Golf as a Recreation - Strong Golf Clubs and Healthy Golf Communities Golf as a Sport - Competitive Success at All Levels Golf as an Industry - An Industry Making Its Living From the Game of Golf.
Throughout a through District Association, Golf Club and stakeholder consultation processes during 2013, New Zealand Golf has received a great deal of positive feedback on the Strategic Framework.Taking this feedback into account, the Board and Management of New Zealand Golf has now evolved the Strategic Framework into an adopted Strategic Plan for the 5 year period of 2014 - 2018.Click Here to View the New Zealand Golf Strategic Plan: 2014 - 2018
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 organisations. It answers the question of WHAT we exist to do.
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.
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.
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.
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.
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