Business Plans

The Management Committee ("MC") publishes an annual Business Plan in the fourth quarter of each year to act as a check-list of the plans for the following calendar year.

The work of the WCF falls into four main categories, namely:

  • Organising World Championships
  • Development
  • Communication with Members
  • Administration and finance

Organising World Championships

This is the function that the majority of croquet players regard as the most important.  Holding World Championships demonstrates that croquet is indeed a global activity and allows the best players to travel to Australia, Egypt, England, New Zealand and the USA to test their skills against their global rivals. 

It begins with a SWOT analysis and summarises the extent to which the goals of the current year have been achieved and sets out the plans for the future years.

Development

The WCF offers active advice and assistance to bodies interested in promoting croquet in countries that are not currently represented in the WCF.  This is not an evangelistic activity for the WCF.  Provision of advice is free but must be requested by the potential WCF Member.  Assistance takes the form of organising coaching for players and individuals who wish to bcome accredited coaches and referees.  This is made available after the potential WCF Member can demonstrate that they have achieved a realistic form of organised croquet in their country using their own resources.  The WCF does not provide start-up funding.

Communication with Members

The MC seeks Member input on a regular basis, usually in the form of an e-mail vote on a particular Topic.  The Secretary-General publishes a regular Newsletter setting out what the MC has been discussing and what decisions have been taken by the Council and MC since the last Newsletter.  The WCF and MC operate on a basis of transparency.  Administering croquet is not like dealing with defence secrets and there is no reason why the WCF Members and their players should not know what is going on.  There are occasionally exceptions when confidential items relating to personnel or a commercial contract occur.

Administration and finance

These cover the process of running the WCF and the MC as organised bodies, ensuring that regular tasks are initiated and completed on time.  While the detailed organisation of a World Championship as a tournament is delegated to the WCF Member who has bid to be the Event Host, the MC retains an over-arching responsibility to ensure that preparations proceed smoothly and a specific responsibility for the player entry process and the collection of entry fees.  For this purpose, the MC appoints an Event Sub-Committee consisting of the Secretary-General and two other MC members, one of whom is called the Event Lead and has prime responsibility for liaising with the Event Host's championship organising committee on behalf of the ESC and the MC as a whole.  The Event Lead is usually a national of the country where the World Championship will be held.

The current and recent Business Plans can be found here:

2015 Business Plan

2014 Business Plan

 

2014 Business Plan

Introduction

The purpose of this Business Plan is to highlight major items for attention in the year ahead.  We re-state our vision, review our strengths and weaknesses, and identify realistic actions which will enable the WCF and croquet to move forward.

Vision

The WCF’s vision, set out in WCF Statutes 103.1 remains valid, namely “to make Croquet a well-known, well-understood, well-respected and well-supported sport in countries throughout the world”.

Assessment of the WCF’s current situation

Strengths

  • Steadily growing Membership

  • Vibrant events schedule

  • Strong demand from players

  • Growing popularity of Golf Croquet

  • Strong financial reserves

  • Ready commitment from Members to host events

  • Active volunteer workforce

Weaknesses

  • Several Members have small and static playing populations

  • Very limited representation in some regions (Central and South America, parts of Africa and Asia

  • WCF events require considerable volunteer input, and this can be difficult to muster for some Members

Opportunities

  • Continue improving relationship with Members

  • Find ways to ramp up development in smaller Members

  • Take the sport to a wider audience through TV

  • Growing “over 50” world population may expand pool of potential recruits

  • Promote GC as a way to increase the number of young players

  • Attract new Members in regions where there is some form of croquet played

  • Attaining 40 Members is now feasible - may unlock World Games, etc.

Threats

  • Will the growth in internet gaming reduce the number of young people interested in a sport like croquet?

