QuidditchUKStrategic Plan 2015 - 2018
QuidditchUK Strategic Plan For the period: 1st August 2015 until 1st August 2018Authorized by the QuidditchUK Executive Management Team on 23rd June 2015 Authorized by the QuidditchUK Board of Trustees on 23rd June 2015 Published on 23rd July 2015 Written by Matthew Guenzel and Melanie Piper Edited by Tamara Morriss Designed by Zoë Ford Logo credit to Lizzie Walton Photo credits by page: Ahmet Can Karakadılar (25) Amy Maidment (9, 17, 38) Dan Basnett (3, 7) Felix Rogers (71) Fiona Howat (12, 13) Luke Parker (68) Matt Hibbit (19) Matthew Payne (33) Stacey and David Thripp (21, 49, back cover) St Andrews Snidgets (64) Tom Gibbs (30, 55) University of Nottingham (43, 51)
Table of Contents Appendices1. Executive Summary a. Action Planning2. Executive Management Team Authorization b. Description of Planning Process3. Board of Trustees Authorization4. Organizational History c. Strategic Analysis Data5. Organizational Description d. Staffing Plans6. Mission, Vision, and Values7. Strategic Objectives e. Financial Forecasts f. Monitoring the Plan g. Communicating the Plan
Executive SummaryQuidditchUK Strategic Plan 2015 to 2018 3 quidditchuk.org
Executive Summary1. Executive SummaryWell, here it is.After months of work from tireless volunteers, the strategic plan is ready to be presented toyou, the QuidditchUK community. This plan started as a tiny idea in Matthew Guenzel’s mindand has grown into the eighty page document you are reading.But what is a strategic plan? A strategic plan is a tool used by businesses to define thedirection of the business for the coming years. It gives clear focus to the day to day runningof the business and sets goals and objectives for a number of years.QuidditchUK is growing at an incredible rate, as the sport becomes more popular not justhere in the UK, but internationally as well. This strategic plan is a set of clear objectives thatwe will follow over the next three years. These were based upon the communities’ views,taken from an initial survey and focus groups.These objectives were based upon our communities’ views which were taken from an initialsurvey and focus groups. These objectives come under seven distinct categories; Membership International Relations Events Officials Leadership and Management Regional Development Communication and CommunityEach of these objectives is then further broken down into targets for the next three seasons:2015/16, 2016/17, and 2017/18. This means we can dream big, whilst breaking theobjectives into manageable pieces and turning these large scale visions into a reality.QuidditchUK Strategic Plan 2015 to 2018 4 quidditchuk.org
Executive SummaryMembershipOur main aim is to increase membership. Our target is to reach 1800 individual members bythe 2017/18 season, with 60 teams across the UK. This target may seem large, looking atour previous growth, this is entirely possible. Our objectives also include reducing theamount our membership contributes so that it is no more than 50% of our annual revenue.We aim to have more revenue coming in from other areas, such as events. We also aim toincrease the number of benefits for membership, particularly ‘soft’ benefits such asresources and workshops.International RelationsOur relationship with the rest of the quidditch world is incredibly important. This is why weintend to continue with our help and support both Quidditch Europe and the InternationalQuidditch Association in order to enable their continued growth as organizations. Havinggreat international links is integral for the growth of not just quidditch in the UK, but also thegrowth of the sport and its legitimacy across the world. Also included in this section is ourpledge to continue our support for the International Referee Development Programme.EventsEvents are a major part of what QuidditchUK provides, and we aim to have by 2017/18, atleast six official events a season, including regionals, the British Quidditch Cup, and asummer event. Tournament leadership policies will be devised, and we will be providingincreased event and financial transparency. QuidditchUK is aiming to have officiallyendorsed equipment by the 2017/8 season, and also be able to provide Event Coordinatorsto help with the running of QuidditchUK sanctioned and official events. Medical support willalso be increased, in line with a new policy on event health and safety. Finally, in relation toour financial obligations as a governing body, QuidditchUK aims for events to make up 25%of our overall annual revenue.OfficialsOfficials are integral to the growth of the sport, and so increasing the number and quality ofour officials is paramount to QuidditchUK. Alongside help and negotiation with theInternational Referee Development Programme, QuidditchUK aims for all officials (includinggoal referees, timekeepers and scorekeepers) to be certified. QuidditchUK aims to offerstandardized training packages for officials including mock tests and other resources, as wellas standardized referee and snitch training academies during each season. In terms ofnumbers, we aim to double the number of qualified officials QuidditchUK has by 2018, aswell as encouraging all member clubs to be able to provide a fully qualified referee team.This would not only help with scheduling for events and lowering the workload of otherofficials at tournaments, but also help improve the standard and safety of gameplay acrossthe country.Leadership and ManagementThe leadership and management structure of QuidditchUK is currently undergoing asignificant change with the introduction of a Board of Trustees. It is our aim that by August2018, 50% of individuals on the Board of Trustees will be elected into their positions for atwo year term. To encourage the growth of leadership across QuidditchUK, we aim to run anQuidditchUK Strategic Plan 2015 to 2018 5 quidditchuk.org
Executive Summaryannual leadership conference, where resources can be shared for club leadership. It is alsoan aim for QuidditchUK to have three paid employees by August 2018, these being thePresident, Vice President and Financial Director, if finances allow it. To further increase thelegitimacy of quidditch as a sport in the UK, we aim to begin the process of gaining SportsEngland recognition, with the goal to be fully recognized by 2020. QuidditchUK also aim tolook into BUCS recognition.Regional DevelopmentBy 2018, QuidditchUK aims to have four regions across the UK, requiring teams to qualifythrough regionals to compete in the British Quidditch Cup. A Regional Management Teamwill also be put into place. In terms of our development, QuidditchUK also aims to havemade at least 15 sustainable clubs as part of the ongoing Hooch Initiative.Communication and CommunityA significant goal for QuidditchUK is to increase our transparency to the community. Withthis in mind, by August 2018, QuidditchUK aims to have an archive of publicly availableminutes within two weeks of the meetings held, with available budgets at the end of eachseason. Finally, QuidditchUK will host Open Office Hours with the President, Vice Presidentand another member of the Executive Management Team on a monthly basis, allowing thewider community to have their queries answered and their views put across.So, these are our objectives.We encourage you to keep reading to see how each of these will be achieved on a year toyear basis. In summary, QuidditchUK is continuing develop at a phenomenal rate, and, if weachieve everything we have set out in this document, then imagine where we will be in threeyears’ time, let alone five. As always, if you have any questions, just email me [email protected] Piper, QuidditchUK PresidentQuidditchUK Strategic Plan 2015 to 2018 6 quidditchuk.org
