QuidditchUK Strategic Plan 2015 - 2018

Appendices - Description of Planning Processb. Description of Planning ProcessThis Strategic Plan was researched, devised, and written over a six month period. Starting inJanuary 2015 and being voted into authority in August 2015. The process was managed bythe Strategic Planning Team (SPT) which was led by Matthew Guenzel, and included AmyMaidment, Melanie Piper, Ashley Cooper, Emily Oughtibridge and Lucy Quidditch. The SPTwas responsible for carrying out the necessary research for the plan’s implementation.The process was initiated by a widespread environmental scan. The SPT carried out aninitial survey, which was well received, and provided the team with headings for FocusGroups. The subject areas of those Focus Groups then went on to become the headings forthe different areas of this Strategic Plan. Following on from the Focus Groups, the StrategicPlanning Team held a number of meetings with the leadership of United States Quidditch(USQ) to discuss the future of UK quidditch.During this period, the SPT held discussions over QuidditchUK’s mission, vision and values.The discussions were constructive, and the concluding material produced reflected the toneof contributions across the environment scan.Following from the environment scan, the SPT began constructing written objectives thataccurately reflected the research material. In the vast majority of cases, objectives werelifted directly from focus group discussions, and in other cases, inferred indirectly. In only afew cases were ideas raised in focus groups rejected by the Strategic Planning Team,although these were retained for future consideration.At this point in the project, the wider SPT was abolished as a committee. Matthew Guenzeland Melanie Piper continued to work on the project, particularly on the action planning,which would explain how each objective was to be met. These action plans were writtenoften in collaboration with experts in the relevant fields - such as James Burnett beingconsulted for Events’ and Officials’ action plans.A number of relevant appendices were then added to the plan. Minutes from each focusgroup, as well as conclusions drawn from the survey, were added for the sake of researchand legitimacy. Financial Forecasts drawn up by Megan Snape were added to tie togetherthe financial developments hinted at in the Strategic Objectives. Matthew Guenzel andMelanie Piper worked together at Staffing Plans that would show the development of theorganization from a Human Resources perspective, in collaboration with Tamara Morriss.QuidditchUK Strategic Plan 2015 to 2018 50 quidditchuk.org

Appendices - Strategic Analysis Datac. Strategic Analysis DataBelow are listed all of the minutes from the focus groups used in the strategic planningprocess. Please note that in some cases, errors in spelling and grammar may be prevalentas we decided to preserve the minutes in their original form to avoid any editing which mayeschew the meaning of comments made in the focus groups. The participants of the focusgroups have been anonymised but comments made are internally consistent with who saidwhat. None of the data below has been edited from the minutes taken during the meeting,except as above and as noted in the following key.Key: Critical components which led directly to the creation of policy are Bold and Underlined.  Components which led indirectly to the creation of policy are Underlined. Components which were ruled out as not fitting with the 3 year strategy, but being  useful for future consideration, are Bold and in Red.  Components which were ruled out by the Strategic Planning Team to not be included in the plan are Underlined and Red. QuidditchUK Strategic Plan 2015 to 2018 51 quidditchuk.org

Appendices - Strategic Analysis DataQuidditchUK Strategic Plan 2015 to 2018 52 quidditchuk.org

Appendices - Strategic Analysis DataEvents Focus Group:Attending:Five individualsMore Transparency in Event Location Selection4 says there will always be discussion about location of BQC, so suggests that QUK justifiestheir decision, especially where there are issues with the location3 adds that the selection process being explained would help5 agreesBeing Northern or Southern5 has no access to knowing whether Warwick are north or south, being quite central4 wants to know decision as to how it’s decided5 says it should have to change year to year depending on density of teamsClarity as to who’s in charge and confusion:3 says that three TD’s are easier to find, but one person is needed who’s in chargewhose words is final, causes confusion when different people are spreading differentinformation4 says tent with people running tournament would be there for any information needed, butBQC was massively chaotic5 agrees3 says up to date schedule is super important5 thinks pitch managers such as those at EQC will be massively helpful1 asks if QUK should provide pitch managers for associated events, 4 says it didn’t matteras much with the two pitches at Southern but thinks if QUK had said ‘you have this person inthis role’ it would get messy’, but going to them and requesting it if you need it would be ahelpful organization3 agrees, and thinks flexibility is good, thinks that teams organising tournamentsshould have decisions about who does what, but that QUK should advertises forvolunteers.Transparency on Budget4 wants to know how much all the things costs and where there money went sopeople can scrutinize that3 agreesSnitch shorts and ref shirts were given away, used as an example of bad quality1 asks if this should apply to associated events as well4 thinks it’d be interesting, unsure if people would appreciate events being done asfundraisers3 says BQC and EQC should be completely transparent, but says that for events likeValentine’s it’s not necessary, because they’re not doing it to serve the community5 thinks there should be a level of transparency on club events based on health and safety,so people know the percentage of money going into safety over other things3 thinks events should have a minimum standard for the amount of first aid1 asks if a budget should be submitted to QUK, even if it never gets publicly released?QuidditchUK Strategic Plan 2015 to 2018 53 quidditchuk.org

