks to a Strategic Plan that will enable the enhancement of facilities and Member experience while operating in a responsible and sustainable manner as we look to 2030.
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Strategic Survey Results Respondent Profile: Age Category:
25%
Average Age:
57.5
20%
20%
15%
Respondent Profile Gender:
23% 23%
Overall Satisfaction with Membership:
85% Male
14%
13%
2
10% 5% 0%
1%
2%
<18
15% Female
4%
25 – 34
45 – 54
40%
20%
0%
23%
Less than 2 years
18%
18%
13%
9%
2–5 years
6 – 10 years
10
8/10
11 – 20 years
21 – 30 years
Future Membership Structure:
31 years or more
89%
67%
Decrease the membership size
15%
Maintain the current membership size and increase the membership cost
14%
Increase the membership size
5% 0%
08
8
Maintain the current membership size and price
16.2
50%
10%
Overall Club Expectations Met:
Average Tenure:
18%
6
64 – 74
Membership Tenure:
35%
4
20%
40%
60%
80%
Propensity to spend more/less to increase/decrease quality:
Is current number of Members restricting usage?
Vision/Mission and Brand Statements: 0%
20%
Access to Club facilities at all times of the year is an essential part of the experience and should be protected.
47%
50% 45% 40%
35%
35% 30% 25% 20%
16%
15% 10% 5% 0%
1%
1%
3%
3%
-20% -15% -10% -5%
5%
65%
17%
10%
52%
Club facilities should be available to all Members during the peak golfing season (winter).
37%
52%
Being a Club with a strong social environment for its Members and guests is important.
37%
15%
20% Yes
The overall service quality that the Club provides is consistent with my expectations for a club of RQGC’s calibre.
28%
No
I would prefer conservative management of finances to ensure long-term financial sustainability.
27%
The Club should prioritise investment in the golf experience over other amenities and services.
28%
Environmental stewardship should be a core value for the future. Diversity and inclusiveness are core values of RQGC.
I feel that I have the opportunity for my views to be heard by the Board and committee structure. The Club needs to take steps to improve gender equality and women’s rights. I consider the Club to be an extension of my home.
Extremely Important
Very Important
8%
10%
11%
41%
12%
49%
17%
43%
19%
28%
50%
20%
43%
24%
36%
23%
33%
15%
10%
8%
54%
14%
7%
5%
49%
44%
Being a family-friendly Club that offers activities for children and young families is important.
25%
26%
Moderately Important
100%
46%
39%
The RQGC history and tradition are important parts of Club culture.
The word cloud above illustrates the frequency of ‘key words’ used to describe the Club’s strengths. The distribution reflects the vision/mission findings that focus on the importance of the golf experience.
80%
I expect RQGC to be proactive with finances and capital planning to seek continual improvement of amenities and the member experience.
6%
What does the Club do better than anyone else?
60%
46%
6%
CURRENT BALANCE
40%
27%
35%
38%
38%
Slightly Important
Not at all important
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Our Strategy Our Vision Royal Queensland Golf Club is a club for golfers who look to challenge themselves on a top-quality championship course and who enjoy the camaraderie and experience of a premium, successful, and vibrant club.
Our Values Fellowship, sportsmanship and mutual respect
1.
Traditions of golf and its culture interpreted within contemporary times
2.
Preservation of the design integrity of the golf course
3.
Valuing and respecting the employees of the Club
4.
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Our Goals We have identified five overarching goals and developed key focus areas to provide a clear pathway for a successful Club.
1.
Continuous improvement of our golf course
Prioritise financial investment in the golf course to improve conditioning, presentation, and playability.
This includes the infrastructure and resources required to maintain the golf course.
2.
Enhance the experience of Members
Provide high quality Member experience in all interactions with the Club.
Including course access, food and beverage, golf training, practice and golf retail experience.
3.
Drive financial sustainability
Conservative management of finances to ensure long term financial stability.
Corporate governance, management information, budgeting process.
4. Strengthen inclusiveness
Improve inclusiveness at the Club through Committee and Board diversity.
Including regular surveys of Member expectations, enhanced communication, and positive steps to increase the involvement of women in the Club.
5. Develop options for the Eastern Land
Safeguard the future of the Eastern Land through careful research and analysis of feasible options to implement.
Engage and consult with Members, select and execute a strategy which secures the Eastern Land without unacceptable risk to the existing Club facilities.