Executive Management Team and Board of Trustees AuthorizationQuidditchUK Strategic Plan 2015 to 2018 7 quidditchuk.org
Executive Management Team and Board of Trustees Authorization2. Executive Management Team AuthorizationThe following document is authorized for publication and implementation by the followingmembers of the Executive Management Team:President: Melanie PiperVice President: Matthew GuenzelFinancial Director: Megan SnapeGameplay Director: James BurnettHuman Resources Director: Tamara MorrissMarketing Director: Sarah DorricottQUK Media Director: Alex GreenhalghTeams Director: Andrew CookeTechnology Director: Zoë Ford3. Board of Trustees AuthorizationThe following document is authorized for publication and implementation by the followingmembers of the Board of Trustees:Ex Officio Trustee: Melanie PiperEx Officio Trustee: Matthew GuenzelEx Officio Trustee: Megan SnapeQuidditchUK Strategic Plan 2015 to 2018 8 quidditchuk.org
Organizational HistoryQuidditchUK Strategic Plan 2015 to 2018 9 quidditchuk.org
Organizational History4. Organizational HistoryQuidditchUK was formed from the Facebook group ‘Quidditch UK’, which was founded byRobert Barringer in late 2011. The purpose of the group was to facilitate discussion betweenthe few quidditch teams in the UK at the time, and to allow players from those teams to helpfounders of other teams across the nation. That same forum is still going strong in 2015, withover 1500 members, and daily posts and conversations.Through ‘Quidditch UK’, Barringer coordinated tryouts for TeamUK, which competed in the2012 IQA Summer Games. The Summer Games, which was hosted in Oxford, was the firstnational squad competition between the United States, the United Kingdom, France,Australia, and Canada. The United States were victorious, but from that event Barringer laidthe foundation of a National Governing Body for the sport in the UK - QuidditchUK.Barringer invited a number of individuals from teams across the country to help him formQuidditchUK. Representatives from London, Derby, Oxford, and Edinburgh formed the firstcommittee, which was responsible for governing the sport.For the duration of Barringer’s administration, priorities were focused on helping foundersacross the nation start new teams, and arranging games with those teams to assist theirgrowth. The organization never exceeded more than ten volunteers, and had no budget tospeak of.Early in 2013, Barringer stepped down from the position of Chairman, and passed it on toBenjamin Morton, a fellow Keele player and well-loved community figure. Morton had workedpreviously in QuidditchUK’s gameplay department, and was one of two candidates for theleadership of the organization.Morton’s administration was a period of dynamic growth for QuidditchUK. The start of the2013/2014 academic year brought a fresh wave of expansion to the sport seeing it go fromfive active teams to nearly twenty teams, in various states of sustainability. Morton’sadministration also saw the rise of tournaments in the UK with the Highlander Cup inEdinburgh being the first, swiftly followed by the Whiteknights Tournament in Reading. Thesummer of 2013 also saw the first UK fantasy tournament, the Mercian Cup which was heldin Derby.The crown jewel of Morton’s administration as President was undoubtedly the first BritishQuidditch Cup. The event, led by tournament director Matthew Guenzel, was the largestquidditch tournament in the UK to date, with 16 teams attending from all over the nation, andeven a team from Galway, Ireland.QuidditchUK Strategic Plan 2015 to 2018 10 quidditchuk.org
Organizational HistoryThe tournament was a success, with the Oxford first team, the Radcliffe Chimeras, takingthe champion spot in a tightly fought game against Morton’s home team, Avada Keeledavra.Following his successful organization of that tournament, Matthew Guenzel was promoted toVice President from his previous position as Head of Gameplay. Morton and Guenzel wouldgo on to expand QuidditchUK significantly, bringing in over a dozen new volunteers.In spring of 2014, Morton announced his resignation from the position of President. This wasmet with great outpourings of emotion by the community, amongst whom he was well loved.Morton’s administration had seen great expansion in UK quidditch, with nearly a 300%increase in the number of teams and 600% increase in the number of QuidditchUKvolunteers. It is no surprise that Morton is still perceived as one of the most prominentfounders of UK quidditch.Ben Morton was succeeded by Amy Maidment, the first non-male (and nonbinary) Presidentof QuidditchUK. Maidment immediately embarked on a programme of reform, in the famed‘summer relaunch’ which saw the first QuidditchUK membership plan, alongside gameplaypolicies and a new visual presence based on a new website and logo. The relaunch wasenormously successful, with the membership plan generating nearly 3000 GBP in revenueover the course of the 2014/15 season.That summer, the UK once again competed on a national level, this time in Burnaby,Canada. A squad of 21 players was selected from over 140 applicants. TeamUK wasaccompanied by a vast fundraising effort, which saw the community united in support of itsnational squad. TeamUK placed fourth at the tournament, beating out France, Mexico, andBelgium, but losing to Australia, Canada, and the United States.The 2014/15 season was a whirlwind of expansion and growth across the UK. Dozens ofnew events across the season sprung up, and another 8 teams joined the ranks and becameQuidditchUK member teams.The British Quidditch Cup 2014/15 was the largest event of the season again, with a planned24 teams from across the country competing for the title of national champion. Many mediaoutlets reported on the tournament which was being held in Batman’s back garden, WollatonHall in Nottingham. The tournament suffered a number of scheduling errors, but wasgenerally a success, with QuidditchUK’s new merchandise range being well received byplayers, selling out halfway through the first day.Competitively, the second British Quidditch Cup marked the end of an era, as championsRadcliffe Chimeras were dethroned by the first team from Southampton Quidditch Club.QuidditchUK Strategic Plan 2015 to 2018 11 quidditchuk.org