Appendices - Strategic Analysis Data4 likes that5 likes that3 thinks that it’s more so QUK can help them if costs are unusually high2 says it’ll highlight any oversights as wellWhy is Gameplay Director Automatically TD for BQC?3 asks why this is, others express concerns2 explains in a long Skype comment, but this may change in the future.Seedings at Tournaments4 suggests teams should know at the start of the season how teams will be seeded, so theyknow what they need to achieve to seed well at BQC3 thinks it should tie into a season wide ranking system, points out BQC ranking hasanomalies, CS cannot be used as a ranking system because it’s structured for largefluctuations which makes it great as a competition but not great as a ranking systemSuggested that we find something mathematically minded so we can have someone whotakes all things into account, maybe adapting USQ’s rankings5 thinks that rankings would be fantastic, more communication about rankings is also goodEvents over Summer3 wants something over summer, because people aren’t doing much over summerand aren’t with their teams so things don’t happen, envisions a festival-like thing5 loves the idea4 thinks it’s a really good idea, thinks it’s a good idea for a QUK fundraiser, could havecoaching workshops and the likeEven if it happens later it’ll be coolStandardized Equipment5 asks if equipment will be standardized over more events4 agrees, thinks that the most important thing about standardization is that people are toldearly enough.5 thinks should be standardized across everything or not done at all3 thinks that’s a bad idea, but thinks that a more common standard minimumrequirement would be a better idea4 points out that people get attached to their bits of PVC3 wants the community to have a chance to choose5 found she was thrown with the brooms at Valentines, tooWeighting Entries to EQC4 suggests that if the south do better than the north at BQC, should get more entriesto EQC in the season after, doesn’t think a north/south divide is necessarily a badthing, thinks it’s unfair if one region does better but doesn’t get the recognized5 asks that people know in advance how spots will be decided, 1 explains that it’s Southernand Northern3 agrees, but thinks that a weighting system would be useful, like aforementioned rankings5 reiterates that rankings would be good, encouraging teams to give there all in all matchesWhat Do QUK Give In Affiliated Events?QuidditchUK Strategic Plan 2015 to 2018 54 quidditchuk.org

Appendices - Strategic Analysis Data3 thinks that a handbook would be really useful, and then teams can come back foradditional support, minimises effort in the short term.1 says that they weren’t aware of what resources were available until hosting Nightmarish3 says that support on structure and timings are helpful, heard that Zoe made a format tohelp with scheduling and that that would be useful for QUK official events3 wants the help to be with anything being done, like Mel helps new teams.First Aid3 didn’t think the first aid at BQC was up to scratch, because no first response and thereweren’t people there quickly5 felt that the first aid at BQC was better than at Valentines as someone who neededtreatment3 says it’s not having the volunteers on the pitch was an issue5 doesn’t feel that the red cross being called over for people who don’t need massive helpcould be a waste of their time4 said that BQC first aiders were very slow to respond, general consensus4 also thinks that using volunteers for first aid won’t be sustainable3 thinks it should be a minimum requirement for the safety of players3 thinks that all tournaments should have some medical professionals present that can dealwith serious things5 says that price makes it unfeasible for tournaments to have professional first aiders3 says QUK supported and official should always have it5 thinks that proof that people are qualified to First Aid is importantQuidditchUK Strategic Plan 2015 to 2018 55 quidditchuk.org