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Key Focus Area: The Golf Course Royal Queenslandâ&#x20AC;&#x2122;s number one asset. The course will be maintained and improved to present a golf course worthy of hosting major tournaments with a goal of being the best rated golf course in Queensland. 2020 Strategic Survey | Golf Course Usage: 41%
5% 13% 7% 10% 26%
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More than once a week
Weekly
Fortnightly
Monthly
Less than once a week
Nil
Objectives
Key Initiatives
•
•
Assess and review golf course infrastructure and assets
•
Review irrigation and drainage requirements to ensure maximum effectiveness of
Number 1 rated golf course in Queensland
•
The course will be maintained and improved to present a golf course worthy of hosting significant tournaments
irrigation systems and sprinklers
•
Use the latest technologies and chemicals to improve turf quality in areas of play
•
Develop and implement a Master Plan for the extension and renovation of the Maintenance Facility
Priorities •
Ensure required investment to improve the golf course and maintain tournament ready conditions
•
Invest in maintenance facilities to maintain quality plant and equipment to maintain the golf course
•
Turf quality
•
Bunkers
•
Water supply
•
Irrigation
•
Soil profile
•
Course infrastructure
•
Develop a long-term water storage plan, design and implement
•
Review Bunker construction, maintenance and presentation
2020 Strategic Survey | Golf Course Philosophy 0%
20%
Practice facilities are the best in Brisbane and tournament standard
30%
Coaching and clinics are first-class and best in region
28%
The course should be maintained and improved to present a golf course worthy of hosting significant tournaments
27%
The Club should work with course consultants to establish any opportunities for design improvements
25%
Number 1 rated golf course in Queensland
24%
Top 20 golf course as rated by Golf Australia Extremely Important
Very Important
16%
Moderately Important
40%
60%
80%
42%
43%
34%
30%
32% Slightly Important
5%
22%
6%
7%
27%
28%
32%
22%
25%
36%
100%
9%
9%
12%
Not at all Important
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Key Focus Area: Membership The Club will manage membership numbers and fees in order to provide a financially sustainable club that is able to deliver a Royal quality Member experience on and off the course including the clubhouse, facilities, and surroundings. Membership will be kept at a level that allows reasonable Member access to the course throughout the year. The Club will maintain a Waiting List that provides a healthy membership pipeline for the Club. Membership categories and fees will be reviewed regularly to ensure that they are appropriate for Club needs. 2020 Strategic Survey | What will keep you as a member of RQ long into the future? Golf course
94%
Practice facilities Access to Reciprocal Clubs Members you knew Quality of RQGC
14
71% 64% 62% 60%
Objectives
Key Initiatives
•
•
Membership numbers, categories and fees ensure financial sustainability and reasonable Member access to the course throughout the year
•
Membership model to remain attractive to current and prospective Members that align with RQ values and align
categories, access to facilities, quotas, fees
•
Review programs for juniors and ladies
•
Develop a playing calendar that provides inclusiveness and a variety of events for Members on all days of the week
with our aim to be inclusive for all ages, gender and golfing abilities
•
Increase the number of lady and junior Members
•
Extensive and broad membership waiting List
•
Adequate feedback mechanisms to ensure Members voices are heard
Priorities •
Membership model that aligns with strategic initiatives
•
Programs for junior and ladies to promote conversion
Review current membership model including number of Members,
•
Review existing events, honour boards and trophies to ensure a balanced, forward thinking approach to the future events and activities
•
Enhance the induction program to facilitate smooth transitions for new Members and understanding of RQ course care and etiquette expectations
•
Create marketing program to drive waiting list
2020 Strategic Survey | Please rate your satisfaction with each amenity/service area based on your experience over the past year.