  • Impact of GC on other codes

  • Gateball may compete for attention and limit our growth

  • Recovery from the Global Financial Crisis is modest and obtaining significant event sponsorship remains very difficult

 

Activities

The work of the WCF falls into four main categories, namely:

  • World Championships
  • Development
  • Communication with Members
  • Administration and finance

1.       WORLD CHAMPIONSHIPS

Completed goals

  • Held a successful GCWC and ACWC in 2013

  • Obtained preferred bidders for all tiers/divisions of 2014 AC WTC

  • Confirmed allocation of teams to tiers/division of World Team Championships
  • Continued regular updating of 10 Year Schedule
  • Completed ‘best practice’ guidance for event hosts.

Continuing goals

  • Confirm new allocation procedure for World Championships
  • Re-run the annual bid process through to 2018
  • Hold successful AC WTC, Over-50s GCWC and Women’s GCWC in 2014
  • Mark the WCF’s 25th Anniversary in 2014.

2.       DEVELOPMENT

The main requirements for this important area are:

Members coming forward with viable capital grant projects or other development concepts requiring funding assistance

  • Volunteers willing to undertake coaching trips
  • Available budget.

Completed goals

  • A coaching trip to India took place in January 2013

  • An international coaching training course was held in England in April/ May 2013
  • Coaching trips were organised to Austria, Germany and Latvia
  • A high-quality film of the 2012 GCWTC is now available.

Continuing goals

  • Assess demand for translations of Laws, Rules and Commentary and undertake pilot of matched-funding as demand requires
  • Encourage viable projects to build the first 4-court venue in a Member’s country, with WCF capital grant assistance
  • Hold another international coaching training course
  • Arrange a further three coaching trips to smaller European members
  • Investigate significant sponsorship opportunities.

3.       COMMUNICATION WITH MEMBERS

A healthy organization ensures that its Members are always fully informed about its activities and plans and, in the case of the WCF, of the current state of the future World Championship programme.

Completed goals

  • The new WCF web-site has been fully implemented
  • The monthly newsletter to Members has become embedded
  • The 10 year Schedule of Events has been updated to 2018.

Continuing goals

  • Implementing reliable webmaster support for the WCF web-site.

4.       ADMINISTRATION AND FINANCE

The MC and Council have refreshed how they operate.  The new trial Council decision-making process is aimed at empowering WCF Members, to make them more engaged, better informed and more in control.  The following does not include the business-as-usual activities such as arranging events, accepting entries, financial management and so on.

The WCF has good financial reserves but the recent reduction in event sponsorship has led to a re-examination of the funding the WCF derives from events.

Completed goals

  • 2013 Financial Review approved and implemented with consequential amendments to Event Regulations, Finance Regulations and Investment Policy.

Continuing goals

  • Work with Australia, England, New Zealand and USA to align AC International Laws Committee and WCF GC Rules Committee
  • Learn from the trial Council decision-making trial and consider improvements if necessary
  • Observe and analyse effects of new four-year cycle budgeting
  • Ensure adequate and reliable support for WCF web-site.

The Management Committee

December 2013

2015 Business Plan

Introduction

The purpose of this Business Plan is to highlight major items for attention in the year ahead. We re-state our vision, review our strengths and weaknesses, and identify realistic actions which will enable the WCF and croquet to move forward.

Vision

The WCF’s vision, set out in WCF Statutes 103.1 remains valid:

Vision

To make croquet a well-known, well-understood, well-respected and well-supported sport in countries throughout the world.

Assessment of the WCF’s current situation

 

Strengths

 

 

Weaknesses

  • Vibrant event schedule
  • Strong demand from players
  • Increasing number of players in many Members
  • Growing popularity of GC
  • Good financial reserves
  • Ready commitment from Members to host events
  • Active volunteer workforce

 

  • Static Membership
  • Several Members have small and static playing populations
  • Few young players
  • Very limited representation in some regions (Central and South America, parts of Africa   and Asia)
  • WCF events require a great deal of volunteer input, and this can be difficult to muster for some Members

 

Opportunities

 

 

Threats

  • Continue improving relationship with Members
  • Find ways to ramp up development in smaller Members
  • Take the sport to a wider audience through TV
  • Growing “over 50s” world population may expand pool of potential recruits
  • Promote GC as a way to increase the number of young players
  • Attract new Members in regions where there is some form of croquet played
  • Attaining 40 Members is now feasible: may unlock World Games, etc.