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Appendices - Strategic Analysis DataLeadership & Management Focus Group MeetingAttending:Five individualsMeeting experienced some brief initial delays due to 2 facing technical difficulties. During thistime 3 requested introductions, which 1 led. 2 was able to join at 19:10 and the meetingproceeded as planned from there.Introduction and Welcomes  1 briefly outlined the top leadership structure of QuidditchUK at present: the presidential team and under them the departmental directors who together form the EMT. The EMT appoint all QuidditchUK staff as well as deciding the goals and practices of the organization.  1 noted that currently the EMT are the final authority in all aspects. 1 reported that QuidditchUK was moving towards incorporation as a CIO (Charitable Incorporated Organization) the main result of which would be to require the establishment of a board of trustees to hold the EMT to account and decide the vision and direction of QuidditchUKVision for 2018/2020 and what do we need to get there?Added to the agenda as two distinct points, discussion of the former bled into the latter and during the meeting the chairproposed that they be considered a single (albeit broad) discussion point. All participants agreed.  3 clarified the agenda point stating that QuidditchUK needs to operate with a long-term vision with 2018 and 2020 as milestones. 3 commented that he believed the movement of QuidditchUK was towards an organization that existed for its players and, to a lesser extent, spectators. o 3 commented that this direction and the decision to become a CIO narrowed down potential options in a positive way.  3 stated that he felt the wider question to be what will QuidditchUK do for its players and spectators, feeling that the overall goals of the organization should shape its development.  3 also commented that he felt followers to be more important than leaders, broaching the point (discussed later) of whether followers should choose leaders. 3 restated that the focal point was that clear vision in leadership is vital.  4 suggested that the group think about how they would work towards 2018/2020 rather than simply predicting for them. 4 considered how QuidditchUK had developed over the years of its existence so far.  4 commented that the growth currently being experienced is likely to continue, noting that universities and SUs could and likely would continue to spawn teams for the near future. o 4 expanded, saying that if QuidditchUK are able to sustain the current level of support and outreach it has to its teams, he believes it can continue to sustain its current rate of growth through to 2020. o Both 4 and 5 suggested that it was important to support community teams as their development is often harder because university SUs provide an inherent structure which other foundling teams lack.QuidditchUK Strategic Plan 2015 to 2018 57 quidditchuk.org

Appendices - Strategic Analysis Data o 5 moved towards suggesting a baseline of support and assistance provided to all teams, and then potentially an extra set of measures for teams with less endemic support. 5 reflected on her personal experiences and the amount of individual sustained effort required to establish London as a stable community team. 5 felt it was her background in society management that led to London’s successful survival given that she had no athletic background to draw upon. o 5 also commented that social media presence and forming a club identity were vital to keeping teams intact. 1 noted around this stage that this discussion was technically beyond the jurisdiction of the focus group, although he invited it to continue because he felt it would be valuable for reference elsewhere. o 5 referenced the issue of being caught between sports’ and societies’ status which afflicts a lot of university teams, suggesting some measure of official recognition for quidditch would be good, and would also support teams looking into charity or sporting grants. o 5 suggested that it was important for growth to focus on keeping the interest of newly-engaged people who attempt to start teams. She identified Scotland, Wales, and Northern Ireland as regions where this is most important. 1 steered the conversation back towards leadership and management, asking the group what changes in the top-level management of QuidditchUK could facilitate supporting team growth. o 2 commented that in his experience successful NGBs have strong regional representation to support and manage continued growth. 3 asked if this referred to a regional structure, which 2 confirmed. o 3 expanded that an established regional structure encourages easier local gameplay. o 2 argued it would be necessary to institute this regional structure due to the current rate of growth, commenting that the whole organization will be better managed if different things are handled at different levels. o 4 voiced some concern, pointing to the relative lack of development of peripheral teams between the two BQCs compared to the teams in the heartlands of UK quidditch, suggesting this to be due to a lack of regular varied opposition and voicing concerns that regionalizing quidditch would exacerbate it.  2 agreed, but pointed out that having regional administration shouldn’t preclude inter-regional play, and allowing it to be organized through regional representatives might actually encourage it. o 2 also stated that setting down the structure now when it’s not essential would be better than having to do it at a later stage. 3 concurred, commenting that he believes the UK game has seen a growth of around ten times since Highlander 2013. o 3 expanded that clubs are growing significantly in size as well as number, restating that by 2018 it is likely to be impossible to manage them all on a national level. 3 recommended delegating quickly in a controlled way before it runs out of control. 2 returned to the idea of community teams and graduating players, pointing to the phenomenon of moving players joining different teams or creating new ones. o 5 wondered whether there was an untapped market in players who have graduated/moved and retired from playing but still had energy and passion to give to quidditch in L&M roles. Recommended targeting these people.QuidditchUK Strategic Plan 2015 to 2018 58 quidditchuk.org