Weekend Access to the Tee
3.30
Weekday Access to the Tee
3.73
Dress Code
3.77
Overall Communication
3.85
to membership
•
Marketing program to drive extensive and broad membership waiting list
•
Ensure Members want to protect the Club’s standards and act as custodians for the future
•
Implement Member feedback methodology
•
Playing calendar
0.0
0.5
1.0
1.5 2020
2.0
2.5
3.0
3.5
4.0
4.5
5.0
2019
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Key Focus Area: Finance, Risk and Corporate Governance The Club will continue to develop our existing governance framework, to ensure that it is appropriate for the size of the organisation, that it advances compliance with external regulation and facilitates the development of relevant and easily implemented internal regulation, and that it materially contributes to the efficient delivery of the Clubâ&#x20AC;&#x2122;s services and functionality to all stakeholders. 2020 Strategic Survey | I would be happy to pay higher subscriptions for the following services to improve my experience as a Royal Queensland Club Member: 0%
20%
There should be a reasonable opportunity to book a golf game at short notice The playing surfaces are maintained and presented to the highest quality irrespective of what day you play
16
19%
10%
Ability to get food and beverage service at almost any time at RQGC
8%
Divots are repaired and filled by staff
4% 13%
Agree
16%
Neutral
22%
25%
27%
24%
6%
80%
42%
24%
Staff will take your order at the table and deliver food and beverage to your table
60%
46%
15%
Bunkers are prepared by staff and presented daily
Strongly Agree
40%
25%
29%
26%
30%
24%
30%
32%
Disagree
100%
8%
12% 7%
13%
12%
18%
21%
Strongly Disagree
Key Initiatives
Objectives •
RQ will have managed its risk profile to ensure
•
financial sustainability, compliance and reputational
policies to ensure the highest standards of leadership and decision making
risk is mitigated and removed where possible
• •
Continually review of governance system and framework supported by RQ
•
Review the Constitution
before Entrance Fee revenue
•
Review and implement all Charters for Board and Committee
A corporate governance framework that ensures
•
Define roles and responsibilities for Management, Committees,
RQ will aim to achieve an annual operating surplus
Board and Officers
compliance with legislation, regulation, codes of practice
•
Induction plan for new Directors and senior members of staff
•
Introduce Board self-assessment and review process
Priorities
•
Seek wider representation of demographics on Committees, Board
•
Review Corporate Governance Framework
•
Review annual capital expenditure, operating budget and objectives
•
Management reporting, budgeting and
•
Build 10-year budget and financial forecast for capital expenditure to ensure
and clarify nomination process
review process
•
appropriate investment in long term club goals
Longer term budget and financial forecast to ensure appropriate investment in long term club goals
2020 Strategic Survey | Please indicate your agreement with the following statements related to current Club policies: 0%
RQGC should prioritise revenue-generating corporate days over member social play
Strongly Agree
Agree
20%
12%
Neutral
15%
40%
60%
37%
Disagree
80%
100%
34%
Strongly Disagree
2020 Strategic Survey | Should Members funding be required? Debt (principal and interest)
Too High
60%
Ongoing increases to subscriptions and entrance fees
42%
Member donations to RQ Foundation
40%
Special/one-time member levy
2020 Strategic Survey | Do you believe the amount you pay in annual subscriptions is:
About right
20%
76%
Quite low
22% 0%
16%
40%
60%
80%
8% 0%
50%
100%
Key Focus Area: House The Clubhouse offering will be maintained at a standard consistent with a Royal club. These standards will be communicated to membership and be reviewed annually. The Club will prioritise Member needs rather than outside events (e.g. weddings and corporate events).
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Objectives
Key Initiatives
•
•
Create events that appeal to a broad cross section of Members
•
Create 5 year maintenance plan for clubhouse and surrounding assets
•
Develop food and beverage offering to meet majority of Member needs through
Food and beverage represent good value and high quality products
•
F & B served by friendly and professional staff
•
Member feedback indicates positive experiences in all interactions in the clubhouse and with staff
•
Members participate in club events
•
Clubhouse and surrounding assets to a high standard
•
House to achieve break even results
Priorities •
Deliver an attractive, high quality food and beverage offering for the broad membership
•
Consistent service levels
•
Member communication
•
Prioritise Member needs over external events
improved food consistency and hours of operation
•
Review pricing of Club and external functions to achieve break even net results in house trading
•
Review house resources (integrated IT, hardware, software, policies, and staff) in place to benefit from opportunities afforded by new technologies
2020 Strategic Survey | Food and Beverage Philosophy Food and Beverage Philosophy I am happy with the current F & B service provided I am happy with the current F & B offering
0%
20%
40%
16%
8%
32%
I would like to see F & B opening hours extended
13%
31%
Strongly Agree
Agree
17%
Neutral
100%
20%
51%
14%
6%
80%
56%
F & B should not be a profit centre but a member service provided through subscriptions
I would be happier to pay higher subscriptions to improve the F & B service including hours opened
60%
26%
28%
6%
12%
21%
47%
7%
33%
30%
Disagree
Strongly Disagree
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Key Focus Area: Practice and teaching facilities The Club will maintain and enhance its current top class teaching facilities to encourage Members to improve their game and support the development of female and junior golfers. It will also provide a pathway to membership of the Club through providing support to non-members that are new to the game or looking to improve their golf.