Organizational HistoryQuidditchUK Strategic Plan 2015 to 2018 12 quidditchuk.org
Organizational HistoryQuidditchUK Strategic Plan 2015 to 2018 13 quidditchuk.org
Organizational Description5. Organizational DescriptionQuidditchUK is a charitable incorporated organization whose mission is to govern the sportof quidditch in the United Kingdom. It acts in authority as the sole national governing bodyfor the sport in the United Kingdom, and is responsible not only for acts of governance butalso expansion, marketing, and the representation of its member teams.As a charitable incorporated organization (CIO) QuidditchUK is governed at the highest levelby its Board of Trustees. At the time of writing, the Board of Trustees has three members; allthree are ex officio (President, Vice President, and the Financial Director respectively). In thefuture, we seek to elect community representatives to the Board of Trustees. The Board ofTrustees has the power to appoint the President of QuidditchUK, who consequently has thepower to recruit, employ and dismiss volunteers, pioneer projects and initiatives, lead anddelegate leadership of committees and events, and fulfil any other role required by the Boardof Trustees.The President leads the Executive Management Team (EMT) which is formed of thedepartmental directors from the various QuidditchUK departments which currently includes:Gameplay, Marketing, Technology, Finance, QUK Media, Teams, and Human Resources.The Executive Management Team is responsible for assisting the President in delivering theoperation of the organization, as well as ensuring that each department is keeping toQuidditchUK’s mission, values, and vision.Financially, QuidditchUK is a non-profit organization, with the vast majority of its incomecoming from its seasonal membership programme. Other revenue streams includemerchandise and corporate events. The majority of QuidditchUK’s expenditure goes onrunning the British Quidditch Cup, the annual national cup which most UK teams strive toattend. Other sources of expenditure include membership perks and equipmentmaintenance.QuidditchUK Strategic Plan 2015 to 2018 14 quidditchuk.org
Mission, Vision, and Values6. Mission, Vision, and ValuesAs of the inception of this strategic plan, QuidditchUK will be adopting a new MissionStatement, Vision, and five Living Values which will guide the overall objectives of theorganization. These three components, essential for any successful organization provide anethos by which QuidditchUK can operate as we move into a new era for the sport ofquidditch. QuidditchUK; Changing Sport, Changing Lives.QuidditchUK is at the forefront of breaking boundaries in sport. By advocating genderinclusivity, improving accessibility to sport, and inspiring players to reach new heights ofathleticism, QuidditchUK strives to achieve new levels of performance within the sport whilemaintaining a close-knit community. Furthermore, we pride ourselves on encouraginganyone and everyone to participate, regardless of their background or prior athletic ability;thereby transforming the traditional attitudes and perceptions of sport.QuidditchUK Strategic Plan 2015 to 2018 15 quidditchuk.org
Mission, Vision, and ValuesInclusiveAt the forefront of QuidditchUK is the promotion of opportunities for all players. Quidditch is adeliberately gender-inclusive sport, with players of all genders involved at every level ofcompetition and management. QuidditchUK strives to challenge traditional perceptions ofgender in sport and to encourage the involvement of all players at the highest level of thesport.CompetitiveQuidditchUK believes in fostering performance-based competition on all levels, from a socialgathering in the park to highly anticipated national and international tournaments. Whilepromoting respect for teammates and the opposition is fundamental, competitive play is thefoundation of QuidditchUK’s mission and key to the long term development of the sport.InspiringQuidditchUK endeavours to encourage and support its members to achieve their potential.Be that scoring the all-important hoop, captaining their team to glory, or coordinating nationaland international tournaments, QuidditchUK prides itself on creating a platform that enablesindividuals to both discover their talents and go on to use these to accomplish achievementsthey never thought possible.ConnectedThe community is the backbone of QuidditchUK. With over 600 members in the UK andthousands more in Europe and worldwide, the sport provides the unique opportunity to meetand create lasting friendships with people from completely different walks of life on both anational and international scale.InnovativeIn everything that QuidditchUK does, we strive to be different from the crowd. Whether it’snew broom designs, snitch shorts or league systems, QuidditchUK is constantly pushing theboundaries of the sport, and is a global leader in the sport’s development.QuidditchUK Strategic Plan 2015 to 2018 16 quidditchuk.org
Mission, Vision, and ValuesQuidditchUK Strategic Plan 2015 to 2018 17 quidditchuk.org
Strategic Objectives7. Strategic ObjectivesAt the core of any strategic plan are the strategic objectives. These objectives are the pivotaltargets which QuidditchUK will be aiming to meet by August 2018. Details of how eachobjective will be met are to be found in the Action Planning Appendix.1. Membership 1. By 2018 season, QuidditchUK will have at least 1800 individual members. 2. By 2018 season, QuidditchUK will have at least 50 club members. 3. By 2018 season, QuidditchUK will have at least 60 team members. 4. By 2018 season, QuidditchUK will provide more ‘soft’ benefits to being a QuidditchUK member, including access to workshops and member only resources.2. International Relationships 1. By 2018, QuidditchUK will continue to support the growth of the International Referee Development Programme through close cooperation and communication. 2. By 2018, QuidditchUK aims to help the continued growth of Quidditch Europe and the International Quidditch Association, in particular guaranteeing a high standard of organization for large-scale international tournaments (e.g. Global Games, European Games).3. Events 1. By 2018, QuidditchUK will host at least six events each season, breaking down into four regional championships, one national championship and one summer event. 2. By 2018, QuidditchUK official events will all be compliant with a new policy on tournament leadership structure. 3. By 2018, QuidditchUK official and sanctioned events will be compliant with new policies on event transparency and financial responsibility. 4. By 2018, QuidditchUK will have endorsed balls, hoops and snitch equipment across all QuidditchUK official and sanctioned events. 5. By 2018, QuidditchUK will provide each official and sanctioned event with access to at least one dedicated Event Coordinator. These individuals will be responsible for ensuring that the Event Management in place for each tournament are aware of the resources which QuidditchUK can provide to support the event, as well as ensuring that the event reaches QuidditchUK’s national standards. 6. By 2018, QuidditchUK official and sanctioned events will have a minimum standard of medical support, compliant with a new policy on event health and safety.QuidditchUK Strategic Plan 2015 to 2018 18 quidditchuk.org
