Corporate Plan

Vision
RACQ… A must for all Queenslanders

Mission
By 2030 RACQ will be a truly multi-dimensional modern mutual, offering Queenslanders at least two substantial reasons for joining beyond roadside assistance.

RACQ Today
RACQ will celebrate its 105th year in 2010, and expects to represent a membership base of more than 1.26 million Queenslanders. It will attend more than one million calls for roadside assistance, and, through RACQ Insurance Limited, will insure more than 640,000 Queensland motor vehicles and 485,000 Queensland households.  To maintain this success and to ensure that the Club can continue to deliver significant benefits to members in the future, a clear long-term strategy has been developed to guide RACQ over the next 20 years.

RACQ’s Strategic Directions
At the heart of RACQ’s long-term strategic planning are five strategic directions. These guiding principles articulate the core achievements that RACQ is striving for over the next 20 years in order to keep faith with the Club’s members, and to deliver on the promises made in RACQ’s Vision, Mission and Values.

These Strategic Directions are:

1. To deepen the value proposition of RACQ membership in a meaningful, relevant and compelling way.
   
   As a modern Australian mutual, RACQ exists only to serve its members.  As a result, RACQ must strive to continually improve upon the value and benefits provided to members, and to deepen the value proposition of membership.  RACQ must expand the range of benefits offered in order to become an even more sustainable multi-dimensional organisation, in a manner which is meaningful, relevant and compelling to members.
   
2. To deliver our core products and services to a standard and quality which meets or exceeds members’ expectations.
   
   RACQ provides its members with a wide variety of products and services.  However, some of these products and services have become so fundamental to attracting and maintaining members’ interest, that they have become core aspects of the Club and are central to RACQ’s value proposition. For this reason it is important not only to seek to expand the range of these fundamental services, but to deliver them in a way and to a standard which meets or exceeds members’ expectations.  Every interaction which members have with RACQ’s core products and services should leave members pleasantly surprised, and consciously pleased with their decision to be a member of the Club.
   
3. To continue to deserve the trust, respect and confidence of members and the wider community.
   
   As a modern Australian mutual, RACQ occupies a unique position in the Australian marketplace.  The Club does not have the competing interests of shareholders and customers that for-profit entities have, but rather exist only to serve members.  RACQ does not have the political or ideological motivations that government services have, but instead seeks only to fairly and impartially represent the interests of members.  As a result, RACQ enjoys a unique level of trust, respect and confidence from members and the wider community. This has positioned RACQ well over the past 105 years, and the Club must strive to continue to deserve this position of trust and respect.
   
4. To generate new, substantial and sustainable income streams which are compatible with RACQ’s agreed business models.
   
   As a mutual, RACQ is focused on balancing income received and the benefits delivered to members. In order for RACQ to provide its members with mutual benefits at or below cost, it is necessary for the organisation to generate sustainable income streams. Therefore, to continue to deepen the value proposition of RACQ membership in a meaningful, relevant and compelling way, it is necessary to concurrently generate new, substantial and sustainable income streams.
   
5. To develop a corporate culture committed to innovation and to the continuous improvement of RACQ’s organisational skills, systems and processes.
   
   RACQ’s ability to deliver on its strategic directions is fundamentally underpinned by having a corporate culture committed to innovation, and to the continuous improvement of RACQ’s organisational skills, systems and processes.  By investing in these building blocks RACQ will maximise its ability to effectively compete with the market in building new income streams, will optimise the value provided to members, will continue to deserve the trust, respect and confidence of members and the wider community, and will deliver products and services over and above the standards expected by members. These ‘building blocks’ will not arise by accident however, and therefore must be actively pursued by RACQ in order to achieve the other broader strategic directions.

Over the next 20 years RACQ plans to shape the detail around these guiding Strategic Directions, and the Club encourages all members to participate and become actively involved in the planning for RACQ’s future. If you have feedback, thoughts, or comments in respect to RACQ’s Strategic Plan, please write to us at roadmap2030@racq.com.au together with your name and membership number.