2020 Strategic Survey | Please rate your satisfaction with each amenity/service area based on your experience over the past year:
Overall Golf Teaching Program
4.29
Overall Practice Facilities
4.34
0.0
0.5 2020
20
1.0
1.5 2019
2.0
2.5
3.0 Low BM
3.5
4.0
4.5
5.0
High BM
Objectives
Priorities
Key Initiatives
•
•
Practice facilities
•
Review practice facilities
•
Ladies participation in golf lessons and learning programs
•
Nurture Junior and Ladies’ programs to promote conversion to membership
•
Junior participation in JDP, golf lessons and learning programs
•
Develop programs that extend the coaching offering to Members and non-members across wider span of hours and delivery methods (clinics, programs)
•
Develop a sustainable JDP course experience
•
Continue to monitor coaching availability and offering to ensure reasonable access to first class coaching experiences
•
Members are recognised by name and our staff are anticipating needs and meeting expectation at every interaction
Delivery of high quality coaching and clinics to develop Member playing skills and knowledge of the game
•
Members and their guests have excellent experiences having lessons at the Club
•
Practice facilities are the best in Brisbane and tournament standard
•
JDP and Ladies clinics are a future membership pathway
2020 Strategic Survey | Please evaluate the following aspirations for the golf course in terms of importance to you, understanding that they are associated with elevating the golf course quality as well as limitations on member access should the Club host more major tournaments in the future: 0% Practice facilities are the best in Brisbane and tournament standard Coaching and clinics are first-class and best in region
Extremely Important
Very Important
20%
30%
28%
Moderately Important
40%
60%
42%
43%
Slightly Important
80%
100%
22%
1 in 4
22%
Not at all important
Improve Golf Practice Facilities
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Key Focus Area: The Golf Shop The Golf Shop will be maintained as a cash flow positive enterprise. The product range will provide premium, quality products at reasonable prices and Members will be offered discounts to encourage patronage.
22
Objectives
Key Initiatives
•
•
Members’ first choice for golf apparel, accessories and clubs
•
High-quality apparel and hardware provided to suit the needs of the majority of Members
• •
Maintain break-even financial result
Priorities •
the best possible service in the golf shop
•
Use technology to maximise efficiency and improve Member experience
•
Ensure retail environment provides a variety of brands and products at
Pricing to include Member discounts to encourage patronage
Develop a long term retail and services plan to ensure Members are offered
competitive prices
•
Members are recognised by name and our staff are anticipating needs and meeting expectation at every interaction
2020 Strategic Survey | Please rate your satisfaction with each amenity/service area based on your experience over the past year:
Purchasing policy for apparel, accessories, and hardware
•
Service standards
•
Maintain the professional and personal interaction with Members
Overall Golf Shop
4.25 0.0
0.5 2020
1.0
1.5 2019
2.0
2.5
3.0 Low BM
3.5
4.0
4.5
5.0
High BM
23
Key Focus Area: Staff Management of the Club will continue to develop a culture that enables quality service for Members as appropriate for a Royal club. The Club will invest in training and developing staff to support quality service and to assist with the retention of key people.
24
Objectives
Key Initiatives
•
•
Review the organisational structure to ensure it reflects the needs of the Club
•
Create and implement training and development plans for all staff
•
Review roles and responsibilities to ensure an understanding of the roles of staff and the delineation between staff and committees
•
Review implementation of employee relations and Work, Health & Safety
•
Ensure appropriate rewards and recognition in line with benchmarking and market conditions
•
Utilise performance management, appraisals, and mentoring programs to identify talent and gaps in expertise and support succession planning
A positive workplace culture, underpinned by RQ values, open and respectful communication and occasional social events and team building activities
•
Staff deliver a personal and friendly daily service to Members
•
A successful and sustainable organisational structure that reflects the needs of the Club
• •
RQ is a workplace of choice for existing and prospective staff The club is a leader in employee relations and Work, Health & Safety
Priorities •
Training and skilling programs to develop staff
•
Recruit and retain the best available staff in key positions
•
WHS implementation
2020 Strategic Survey | Please rate your satisfaction with each amenity/service area based on your experience over the past year:
Overall Staff
4.41 0.0
0.5 2020
1.0
1.5 2019
2.0
2.5
3.0 Low BM
3.5
4.0
4.5
5.0
High BM
The rating for overall staff was one of the few areas to increase in ratings since 2019.