Strategic ObjectivesQuidditchUK Strategic Plan 2015 to 2018 19 quidditchuk.org
Strategic Objectives4. Officials 1. By 2018, QuidditchUK will have a certification process for all officials, including Timekeepers, Scorekeepers and Goal Referees. 2. By 2018, QuidditchUK will have a standardized training package which will contain referee training resources, mock tests and snitch training resources. 3. By 2018, QuidditchUK will have a standardized system of referee and snitch training academies, used to provide opportunities for training and to raise standards of officiating across the league. 4. By 2018, QuidditchUK will double the number of qualified officials (assistant referees, snitch referees and field tested head referees). 5. By 2018, all member clubs shall be encouraged to have the ability to supply a full referee team.5. Leadership and Management 1. By 2018, QuidditchUK will have adopted a system by which at least 50% of individuals on the board of trustees are elected into their position for two year terms by club votes in the General Forum. 2. By 2018, QuidditchUK will be in the process of being recognized by Sports England, with a vision to being fully recognized by 2020. 3. By 2018, QuidditchUK will have begun research into the benefits of BUCS recognition, with the full process, if it goes ahead, being initiated by 2020. 4. By 2018, QuidditchUK will hold an annual leadership conference in which QuidditchUK will deliver training and resources to club leadership, as well as provide opportunities for the Executive to be held to account by members. 5. By 2018, QuidditchUK will have at least three paid employees (President, Vice- President and Finance Director), pending relevant financial targets being met.6. Regional Development 1. By 2018, QuidditchUK will administer at least four regions. 2. By 2018, QuidditchUK official teams will qualify to attend the British Quidditch Cup through regional championships. 3. By 2018, QuidditchUK will have a Regional Management Team, which responds directly to the Executive, and is responsible for filtering decisions from QuidditchUK’s Executive down to a regional level, as well as providing a direct line of communication between members and the Executive. 4. By 2018, QuidditchUK will have started at least 15 sustainable clubs as a consequence of the initiatives supporting new teams, such as the Hooch Initiative.7. Communication and Community 1. By 2018, QuidditchUK will have made publicly available an archive of all minutes from meetings within two weeks of the meeting taking place. 2. By 2018, QuidditchUK will have made publicly available an archive of all annual budgets by the end of the respective season. 3. By 2018, QuidditchUK will host monthly Open Office hours, where the President, Vice-President and at least one other member of the Executive Management Team will answer questions from the community.QuidditchUK Strategic Plan 2015 to 2018 20 quidditchuk.org
Appendices - Action PlanningQuidditchUK Strategic Plan 2015 to 2018 21 quidditchuk.org
Appendices - Action Planninga. Action PlanningMembershipName of SPT (Strategic Planning Team) Member: Melanie PiperNames of Consultants: Matthew GuenzelObjective: By 2018 season, QuidditchUK will have at least 1800 individual members.Action to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2016, QuidditchUK will have at least 1000 individualmembers.Action to be taken in 2016/2017:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2017, QuidditchUK will have at least 1400 individualmembers.Action to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2018, QuidditchUK will have at least 1800 individualmembers.Name of SPT Member: Melanie PiperNames of Consultants: Matthew GuenzelObjective: By 2018 season, QuidditchUK will have at least 50 member clubs.Action to be taken in 2015/2016:Policies to be Implemented: Equipment Hire Policy.Initiatives to be Implemented: Hooch Initiative 2.0.QuidditchUK Strategic Plan 2015 to 2018 22 quidditchuk.org
Appendices - Action PlanningNew Staff to be Recruited: N/ATargets to be Achieved: By August 2016, QuidditchUK will have at least 30 member clubs.Action to be taken in 2016/2017:Policies to be Implemented: N/AInitiatives to be Implemented: Hooch Initiative 3.0, Focussed Development Zones (FDZ 1.0)New Staff to be Recruited: N/ATargets to be Achieved: By August 2017, QuidditchUK will have at least 40 member clubs.Action to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: Hooch Initiative 4.0, FDZ 2.0.New Staff to be Recruited: N/ATargets to be Achieved: By August 2018, QuidditchUK will have at least 50 member clubs.Name of SPT Member: Melanie PiperNames of Consultants: Matthew GuenzelObjective: By 2018 season, QuidditchUK will have at least 60 member teams.Action to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2016, QuidditchUK will have at least 33 member teams.Action to be taken in 2016/2017:Policies to be Implemented: N/AInitiatives to be Implemented: Hooch Initiative 3.0.New Staff to be Recruited: N/ATargets to be Achieved: By August 2016, QuidditchUK will have at least 46 member teams.Action to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: Hooch Initiative 4.0.New Staff to be Recruited: N/ATargets to be Achieved: By August 2018, QuidditchUK will have at least 60 team members.Name of SPT Member: Melanie PiperNames of Consultants: Matthew GuenzelObjective: By 2018 season, QuidditchUK will provide more ‘soft’ benefits to being aQuidditchUK member, including access to workshops and member only resourcesQuidditchUK Strategic Plan 2015 to 2018 23 quidditchuk.org
Appendices - Action PlanningAction to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2016, QuidditchUK will provide at least two ‘soft’ benefitsto being a QuidditchUK member.Action to be taken in 2016/2017:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2017, QuidditchUK will provide as many ‘soft’ benefits tobeing a QuidditchUK member as ‘hard’ benefits.Action to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2018, QuidditchUK will provide more ‘soft’ benefits tobeing a QuidditchUK member than ‘hard’ benefits.QuidditchUK Strategic Plan 2015 to 2018 24 quidditchuk.org
