Strategic Planning

US Quidditch has developed dramatically since our last strategic plan was released three years ago, and the sport of quidditch overall has grown apace. As we look ahead to the future and the continued growth of the sport, we are focused on the sustainable expansion of the league.

Our previous strategic plan covered FYE 2016 to 2018, and had three key priorities:

  • Shape and grow the sport of quidditch.
  • Strengthen trust in, and identification with, the US Quidditch brand.
  • Ensure US Quidditch is organizationally and financially sustainable.

In those three years, we made great progress, both as a league and as a sport. This new strategic plan builds on our previous plan, focusing in on the priority of shaping and growing the sport of quidditch through sustainable expansion of the league.

This plan will guide decision-making, resource allocation, and prioritization of work. USQ’s fiscal year runs from July 1 to June 30, and this plan encompasses July 1, 2018 through June 30, 2021. The three key priorities are:

  • Retention: Ensuring league stability and sustainability is focused on retention of current members, and providing high quality
    services and programs.
  • Recruitment: Growing the number of official members in the league and overall size of the sport in the United States involves recruitment of new players and teams.
  • Reach: Improving communication and marketing will expand the reach of the organization within our community and of the sport in general.

Click the image below to read the plan:

Will Michels


The development of the league’s second strategic plan began with a review of our previous plan. In looking back at that document, we identified the successes that we had accomplished, as well as areas in which we will continue to improve.

The creation of this plan was also informed by data collected from a variety of sources, including responses to the league’s annual member survey and strategic plan survey, one-on-one conversations with key stakeholders, and program and policy analyses.

After a review of the data, we identified three key areas of focus around which we built this plan. It is based around the central theme of growth - of our programs, of the league, and of the sport. The plan was developed over a series of drafts, during which the input from the league’s Board of Directors proved instrumental.

Implementation Plan

An internal implementation plan builds on the strategic plan as an operational guide to how we are executing the goals laid out in this document to guide our staff and volunteers. Examples of some implementation steps are outlined for each area in the key objectives. These are intended to serve as a highlight for some of what we aim to accomplish in each aspect of the plan over the next three years, although it is not a comprehensive list.

The strategic plan is designed to be a living document to guide the league. As the sport develops and changes, small adjustments or flexibility may be needed. As part of strategic planning, we will evaluate the plan to ensure that it is meeting the needs of our current and future members. We will continue to collect information and data.

Additional Information

To read a one sheet version of the plan that outlines our three strategic priorities and goals, click here.

If you have any questions or comments about the strategic plan, you can email Strategic Planning Manager, Megan Anderson, at