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IGF Strategic Business Plan

The work of the IGF is guided by its Vision, Mission and Values. The 2021-2028 Strategic Business Plan presents in detail the Key Initiatives for each of the Strategic Priorities and outlines the major Deliverables / Key Performance Indicators (KPI) to achieve these. Responsibility to deliver any given KPI is not exclusive to any one functional area but may cross over several IGF Functions.

The Plan also lists the main business activities that each IGF Function will implement during the year that occurs on an on-going basis.

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IGF Strategic Priorities

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We are committed to four Strategic Priorities which reflect the four core activities of the IGF that guides all of our work and are critical to achieving our vision:

  • Administer
  • Represent
  • Events
  • Growth

Our Approach to Delivery

From the outset of the IGF’s operations in Lausanne, a delivery model of using a matrix structure was adopted that consists of a small core team in Switzerland and seven “Delivery Partners” (R&A, USGA, PGA TOUR, European Tour, PGA of America, LPGA, Masters Tournament) from our membership. We will continue to utilise and benefit from the expertise and resources of these Delivery Partners to fulfil our obligations as an International Federation and deliver the Strategic Business Plan.

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For each of the IGF Functions a Functional Strategic Planning Committee (FSPC) has been created with the lead of this group usually being fulfilled by a Delivery Partner staff member. The IGF Executive Director is an ex-officio member of each strategic committee and assigns an IGF Project Manager to provide secretariat and project management support and direction.

The remainder of the FSPC consists of staff from other Delivery Partners and where specific expertise may be required, by IGF advisors.

The role of the FSPC is to ensure the achievement of the IGF's strategic outcomes through the delivery of its key initiatives/projects and the fulfilment of the on-going business activities outlined within the IGF Strategic Business Plan. The necessary resources required to do all of this is provided by the Delivery Partners represented.

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Risk Management

IGF’s Risk Management process is facilitated through regular reporting and analysis through work with the IGF staff. Risks are identified at strategic and delivery level and consideration is given to risks which are internal to the organisation (concerning delivery of our programme, budget or resources) and external (such as market conditions, the current economic climate, etc.).

The key components of IGF’s Risk Management framework include:

  • Risk Management Policy - outlines the risk management culture of IGF and the commitment and expectations of the Board for the management of risk;
  • Risk Management Plan - designed to guide the implementation of the Risk Management Policy;
  • Risk Register - a risk reporting tool to centrally store all strategic and operational risk information; and
  • Risk Monitoring and Reviews - the on-going assessment of the effectiveness of risk treatment measures, and periodic reviews of the risk management framework, including an annual review as part of the strategic planning process.

IGF’s Focus Going Forward

The 2021-2028 Strategic Plan – provides clarity on the key initiatives, deliverables and milestones we want to achieve going forward. Robust programme management will continue to hold us to account against this detailed delivery plan. We are also aware that we will again likely face many challenges: of importance, will be us continuing to underpin our delivery approach with a constant focus on achieving these within our budget; integrating our plans with delivery partners; and continuing to engage and excite the public and the Olympic movement to maintain high levels of support for golf’s continuation within the Olympic Games programme.

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