Appendices - Action PlanningQuidditchUK Strategic Plan 2015 to 2018 25 quidditchuk.org
Appendices - Action PlanningInternational RelationsName of SPT Member: Matthew GuenzelNames of Consultants: Melanie PiperObjective: By 2018, QuidditchUK will continue to support the growth of theInternational Referee Development Programme through close cooperation andcommunication.Action to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2017, QuidditchUK will continue to support the growth ofthe International Referee Development Programme through close cooperation andcommunication.Action to be taken in 2016/2017:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2018, QuidditchUK will continue to support the growth ofthe International Referee Development Programme through close cooperation andcommunication.Action to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By 2018, QuidditchUK will continue to support the growth of theInternational Referee Development Programme through close cooperation andcommunication.Name of SPT Member: Matthew GuenzelNames of Consultants: Melanie PiperObjective: By 2018, QuidditchUK aims to help the continued growth of QuidditchEurope and the International Quidditch Association, in particular guaranteeing a highstandard of organization for large-scale international tournaments (e.g. Global Games,European Games).Action to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/AQuidditchUK Strategic Plan 2015 to 2018 26 quidditchuk.org
Appendices - Action PlanningTargets to be Achieved: By 2016, QuidditchUK aims to help the continued growth ofQuidditch Europe and the International Quidditch Association, in particular guaranteeing ahigh standard of organization for large-scale international tournaments (e.g. Global Games,European Games).Action to be taken in 2016/2017:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By 2017, QuidditchUK aims to help the continued growth ofQuidditch Europe and the International Quidditch Association, in particular guaranteeing ahigh standard of organization for large-scale international tournaments (e.g Global Games,European Games).Action to be taken in 2017/2018:Policies to be Implemented:Initiatives to be Implemented:New Staff to be Recruited:Targets to be Achieved: By 2018, QuidditchUK aims to help the continued growth ofQuidditch Europe and the International Quidditch Association, in particular guaranteeing ahigh standard of organization for large-scale international tournaments (e.g Global Games,European Games).QuidditchUK Strategic Plan 2015 to 2018 27 quidditchuk.org
Appendices - Action PlanningEventsName of SPT Member: Matthew Guenzel; Melanie PiperNames of Consultants: James BurnettObjective: By 2018, QuidditchUK will host at least six events each season, breakingdown into four regional championships, one national championship and one summerevent.Action to be taken in 2015/2016:Policies to be Implemented: Official Events PolicyInitiatives to be Implemented: N/ANew Staff to be Recruited: Northern, Southern and British Quidditch Cup TournamentDirectors and Committees (temporary)Targets to be Achieved: In 2015/16, QuidditchUK will host two regional championships andone national championship.Action to be taken in 2016/2017:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: Northern, Southern and British Quidditch Cup TournamentDirectors and Committees (temporary); Summer Event Committee; Events ManagerTargets to be Achieved: In 2016/17, QuidditchUK will host two regional championships, onenational championship, and one summer event.Action to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: All tournament committees (temporary)Targets to be Achieved: In 2017/18, QuidditchUK will host at least six events each season,breaking down into four regional championships, one national championship and onesummer event.Name of SPT Member: Matthew Guenzel; James BurnettNames of Consultants: Melanie PiperObjective: By 2018, QuidditchUK official events will all be compliant with a new policyon tournament leadership structure.Action to be taken in 2015/2016:Policies to be Implemented: Tournament Management PolicyInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2016, QuidditchUK official events will all be compliantwith a new policy on tournament management.QuidditchUK Strategic Plan 2015 to 2018 28 quidditchuk.org
Appendices - Action PlanningAction to be taken in 2016/2017:Policies to be Implemented: Tournament Leadership PolicyInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2017, QuidditchUK official events will all be compliantwith a new policy on tournament leadership structure.Action to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2018, QuidditchUK official events will all be compliantwith a new policy on tournament leadership structure.Name of SPT Member: Matthew Guenzel; Melanie PiperNames of Consultants: James BurnettObjective: By 2018, QuidditchUK official and sanctioned events will be compliant withnew policies on event transparency and financial responsibility.Action to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: For the season 2015-16, QuidditchUK official and sanctioned eventswill be compliant with new policies on event transparency and financial responsibility.Action to be taken in 2016/2017:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2017, QuidditchUK official and sanctioned events will becompliant with new policies on event transparency and financial responsibility.Action to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2018, QuidditchUK official and sanctioned events will becompliant with new policies on event transparency and financial responsibility.QuidditchUK Strategic Plan 2015 to 2018 29 quidditchuk.org
Appendices - Action PlanningQuidditchUK Strategic Plan 2015 to 2018 30 quidditchuk.org