25
Key Focus Area: Royal Queensland Golf Club Foundation ‘Royal Queensland is part of our lives. We want to be part of its future.’ For 100 years, Royal Queensland Golf Club has been a source of great pleasure for its membership. But what about the future? We all want the Club to grow stronger and improve. With the right plans in place and the support of the membership, we can achieve this and continue to be the premier golf club in Queensland. The establishment of Royal Queensland Golf Club Foundation in partnership with the Australian Sports Foundation allows Member’s donations to be fully tax deductable.
Heritage Continue to protect the history of the Club and maintain archives and artifacts that capture significant aspects of the Club’s history.
Sustainability Manage the environment of the Club to protect the diverse ecosystems of the area.
26
Objectives
Priorities
•
•
Royal Queensland Golf Club Foundation as an independent body aims to attract donations, pledges and bequests from Members in order
•
and communication
•
Project identification
identified projects which are financially beyond
•
Events and activities
the normal resources of the Club
•
Review Royal Queensland Golf
to build a fund that can be used to assist with
•
Improve member awareness
Key Initiatives Develop a communication plan that subtly keeps Royal Queensland Golf Club Foundation front of mind for Members
•
Identify projects from the Strategic Plan that requires major funding that fits into the vision of Royal Queensland Golf Club Foundation
•
Hold an annual bespoke golf event that includes families, Juniors
Royal Queensland Golf Club Foundation and its
Club Foundation activities and
and Members which culminates in a relaxed “RQ Family Day –
donations will strictly only be used for identified
develop a succession plan
brought to you by Royal Queensland Golf Club Foundation
improvement projects and not used for general
•
Club operating expenses
Review existing activities to ensure they are viable and represent the values and vision of the Club and Royal Queensland Golf Club Foundation
•
Endeavour to attract Members to serve on the Board of The Royal Queensland Golf Club Foundation
Objectives
Priorities
Key Initiatives
•
•
•
Archives are respected and maintained
Preservation of existing RQ Heritage and Archives
• •
items and create a plan for preservation and display
Recognition and preservation of current and future club heritage items to preserve
Undertake review of current heritage
•
Undertake review of possible heritage items in the future and create a plan for
Incorporation of RQ heritage in the annual
preservation and display
playing program and social events
Objectives
Priorities
Key Initiatives
•
•
•
RQ adheres to all legislative environmental requirements
Ensure maintenance practices preserve native fauna (particularly bird-life) where possible
Develop and implement an environmental management plan
•
Investigate solar power and sustainable water supply and storage
27
Key Focus Area: The Eastern Land The Club will investigate Eastern Land development options that alleviate time sheet pressure which minimise risk to the club, have limited financial dependency on the existing Club, maintains adaptability to repurpose in the future and meet the lease requirements of “Golf and Recreation.” 2020 Strategic Survey | Eastern Land 40% 35%
36% 32%
30% 25% 20%
20% 15% 10%
8%
5% 0%
28
4% Create a new 9 holes, returning to the clubhouse, to the equivalent standard of the existing layout
None – I don’t support any of the proposed options above
A golf-focused, commercial, community precinct designed to be revenue generating for RQGC leading to investment in the existing course and facilities
A stand-alone 9 hole golf course and clubhouse developed and operated by RQGC
Do nothing
Objectives
Priorities
Key Initiatives
•
•
Develop a Master Plan for Eastern Land project
•
•
Final options to be developed by the board
Board to conduct evaluation on options based on Strategic Plan feedback and prepare a number of options for Member feedback
•
Survey Members to understand attitudes, preferred options, and areas of concern
•
Develop detailed planning and financial analysis, liaise with government, appoint consultants
Development and implement final plan to address what happens with the Eastern Land
•
Plan will have minimal risk to RQGC
•
Key outcome will be to alleviate timesheet pressure, particularly on Wednesday and Saturday
•
Seek member feedback.
•
Implement plan
•
The final plan to include Member use option as well as commercial option
•
Develop time frame for delivery of stages and financial modeling
•
Member option to include river holes
•
Develop internal and external communication plans
2020 Strategic Survey | The Board has identified the following statements as guiding principles for the Eastern Land options. Please select all that you feel are important principles to follow in the decision-making process: All are important principles
55%
Minimising risk to RQGC
29%
Minimal disruption to main course
7 in 10
28%
Has to be “Golf and Recreation”
17%
Limited financial dependence on the EL
15% 0%
20%
40%
60%
80%
Support The Eastern Land being developed
29
30
31