 

  • Will the growth in internet gaming reduce the number of young people interested in a sport like croquet?
  • Impact of GC on other codes
  • Gateball may compete for attention and limit our growth
  • Recovery from the Global Financial Crisis is modest and obtaining significant event sponsorship remains difficult

Activities

The work of the WCF falls into four main categories, namely:

  • World Championships
  • Development
  • Communication with Members
  • Administration and finance

1.       WORLD CHAMPIONSHIPS

Completed goals in 2014

  • Held successful AC WTC, Over-50 and Women’s GCWCs in 2014.
  • Completed Event Agreements for Under-21 GCWC, GCWC and Women’s ACWC in 2015.
  • Introduced a new allocation procedure for World Championships.
  • Conducted a trial of the Block Seniority Method for seeding GCWCs.

Goals for 2015

  • Hold successful Under-21 GCWC, GCWC and Women’s ACWC in 2015.
  • Complete Event Agreements for ACWC and GCWTC in 2016 and ACWTC in 2017.
  • Re-run the annual bid process through to 2019.
  • Make permanent decision on seeding GCWCs.
  • Update ‘best practice’ guidance for Event Hosts in light of recent player surveys
  • Create Team Event Regulations including the promotion and relegation policy from Topic 15.

2.       DEVELOPMENT

The main requirements for this important area are:

  • Members coming forward with viable capital grant projects or other development      concepts requiring assistance.
  • Volunteers willing to undertake development work.
  • The provision of an adequate budget.

Completed goals

  • Coaching trips were organised to Germany, Latvia and Switzerland.
  • A plan for future development was formulated.

Goals for 2015

  • Assist Members with recruitment ideas, with particular focus on World Croquet Day in May 2015.
  • Hold another international coaching training course.
  • Arrange further coaching trips to smaller Members.
  • Develop video material, with particular focus on promotional and refereeing videos.
  • Encourage viable projects to develop smaller Members’ facilities, with WCF capital grant assistance if necessary.
  • Investigate countries where some croquet is played and encourage new Members to join.

The fuller development plan for the future is attached as Appendix 1.

3.       COMMUNICATION WITH MEMBERS

A healthy organization ensures that its Members are always fully informed about its activities and plans and, in the case of the WCF, of the current state of the future World Championship programme.

Completed goals

  • The WCF web-site has been maintained.
  • The newsletter to Members has been continued.
  • The 25th anniversary of the WCF was marked by issuing commemorative medals to winners of national championships.

Goals for 2015

  • Implement an improved and easily-administered WCF web-site which is capable of marketing the game as well as discharging its core function of providing essential information about World Championships and how the WCF operates.
  • Make details of consultations and decisions available on the WCF web-site.
  • Continue newsletter to Members.

4.       ADMINISTRATION AND FINANCE

The MC and Council have refreshed how they operate. The trial Council e-mail based decision-making process, which is aimed at empowering WCF Members and to make them feel more engaged, better informed and more in control, has been used extensively in 2014. It is proposed to make it permanent and the sole method of Council decision-making.

Completed goals

  • 2013 Financial Review approved and implemented with consequential amendments to Event Regulations, Finance Regulations and Investment Policy.
  • Investments reviewed and improved.

Goals for 2015 and beyond

  • Review and revise Statutes and Management Committee Administration Regulations.
  • Review and rationalize WCF and MC sub-committees.
  • Work with Australia, England, New Zealand and USA to align the roles of the AC International Laws Committee and the WCF GC Rules Committee.
  • Work with the MacRobertson Shield countries to bring the Shield fully within the AC WTC framework while preserving its current governance.
  • Establish a means of reducing the ‘key person’ risk for maintenance of the rankings.
  • Negotiate a long-term agreement for www.croquetscores.com.
  • Observe and analyse effects of new four-year cycle budgeting.
  • Ensure adequate and reliable support for WCF web-site.

The Management Committee

November 2014