Appendices - Action PlanningName of SPT Member: Matthew Guenzel; Melanie PiperNames of Consultants: James BurnettObjective: By 2018, QuidditchUK will have endorsed balls, hoops and snitchequipment across all QuidditchUK official and sanctioned events.Action to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: Equipment Monitoring InitiativeNew Staff to be Recruited: N/ATargets to be Achieved: By the 2015/16 season, QuidditchUK will have recommended balls,hoops and snitch equipment across all QuidditchUK official and sanctioned events.Action to be taken in 2016/2017:Policies to be Implemented: N/AInitiatives to be Implemented: Equipment Sponsorship PolicyNew Staff to be Recruited: Equipment Monitoring CoordinatorTargets to be Achieved: By the 2016/17 season, QuidditchUK will have recommended balls,hoops and snitch equipment across all QuidditchUK official and sanctioned events and,where possible, arrange sponsorship with the relevant suppliers.Action to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By the 2017/18 season, all QuidditchUK official and sanctionedevents will use equipment from a range of endorsed equipment suppliers.Name of SPT Member: Matthew Guenzel; Melanie PiperNames of Consultants: James BurnettObjective: By 2018, QuidditchUK will provide each official and sanctioned event withaccess to at least one dedicated Event Coordinator. These individuals will beresponsible for ensuring that the Event Management in place for each tournament areaware of the resources which QuidditchUK can provide to support the event, as wellas ensuring that the event reaches QuidditchUK’s national standards.Action to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: N/AAction to be taken in 2016/2017:Policies to be Implemented: QuidditchUK Employment and Volunteering Policy.Initiatives to be Implemented: N/AQuidditchUK Strategic Plan 2015 to 2018 31 quidditchuk.org
Appendices - Action PlanningNew Staff to be Recruited: Event Manager; Event Coordinator (x2)Targets to be Achieved: N/AAction to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: N/AName of SPT Member: Matthew GuenzelNames of Consultants: Melanie PiperObjective: By 2018, QuidditchUK official and sanctioned events will have a minimumstandard of medical support, compliant with a new policy on event health and safety.Action to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: Health and Safety CoordinatorTargets to be Achieved: Consistent monitoring and recording of injuries at QUK official andsanctioned events.Action to be taken in 2016/2017:Policies to be Implemented: Health and Safety PolicyInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: Consistent monitoring and recording of injuries at QUK official andsanctioned events, and implementation of the new Health and Safety policy at all QUKofficial events.Action to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: Consistent monitoring and recording of injuries at QUK official andsanctioned events, and implementation of the new Health and Safety policy at all QUKofficial and sanctioned events.QuidditchUK Strategic Plan 2015 to 2018 32 quidditchuk.org
Appendices - Action PlanningQuidditchUK Strategic Plan 2015 to 2018 33 quidditchuk.org
Appendices - Action PlanningOfficialsName of SPT Member: Matthew GuenzelNames of Consultants: Melanie PiperObjective: By 2018, QuidditchUK will have a certification process for all officials,including Timekeepers, Scorekeepers and Goal Referees.Action to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: N/AAction to be taken in 2016/2017:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: N/AAction to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2018, QuidditchUK will have a certification process for allofficials, including Timekeepers, Scorekeepers and Goal Referees, either developedinternally or by the International Referee Development Programme.Notes: Policies and staff will be needed if this is conducted by QuidditchUK. However, thiswill not be the case if we continue to follow IRDP (see IRDP objective earlier)Name of SPT Member: Matthew GuenzelNames of Consultants: Melanie PiperObjective: By 2018, QuidditchUK will have a standardized training package which willcontain referee training resources, mock tests and snitch training resources.Action to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: Referee Development Manager; Snitch Development ManagerTargets to be Achieved: N/AAction to be taken in 2016/2017:Policies to be Implemented: N/AQuidditchUK Strategic Plan 2015 to 2018 34 quidditchuk.org
Appendices - Action PlanningInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2017, QuidditchUK will have begun collaborating with theInternational Referee Development Programme on a standardized training package whichwill contain referee training resources, mock tests and snitch training resources.Action to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By 2018, QuidditchUK will have a standardized training packagewhich will contain referee training resources, mock tests and snitch training resources.Name of SPT Member: Matthew GuenzelNames of Consultants: Melanie PiperObjective: By 2018, QuidditchUK will have a standardized system of referee andsnitch training academies, used to provide opportunities for training and to raisestandards of officiating across the league.Action to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By the end of the 2015/16 season, QuidditchUK will have run atleast one snitch training workshop and (in co-operation with the IRDP) one referee trainingworkshop open to members.Action to be taken in 2016/2017:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: During the 2016/17 season, QuidditchUK will have run at least onesnitch training workshop and (potentially in co-operation with the IRDP) one referee trainingworkshop open to members in both the northern and southern regions.Action to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: During the 2017/18 season, QuidditchUK will have run at least onesnitch training workshop and (potentially in co-operation with the IRDP) one referee trainingworkshop open to members in each of the competitive QuidditchUK regions.QuidditchUK Strategic Plan 2015 to 2018 35 quidditchuk.org
Appendices - Action PlanningName of SPT Member: Matthew Guenzel; Melanie PiperNames of Consultants: James BurnettObjective: By 2018, QuidditchUK will double the number of qualified officials(assistant referees, snitch referees and field tested head referees).Currently: 79 qualified referees, of whom 23 are HR certified, of which 6 have passed fieldtests. (refdevelopment.com/search/QUK)Therefore minimum targets are: 160 qualified, 50 HR, 12 field tested.Action to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: (continued) Referee Training Web Seminar CourseNew Staff to be Recruited: N/ATargets to be Achieved: By August 2016, Quidditch will have 100 qualified referees and 30Head Referees with 10 of these being successfully field tested.Action to be taken in 2016/2017:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2017, QuidditchUK will have 130 qualified referees and40 Head Referees, with 12 of these being successfully field tested.Action to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2018, QuidditchUK will have 160 qualified referees and50 Head Referees with 12 of these will be successfully field tested.Name of SPT Member: Matthew Guenzel; Melanie PiperNames of Consultants: James BurnettObjective: By 2018, all member clubs shall be encouraged to have the ability to supplya full referee team.Action to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: Hooch Initiative 2.0New Staff to be Recruited: N/ATargets to be Achieved: By the end of the 2015/16 season, eighty percent of returningmember clubs should be able to provide 1 HR, 2 ARs.QuidditchUK Strategic Plan 2015 to 2018 36 quidditchuk.org