Appendices - Strategic Analysis Data  3 returned to the importance of defining quidditch, stating it is important to move it away from ‘society’ and towards ‘sport’ status. 3 commented that his vision for QuidditchUK in 2020 is to be Sports England and BUCS recognized with its teams affiliated with AUs and receiving local authority funding.  2 talked about the image and awareness of quidditch, stating that clubs involving themselves in local communities is important for the publicity and image of both the clubs themselves and QuidditchUK. 2 suggested mandating a level of this amongst QuidditchUK teams. o 5 raised ‘kidditch’ as a potential area. 3 strongly agreed that it was a good outreach tool, especially due to gender equality. o 2 was worried about resistance to ‘kidditch’, commenting that quidditch breaks down so many barriers in terms of things like gender that it might upset people or face resistance for being too much. o 5 disagreed and felt that these issues were a huge strength and argued for emphasizing them. She noted that UK quidditch had a good distribution of genders amongst activist and leadership roles in the community but that we should be pushing for and celebrating more. o 2 registered a hope that the same sort of ground could be covered on people from different ethnic backgrounds. o 3 pointed out that there is legislation which would apply to govern these things to a certain extent once CIO status was achieved (although he noted that this was sometimes stifling rather than productive).Selection of Trustees  1 outlined that the CIO model involved a president who was responsible for most of the running of the CIO but was in turn selected by a board of trustees.  1 also stated that there are two common precedents from existing CIOs for the selection of trustees. 1 invited discussion of the strengths and weaknesses of each. o Many charities have self-appointing board. o Some, including most students’ unions, elect trustees from membership.  4 raised concerns about electing the ‘wrong people’, suggesting maybe an election from shortlists. 3 and 2 agreed that was essentially just a nomination process.  2 suggested a two-tier interview process leading to a candidate list, effectively requiring someone to be ‘nominated’ by QuidditchUK in order to be up for election to the board of trustees.  3 proposed a mixture of elected and ex officio trustees, noting that the Scouting movement utilized something similar. o 3 elaborated on the different roles of the trustees, suggesting that it was the responsibility of ex officio trustees to get stuff done, whilst the elected trustees would hold the ex officio trustees to task. This model received general approval from the group.  1 noted that there seemed to be a consensus in favour of a mixture of ex officio and elected trustees, asking on what scale the group saw the election of the latter working. o 5 proposed a long-term movement towards full member elections by 2018, but for the first few times a captains’ vote, commenting that most captains are themselves elected.QuidditchUK Strategic Plan 2015 to 2018 59 quidditchuk.org

Appendices - Strategic Analysis Data o 2 pointed to the dilemmas this caused in terms of two-team clubs, and suggested addressing the practicality of whether a vote on the scale of each individual member voting is possible.  5 stated she felt two teams in a club should receive two votes as two distinct teams, commenting that for example the Chimeras and the Quidlings were likely to have different views and priorities. o 2 noted that if a consistent minority across each team (leading to perhaps an overall plurality) prefer a particular candidate, then a captains’ vote would not reflect the will of the electorate. o 5 worried that given low voter turnout, an individual members’ vote might not be representative whilst she felt captains’ team responsibilities would mean they had a higher turnout. o 3 pointed out that a team-/captain-based vote disenfranchised non-players. 3 went on to propose an AGM held at BQC each season, due to the majority of QuidditchUK members being in one place and able to vote in person. o 5 and 2 quickly agreed this would be chaotic and impractical at BQC. o 2 stated that since the means exist to broadcast an AGM and conduct a vote online, it is best to use those means to ease the strain on more remote teams. o 5 liked the idea of a non-playing but quidditch-themed event which could play the role of an AGM. 4 suggested this could be like Quidcon or QuiddKidCon. 3 likened it to an annual gathering of Scout leaders (without the kids present - for development, discussion, and recreation). o 2 liked the idea of a large annual discussion/gathering, suggesting it be for captains and vice-captains specifically. 5 proposed this could take place at the end of summer when many people are free, and would potentially only involve hiring a conference room. o Need to travel for remote teams remained an unresolved issue.QuidditchUK Strategic Plan 2015 to 2018 60 quidditchuk.org

