US Quidditch is embarking on a six-month strategic planning process in order to re-evaluate the organization’s mission, vision, and values; establish long-term goals; and set a short-term action plan to achieve those goals.
Strategic planning is an essential business tool for nonprofits that allows all of an organization’s stakeholders—in our case, board, staff, volunteers, members, players, donors, and fans—to identify where the organization wants to be in the future and to decide how it will get there.
At this point in our young sport’s development, strategic planning is critical for future success. There are many long-term questions that need to be answered, and those answers will affect the choices that US Quidditch makes in order to get there. How big is “too big” for a regional championship? How will teams eventually qualify for these regional championships? How can conferences be better integrated into the league? How can we ensure official team growth in order to keep the sport popular? How can we develop a robust referee community? How can we expand quidditch into other age groups?
These questions are only the beginning. The product of USQ’s strategic planning process will be a three-year plan, spanning from the 2015-16 season to the 2017-18 season, with five to six major objectives and numerous strategies, tactics, and benchmarks for achieving those objectives.
The first phase of strategic planning will last through the end of 2014. During the environmental scan, or information gathering phase, US Quidditch will solicit the input of a diverse group of stakeholders in order to gain a complete picture of the organization’s current strengths, weaknesses, opportunities, and threats, as well as each group’s goals and hopes for USQ’s development in the future.
In the second phase, USQ will evaluate and update, if necessary, its mission, vision, and values statements. These are the roadmap for any nonprofit and will be the first step of a completed strategic plan.
USQ will analyze all of the data gathered during the information gathering phase and use it to determine common goals among stakeholder groups that will form the basis of the plan’s objectives.
In the third phase, USQ staff will develop strategies, goals, and timelines for meeting each objective and put together a rough draft of the completed plan, which will be approved by the USQ board of directors.
We want to hear from you! In addition to conducting focus groups and emailing a survey to members, we invite anyone to send feedback for the strategic plan to email@example.com.