Appendices - Action PlanningAction to be taken in 2016/2017:Policies to be Implemented: N/AInitiatives to be Implemented: Hooch Initiative 3.0.New Staff to be Recruited: N/ATargets to be Achieved: By the end of the 2016/17 season, eighty percent of returningmember clubs should be able to provide 1 HR, 3 ARs, 1 SR.Action to be taken in 2017/18:Policies to be Implemented: N/AInitiatives to be Implemented: Contribution Perks Initiative, Hooch Initiative 4.0.New Staff to be Recruited: N/ATargets to be Achieved: By the end of the 2017/18, eighty percent of member clubs shouldbe able to provide a full referee team (including any certifications for currently uncertifiedpositions).QuidditchUK Strategic Plan 2015 to 2018 37 quidditchuk.org
Appendices - Action PlanningQuidditchUK Strategic Plan 2015 to 2018 38 quidditchuk.org
Appendices - Action PlanningLeadership and ManagementName of SPT Member: Matthew GuenzelNames of Consultants: Melanie PiperObjective: By 2018, QuidditchUK will have adopted a system by which at least 50% ofindividuals on the board of trustees are elected into their position for two year termsby club votes in the General Forum.Action to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2016, QuidditchUK will have adopted a system by whichat least one individual on the board of trustees are elected into their position for a one yearterm by club votes in the General Forum.Action to be taken in 2016/2017:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: Governance Coordinator.Targets to be Achieved: By August 2018, QuidditchUK will have adopted a system by whichat least two individuals on the board of trustees are elected into their position for two yearterms by club votes in the General Forum.Action to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2018, QuidditchUK will have adopted a system by whichat least three individuals on the board of trustees are elected into their position for three yearterms by club votes in the General Forum.Name of SPT Member: Matthew GuenzelNames of Consultants: Melanie PiperObjective: By 2018, QuidditchUK will be in the process of being recognized by SportsEngland, with a vision to being fully recognized by 2020.Action to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/AQuidditchUK Strategic Plan 2015 to 2018 39 quidditchuk.org
Appendices - Action PlanningTargets to be Achieved: By August 2016, QuidditchUK will have completed the pre-application stage and will be ready to move onto the full application process for beingrecognized by Sports England.Action to be taken in 2016/2017:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2017, QuidditchUK will be fully compliant with section sixof the requirements for national governing bodies in regards to sports governance; includingcoaches and officials development and development in schools and further education.Action to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By 2018, QuidditchUK will be in the process of being recognized bySports England, with a vision to being fully recognized by 2020.Name of SPT Member: Matthew GuenzelNames of Consultants: Melanie PiperObjective: By 2018, QuidditchUK will have begun research into the benefits of BUCSrecognition, with the full process, if it goes ahead, being initiated by 2020.Action to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: N/AAction to be taken in 2016/2017:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited:Targets to be Achieved: By August 2017, the Presidential Team will have finished anextensive document evaluating the pros and cons of BUCS recognition.Action to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By 2018, QuidditchUK will have begun research into the benefits ofBUCS recognition, with the full process, if it goes ahead, being initiated by 2020.QuidditchUK Strategic Plan 2015 to 2018 40 quidditchuk.org
Appendices - Action PlanningName of SPT Member: Matthew GuenzelNames of Consultants: Melanie PiperObjective: By 2018, QuidditchUK will hold an annual leadership conference in whichQuidditchUK will deliver training and resources to club leadership, as well as provideopportunities for the Executive to be held to account by members.Action to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2016, QuidditchUK will develop a range of resources tohelp train and develop club leadership, which will be available for free online.Action to be taken in 2016/2017:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: Conference CoordinatorTargets to be Achieved: By August 2017, QuidditchUK will hold an annual leadershipconference in which QuidditchUK will deliver training and resources to club leadership.Action to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2018, QuidditchUK will hold an annual leadershipconference in which QuidditchUK will deliver training and resources to club leadership, aswell as provide opportunities for the Executive to be held to account by members.Name of SPT Member: Matthew GuenzelNames of Consultants: Melanie PiperObjective: By 2018, QuidditchUK will have at least three paid employees (President,Vice-President and Finance Director), pending relevant financial targets being met.Action to be taken in 2015/2016:Policies to be Implemented: Volunteer Stipend PolicyInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2016, QuidditchUK will have two volunteers (President,Vice-President) will receive significant stipends to support their continued work with theorganization, pending relevant financial targets being met.Action to be taken in 2016/2017:Policies to be Implemented: QuidditchUK Contract of Employment.Initiatives to be Implemented: N/AQuidditchUK Strategic Plan 2015 to 2018 41 quidditchuk.org
Appendices - Action PlanningNew Staff to be Recruited: N/ATargets to be Achieved: By August 2017, QuidditchUK will have two paid employees(President, Vice-President) pending relevant financial targets being met.Action to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2018, QuidditchUK will have at least three paidemployees (President, Vice-President and Finance Director), pending relevant financialtargets being met.QuidditchUK Strategic Plan 2015 to 2018 42 quidditchuk.org
Appendices - Action PlanningQuidditchUK Strategic Plan 2015 to 2018 43 quidditchuk.org