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Appendices - Strategic Analysis DataMembership Focus GroupAttending:8 individuals1 introduces the group and does some housekeeping notesMembership Cards3 sees membership cards as the main selling point of membership but it feels like they’re notworth it, a lot of people don’t have them yet, seems a bit like ‘We’ll give it to them so theyhave something’8 notes the amount of time it’s taken for people to receive membership cards1 asks if we should keep them or scrap the idea, 6 says they’d be nice to have thembecause it’s nice to have something, 3 thinks that if they can be done then it’s fine but therewere issues this year and aren’t worth the cost1 asks what’s the latest point in the season it’s acceptable for people to get membershipcards, 5 says before BQC, 8 agrees1 explains why there were issues with cards this year1 asks what the function of cards should be, 3 says for ID at QUK events but woulddepend on cards being available, general agreement5 suggests having a spot for stickers from events you’ve gone toWhere does membership money go?3 thinks that as QUK is an organization funded by its members, feels thattransparency in the shape of a quarterly report would be really useful fortransparency5 agrees strongly, would have appreciated seeing breakdown of funds especially whenattending tournaments can be so expensive1 asks about the level of transparency, 6 says that the end of the year should be fine, 5thinks quarterly would be ideal but annual would be fine1 asks if it should be publically available or only for members, 5 thinks that having it publiclyavailable could involve people outside picking it apart but it could also explain costs for newmembers, 8 agrees with quarterly would be good, but annually would also be goodWhat would an ideal membership plan offer?1 is wondering what’s the most we can offer people, what would the ideal membershippackage contain3 feels that there’s not much QuidditchUK can really offer, people just want to playquidditch, insurance would be useful1 asks what QUK could provide as well as letting people play quidditch in an ideal world8 has no ideas because hasn’t had much time to think about it5 feels that a lot of people making decisions in QUK come from larger more establishedteams, can be bad for less established teams, thinks that every team should let people knowabout first aiders and the like for safety, so including safety insurance as part of amembership plan to ensure well being. Suggests more blogs and referee training scheme,suggests something like that but more for safety, and more information about how to get intouch with QUK.QuidditchUK Strategic Plan 2015 to 2018 62 quidditchuk.org

Appendices - Strategic Analysis Data2 suggests QUK providing first aid training3 thinks that team membership doesn’t feel like it has too many perks, feels like you have topay to be able to go to tournaments that you have to pay more for8 really likes this idea because it would provide more first aiders and makes training safer5 suggests talking to someone like the national organization of physiotherapists to discussthe specifics of the sport and how to make it safer in general, and to not wait for internationalpolicies1 asks where the responsibility for first aid lies, with QUK or with clubs or teams5 says both are responsible3 thinks its responsibility of the teams, but they need help with getting the training, so if QUKpartnered with someone who did first aid training that could be fantastic8 thinks that having somewhere to help people get trained affordably that’d be really helpful1 asks if there’s any more suggestions about team membership6 doesn’t think anything comes to mind but wants to discuss with their team1 thinks that’s a good idea, and explains part of the difficulty we’ve had previously finding outpeople’s views1 asks if BQC entry should be part of the team fee3 says it’d make team membership seem more likely, MG points out that that would makemembership for teams significantly more expensive, would people be willing to pay for teammembership if it included tournament entry?8 expresses concern for growing teamsPricing1 asks how much team membership should be, ballpark figure3 thinks current price is about right for what’s currently offered5 thinks that it’s tricky at the moment because there’s no transparency of budget, thinks #50-70 is good for new teams at least6 says that there wouldn’t have been people paying #140 as a new team8 think that individual membership is well priced, thinks membership card is cool3 thinks that with so many different expenses it makes it confusing for new members,suggests teams collect their membership fee through QUK so they can pay subs through thewebsite at the same time as the QUK membership payment to make things easier1 says there will probably be another large survey about membership before any futureplans would be solidifiedAOB3 has had discussions with gameplay about club membership, having x amount of teamswithin a club - would pay to be a QUK club, then within that can organize teams howeverthey want, gives them more autonomy, 8 would have liked that6 thinks that it would have been a good idea because as teams expand and seconds teamsbecome more common, club membership is probably a good idea overall3 thinks that with hierarchy, when you pay your club fee you get your first team free thenafter that you pay team fees for any additional teams, sees that team fees at tournamentsmake sense5 felt like no veggie options at tournament has been an issue, so more information aboutwhat will be available and what people will need to bring would be useful3 says that at captain’s forums it’d been discussed about cheaper fees for teams in their firstyearQuidditchUK Strategic Plan 2015 to 2018 63 quidditchuk.org

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Appendices - Strategic Analysis DataOfficials Focus GroupAttending:Seven individuals1 welcomes everyone to the focus group5 summarizes that the main issue is that there aren’t enough good refsTimekeeping Protocol5 asks what the procedue is as people are confused about roles as scorekeepers andtimekeepers, suggests a document to explain what the roles are for4 agrees, these roles should be considered official5 points out issues with timekeepers not knowing about when to stop the clock duringdowntime6 says it seems a bit anal to ask people to sign up but it’s necessary because there is a lot ofcomplications in matches5 says that the tallies have also caused issues6 says that a small QUK test is a good ideaFP suggests them showing up to the ref debrief at the start of the day so people know howto scorekeep and timekeep5 says that some goal refs are also useless1 summarizes that we need to start treating unqualified officials the same as qualifiedofficials rather than as volunteers3 says they’re currently not given adequate training1 says that regardless of if there’s a test or not the role needs to be given more respect6 thinks that a badge on the website may be a good ideaGoal Ref Protocol5 says that people think people aren’t as confident with their calls and need morestandardization and ‘better’nessThere’s discussion over confusion of what gestures mean what5 suggests a statement about what goal refs should do6 says that ass refs and players need to be aware of all of this too to avoid confusion5 says it’s important to get it down when we’re still small and growing so the problem doesn’tget bigger6 suggests releasing a document for common mistakes for refs1 says that these resources do exist with the IRDP, but the issue is that QUK doesn’t getthem out to the players6 says that all the ref resources should be also easily found on the website5 suggests expanding this to a player resource packInterim Period (Snitch Workshops)6 says we need to get more people into snitching5’s issue is that as seeking becomes less important and there are no dedicated seekers isthat the snitches are too good for the calibre of seekers, need to train seekers as well6 says that a seeking/snitching trainer camp may work but getting people interested in beingprimary seekers would be hardQuidditchUK Strategic Plan 2015 to 2018 65 quidditchuk.org