Appendices - Action PlanningRegional DevelopmentName of SPT Member: Melanie PiperNames of Consultants: Matthew GuenzelObjective: By August 2018, QuidditchUK will administer at least four regions.Action to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2016, QuidditchUK will administer at least two regions.Action to be taken in 2016/2017:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: Regional Directors.Targets to be Achieved: By August 2018, QuidditchUK will administer at least three regions.Action to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2018, QuidditchUK will administer at least four regions.Name of SPT Member: Melanie PiperNames of Consultants: Matthew GuenzelObjective: By 2018, QuidditchUK official teams will qualify to attend the BritishQuidditch Cup through regional championships.Action to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2016, QuidditchUK official teams will be stronglyencouraged to attend a regional championship prior to attending the British Quidditch Cup.Action to be taken in 2016/2017:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2017, QuidditchUK official teams will qualify to attend theBritish Quidditch Cup through regional championships, pending growth objectives being met.QuidditchUK Strategic Plan 2015 to 2018 44 quidditchuk.org
Appendices - Action PlanningAction to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2018, QuidditchUK official teams will qualify to attendthe British Quidditch Cup through regional championships.Name of SPT Member: Melanie PiperNames of Consultants: Matthew GuenzelObjective: By August 2018, QuidditchUK will have a Regional Management Team,which responds directly to the Executive, and is responsible for filtering decisionsfrom QuidditchUK’s Executive down to a regional level, as well as providing a directline of communication between members and the Executive.Action to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: N/AAction to be taken in 2016/2017:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: Regional Managers.Targets to be Achieved: By August 2017, QuidditchUK will have Regional Managers, whichreport directly to the Teams Director and are responsible for filtering decisions from theExecutive Management Team to the regional level.Action to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: Regional Directors.Targets to be Achieved: By August 2018, QuidditchUK will have a Regional ManagementTeam, which responds directly to the Executive, and is responsible for filtering decisionsfrom QuidditchUK’s Executive down to a regional level, as well as providing a direct line ofcommunication between members and the Executive.Name of SPT Member: Melanie PiperNames of Consultants: Matthew GuenzelObjective: By 2018, QuidditchUK will have started at least 15 sustainable clubs as aconsequence of the initiatives supporting new teams, such as the Hooch Initiative.QuidditchUK Strategic Plan 2015 to 2018 45 quidditchuk.org
Appendices - Action PlanningAction to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: Hooch Initiative 2.0New Staff to be Recruited: N/ATargets to be Achieved: By August 2016, QuidditchUK will have started at least 5sustainable clubs as a consequence of the initiatives supporting new teams, such as theHooch Initiative.Action to be taken in 2016/2017:Policies to be Implemented: N/AInitiatives to be Implemented: Hooch Initiative 3.0New Staff to be Recruited: N/ATargets to be Achieved: By August 2017, QuidditchUK will have started at least 10sustainable clubs as a consequence of the initiatives supporting new teams, such as theHooch Initiative.Action to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: Hooch Initiative 4.0New Staff to be Recruited: Hooch Initiative Coordinator.Targets to be Achieved: By August 2018, QuidditchUK will have started at least 15sustainable clubs as a consequence of the initiatives supporting new teams, such as theHooch Initiative.QuidditchUK Strategic Plan 2015 to 2018 46 quidditchuk.org
Appendices - Action PlanningCommunication and CommunityName of SPT Member: Melanie PiperNames of Consultants: Matthew GuenzelObjective: By 2018, QuidditchUK will have made publicly available an archive of allminutes from meetings within two weeks of the meeting taking place.Action to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2016, QuidditchUK will have made publicly available anarchive of all minutes from meetings within two weeks of the meeting taking place.Action to be taken in 2016/2017:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2017, QuidditchUK will continue to have a publiclyavailable archive of all minutes from meetings within two weeks of the meeting taking place.Action to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2018, QuidditchUK will continue to have a publiclyavailable archive of all minutes from meetings within two weeks of the meeting taking place.SPT Member: Melanie PiperNames of Consultants: Matthew GuenzelObjective: By 2018, QuidditchUK will have made publicly available an archive of allannual budgets by the end of the respective season.Action to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By 2018, QuidditchUK will have available on request all annualbudgets by the end of the respective season.Action to be taken in 2016/2017:Policies to be Implemented: N/AInitiatives to be Implemented: N/AQuidditchUK Strategic Plan 2015 to 2018 47 quidditchuk.org
Appendices - Action PlanningNew Staff to be Recruited: N/ATargets to be Achieved: By August 2017 QuidditchUK will have made publicly available anarchive of all annual budgets by the end of the respective season.Action to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2018 QuidditchUK will have made publicly available anarchive of all annual budgets by the end of the respective season.Name of SPT Member: Melanie PiperNames of Consultants: Matthew GuenzelObjective: By 2018, QuidditchUK will host monthly Open Office hours, where thePresident, Vice-President and at least one other member of the ExecutiveManagement Team will answer questions from the community.Action to be taken in 2015/2016:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2016, QuidditchUK will host quarterly (September,December, March, and June) Open Office hours, where the President, Vice President and atleast one other member of the Executive Management Team will answer questions from thecommunity.Action to be taken in 2016/2017:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2017, QuidditchUK will host bimonthly Open Officehours, where the President, Vice-President and at least one other member of the ExecutiveManagement Team will answer questions from the community.Action to be taken in 2017/2018:Policies to be Implemented: N/AInitiatives to be Implemented: N/ANew Staff to be Recruited: N/ATargets to be Achieved: By August 2018, QuidditchUK will host monthly Open Office hours,where the President, Vice-President and at least one other member of the ExecutiveManagement Team will answer questions from the community.QuidditchUK Strategic Plan 2015 to 2018 48 quidditchuk.org
Appendices - Action PlanningQuidditchUK Strategic Plan 2015 to 2018 49 quidditchuk.org
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