Appendices - Strategic Analysis Data1 points out that we were oversubscribed for snitches for BQC5 said that we should had just let there be more snitches, 4 agrees6 wants more of everything1 asks how we can get more snitches6 says that trainings and workshops would be good, but a comprehensive system would beneeded with a large geographical spread and announced well in time. Real program andtraining for snitches would be fantastic3 says that experience is most useful because confidence is vital for refs1 points out that there’s an issue with there often being vacancies within QUK for people torun these programs but people aren’t applying for the job1 says he can’t expand on now1 asks how frequent workshops should be6 says thrice a season: refresher course at the start, midseason to prepare for BQC/EQC,end of season to get more people involved3 points out that the rulebook comes around at June so the refresher one would probably bemore learning the new rules1 asks how people feel about workshops at tournaments6 says it’s a good idea in theory but in practice it always gets shafted because of theschedule5 points out that they’re also too short to be of true value5 says people would be willing to do and to travel for, as long as they could get some sort ofreimbursement - possible if everyone attending could pay a small fee1 says there’s a reimbursement policy in place for volunteers at QUK events not going toplay5 says it’s top priority to make sure people volunteering aren’t out of pocket, others agree3 doesn’t feel it has to be expensive at the start, and fees at workshops can easily contribute6 agrees, things people won’t be outraged at £2/3Payment for Referees and Snitches5 says snitches shouldn’t be paid because they’re too rubbish at the moment4 suggests snitch payment being dependant on certification5 says that snitches are already under pressure, will add onto it if payment is involved6 says that with the head ref it’s guaranteed to get an absolute minimum of eighteen minuteswork, but it’s not guaranteed for snitches1 summarizes conversation, 5 muses about covering expenses for snitches travelling toevents if they’re only snitching4 suggests paying non-playing snitches of a certain standard5 says there’s nothing against the tournament director paying extra if they need moreofficials, either snitches or ass refs4 agrees with the point about non-playing, saying non-playing assistant refs should get paid3 thinks that the standard of reffing is important, and if you’re refereeing 8 games a weekendthen that takes a lot of mental toll1 asks how much they should be paid4 says not as much as Head Refs3 things £4 is a bit generous6 says that it just it just incentivizes tournament directors to either have less refs in order topay them less or up tournament fees5 points out that there’s also a large fluctuation in the standards of ass refsQuidditchUK Strategic Plan 2015 to 2018 66 quidditchuk.org

Appendices - Strategic Analysis Data3 asks about people who are HR qualified but are ARing, as they’re more trained and shouldbe of a higher standard6 thinks that introducing any metric of quality becomes problematic because you have tostandardize it3 says field testing would be good, but not enough to even field test head refs at the moment1 asks about the ideals of the future with mind to the three year plan3 says that there will need to be more people field testing7 says she wants to see more ARs in one game, more important than paying them forgames, points out that covering £2 for a few games wouldn’t cover her travel to atournament3 justifies paying because it’s an extra incentive to have more refs4 says there’s a lack of ARs in the UK1 agrees, said it caused massive issues at BQC5 asks if there’s a certain quota, because there is in USQ. Captains should be pushing this4 thinks that all teams should be encouraged to have refs just to ref practices7 agrees, it’s valuable for teams to have someone who’s ref qualified at any level,thinks that we should look for this as an incentive rather than money5 thinks that new teams should not be exempt from any quotas because they need someoneas refs to ensure that they know rules and are playing safety6 suggests a reduced quota for new teams3 points out that having a quota is no reflection on how many people they get to actuallyvolunteer, see this year’s World Cup7 agrees that there’s no guarantee about who will volunteer, personal preferences play animpact.QuidditchUK Strategic Plan 2015 to 2018 67 quidditchuk.org

Appendices - Strategic Analysis DataQuidditchUK Strategic Plan 2015 to 2018 68 quidditchuk.org

Appendices - Strategic Analysis DataCommunication and Community Focus GroupAttending:Six IndividualsDissemination of Official Information throughout the Community:No problem or solution ; Facebook is ‘official’ medium or word of mouth.3 wonders if there are long term plans for better ways to spread information throughout thecommunity.2 explains how most of our communication comes through the website, which is the officialplace for all official things.3 says there should be more consistent communication - ‘silence then sudden information’More frequent information, even just mild updates on projects, would keep the community inthe loop.4 agrees that Facebook isn’t ideal - 2 points out that all official announcements should gothrough the website formerly.6 mentions that she is the last person to find things out before she has to post on socialmedia - ideally she would have an idea of the planned announcements.6 mentions how she loves newsletters and 3 is also a big fan.6 points out that sometimes people don’t care about newsletters but you have to disseminatethat information through the community through other platforms.4 is a fan of weekly updates of what QuidditchUK is working on.Weekly updates would help with accountability too - you can see what eachdepartment is working on. Members would then know what QuidditchUK is workingon - makes the organization more likeable because the workload can be betterappreciated.The website isn’t necessarily easy to find things on but people need to get on it.Website initially seemed as the ‘official’ announcement but most information was found onfacebook. The website needs to become the hub of information, rather than links to thewebsite from social media platforms.5 - discussion takes people away from the initial article - people read the discussions ratherthan reading the article or announcement.3, 4 and 5 all agree the website design isn’t constructive towards reading - News and QUKMedia aren’t easy enough to find.3 mentions editing for articles needs to be of a higher quality - people get distractedby issues with the writing. 4 and 3 describe Quidditch UK as a ‘warzone’London not getting enough of a write up - QUK Media doesn’t give equal coverage topeople. People don’t appreciate the work that goes into QUK Media. Also time balances -people get disappointed by issues because the root isn’t explained.QUK Media isn’t consistent enough - consequently people don’t get used to the style orformat. Quidditch Post are excellent at being consistent and building up a reader base.Dedicated volunteers are essential.There aren’t many writers in the department. More content is definitely needed, andespecially over the ‘dry spell’ of the summer.Guest Bloggers would be a great idea. Bring people on for projects and articles as part-timers rather than the same staff. The same volunteers and the same format can get stale orcan be successful.QuidditchUK Strategic Plan 2015 to 2018 69 quidditchuk.org

Appendices - Strategic Analysis DataThree Years Time:More correct and articulate content - from expert external sources (SKY) giving coverage.Everything that gets released needs to work and the entire process needs to be clear.Coverage needs to be focused towards non quidditch people. Loncon was interesting butpotentially not the right audience. QuidditchUK should try to interact more with groupsoutside the community.4 thinks consistent updates are key - clubs doing more outreach inc. kidditch. QuidditchUKneeds to find the sports and work with those groups. Advertising needs to be targeted at theright communities and individuals. SQC is a great example of the difference effectivecommunication can make.QuidditchUK needs to learn from more professional outlets and adopt more different kinds ofmedia ‘ie goss’ different positions - dedicated platform for news and communication ratherthan just a tab on the website. Transfers and so on should be discussed.‘Gossip would work as long as it wasn’t like Quidcrush.’ Opt-in, Opt-out.QuidditchUK as an organization vs the UK quidditch community or Quidditch UK.The organization needs to facilitate the community - especially as the community starts toinclude more non-players who have other needs or interests.Transparency - people need to know what’s going on. People don’t know how transparentwhat they’re getting is. People want more transparency - but aren’t aware of just howtransparent QuidditchUK is.3 wonders how many secrets QuidditchUK is keeping.Transparency is about the process and the structure, not the nuances of activity.Email alerts might be a good idea - people get an instant update when new content isuploaded or created on the website.4 - Email is better than Facebook.5 - ‘this is either gonna sound horrific or genius’ max inclusivity means QuidditchUK mayhave to tend to 5% of the community or less at the risk of upsetting the other 95%.We aren’t max inclusive - people with disabilities can still be alienated. Visual impairment etccan distance people from the sport. We have to be careful - decisions are always going tobenefit some and hinder others.Phrasing out inclusivity needs to be careful - the community need to be aware of to whatextent QuidditchUK can tender to their views or needs.3 - rule issues and disability issues are not the same kind of issues.‘it’s impossible to accommodate everyone’ 4.Expansion into areas of non-quidditch - going into wheelchair associations anddisability groups and be expanding into those areas; individuals who want tooutreach should be given full support in doing so. Badges for developing things-encouragement for people who are expanding the sport into new areas and fields.Communicating with people who are not already in the community.Sports should be adapted to these communities - accessibility and inclusivity.4 says we need to focus on expanding the full sport before dedicating resources toaccessibility.QuidditchUK Strategic Plan 2015 to 2018 70 quidditchuk.org

Appendices - Strategic Analysis DataQuidditchUK Strategic Plan 2015 to 2018 71 quidditchuk.org

Appendices - Staffing Plansd. Staffing PlansSeason Department New Staff 2015/16 Gameplay Referee Development Manager Teams Snitch Development Manager Health and Safety Coordinator Gameplay North Regional Manager2016/17 South Regional Manager Regional Management Team Events Manager Event Coordinator Marketing Conference Coordinator Equipment Monitoring Coordinator2017/18 Teams Regional Directors Social Media Manager Videography Manager Hooch Initiative CoordinatorQuidditchUK Strategic Plan 2015 to 2018 72 quidditchuk.org