NZCF Inc. Strategic Plan
Member of the World Cat Congress
Strategic Plan
New Zealand Cat Fancy Inc.
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NZCF Inc. Strategic Plan
CONTENTS
1. Strategic Direction ................................................................................................. 3
The Purpose of the NZCF ...................................................................................................3
NZCF Long Term Vision ......................................................................................................3
NZCF Mission ....................................................................................................................3
NZCF Values ......................................................................................................................3
Strategic Ends (Goals) ........................................................................................................3
2. Analysis ................................................................................................................. 3
NZCF Historical Information ...............................................................................................3
Current Situation...............................................................................................................4
NZCF Analysis ....................................................................................................................5
Environmental Analysis .....................................................................................................6
3. Strategic Ends (Goals) ............................................................................................ 6
Goal 1 ...............................................................................................................................6
Providing high quality Governance and Operational policies and procedures to govern the
management of the NZCF, the Executive Council, and shows licensed under the rules of the NZCF. 6
Goal 2 ...............................................................................................................................7
Providing Information to promote knowledge and interest amongst breeders, owners, exhibitors,
and the general public of the registration, breeding, and exhibition of cats. .................................... 7
Goal 3 ...............................................................................................................................8
Providing assistance to promote, foster and encourage best practices in the breeding of cats
registered with the organisation. ....................................................................................................... 8
Goal 4 ...............................................................................................................................9
Promoting improvement in health and welfare of NZCF members’ pedigree, companion and
domestic cats. ..................................................................................................................................... 9
4. Explanations ........................................................................................................ 10
Strategic Plan Review Frequency ..................................................................................... 10
Strategic Objectives......................................................................................................... 10
Short-Term Goals / Priorities / Initiatives ......................................................................... 10
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NZCF Inc. Strategic Plan
1.
STRATEGIC DIRECTION
THE PURPOSE OF THE NZCF
The New Zealand Cat Fancy Inc is a proactive and vibrant organisation that promotes the best
practises for the breeding of registered pedigree cats while supporting quality care of all cats in
New Zealand.
NZCF LONG TERM VISION
That all pedigree cats are registered and best care practices ensure excellent health and welfare
to all domesticated cats in New Zealand.
NZCF MISSION
The NZCF provides quality show systems, registrations, information and shares knowledge in an
environment that promotes friendly relations between its members and cat fanciers around the
world.
NZCF VALUES
The NZCF is committed to acting with integrity, honesty and respect. It is a professional
organisation that is focused on providing quality in all services and products and has and
practices clear and transparent processes.
STRATEGIC ENDS (GOALS)
The NZCF will deliver on its Purpose, Vision and Mission by:
1.
2.
3.
4.
2.
Providing high quality Governance and Operational policies and procedures to govern the
management of the NZCF, the Executive Council, and shows licensed under the rules of the
NZCF.
Providing information to promote knowledge and interest amongst breeders, owners,
exhibitors, and the general public of the registration, breeding, and exhibition of cats.
Providing assistance to promote, foster and encourage best practices in the breeding of
cats registered with the organisation.
Promoting improvement in health and welfare of NZCF members’ pedigree, companion
and domestic cats.
ANALYSIS
NZCF HISTORICAL INFORMATION
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Dates back to 1930s – originally formed as the New Zealand Governing Council of the Cat
Fancy, affiliated to GCCF (England), taking its rules and standards from there.
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NZCF Inc. Strategic Plan
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Then made an Association with the GCCF.
Very active including judges from the UK.
Widespread growth throughout the country.
Fast forward to 1960s saw the New Zealand Governing Council of the Cat Fancy being
‘reborn’ in its current name – New Zealand Cat Fancy Inc.
Continued growth both in membership, clubs, shows and entries at shows.
1960 - 1970s era of big shows, e.g., average 200 - 300 at a show, 600 entries at a show in
Dunedin (where 300 were domestics). National Shows to 1100 exhibits, growth in the
number of clubs.
Strong support from clubs and members, including club prize giving nights, 10 - 60
attendees at monthly club meetings. Club membership 100+, meant two delegates at
annual NZCF AGM.
CHANGES FROM 1960S - 1970S TO CURRENT
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2001 Adoption of new Constitution – change to individual membership instead of Affiliate
Club representation.
Inception of Saturday trading, then Sunday (7 day trading, flexible work hours, increase in
available recreational activities, hobbies and interest.
Evolution of electronic era.
Growth in outside activities for families, and individuals.
Competition for recreational or discretionary dollar.
CURRENT SITUATION
Currently the NZCF is run by an Executive Council of six; these council members are elected by
the membership. Elections are held annually with two positions falling vacant each year (so that
each member has a three-year term of office unless appointed to fill a vacancy until the next
election). The Executive Council members elect a chairman from among their number. Each
member of the council holds at least one portfolio, but one member must hold two as there are
seven portfolios:
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Finance and Business Administration
Registrations
Shows
IT
Publications and Marketing
Judges
Breed Standards Advisory Council
The Executive Council may delegate any of its powers to portfolio holders and may also start or
stop advisory committees as required. Executive Council business is conducted at face to face
meetings, teleconferences and via email.
The activities of the NZCF are supported by a number of appointed officers who are paid
honoraria.
Membership of the NZCF comprises individual members and clubs (affiliate members). Full
members and affiliates can vote, but associate members cannot.
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NZCF Inc. Strategic Plan
NZCF ANALYSIS
Through International presence the NZCF has gained respect and enabled good communication
paths.
The hardworking members and clubs are an essential element but with modern day work
commitments and other hobbies and pastimes membership is declining and clubs are finding it
increasingly difficult to operate within this environment.
The general structure of the organisation is adequate although changes are needed to maintain
financial viability. The Executive Committee comprises hardworking and committed members,
but does not always exhibit cohesion, and breaches of confidentiality have been a concern.
There is a lack of support of the Executive Council from the membership. Governance
documents are conflicting and confusing.
Lack of substructures have created the situation where the workload on few is immense this is
reflected in the clubs as well as the operational positions. Operational staff have a significant
workload and the goodwill they show towards this is unsustainable. They have great
intellectual knowledge in their individual fields. There is a lack of written operational
procedures and job descriptions.
Lack of skill and training is evident (Governance, Operational, Judging).
Clubs require more support from the organisation as they grow smaller and lose intellectual
knowledge of some of their older members.
The judging system produces enough judges to provide an adequate sized group for clubs to
use. Training is adequate but the system needs updating and strengthening. Maintenance of
quality of judging skills gives concern to some members.
The NZCF registration of pedigree cats and the work of the registrars is a major strength of the
organisation.
The website and magazine (Flash Cats) are seen as strengths by the membership, although
some members lack computer skills and availability of a computer.
Flash Cats is improving with attention now being given to sourcing articles from NZCF members
and using overseas material only when relevant to problems that have been identified as local
issues.
With an aging demographic of members, costs and diminishing physical contribution create a
weakness at all levels of the organisation. Presently there are smaller shows and these are less
attractive to members and create less income for the clubs.
Communication paths are a weakness with members having difficulty with currency of
governance documents and issues that the Executive Committee deal with.
The NZCF has a re-active operational culture.
The NZCF has minimal marketing to the general population of New Zealand.
Cat welfare is a focus of the organisation with the Breeds Standard Advisory Council monitoring
of Breed Standards, breed-specific health concerns and the availability of gene / disease
identification through DNA testing.
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ENVIRONMENTAL ANALYSIS
The general financial state both locally and internationally is far weaker than recently. The
increases costs in membership, registration, veterinarian services, importation, travel, show
entry fees, accommodation, and pet food has started to change the financial demographic of
NZCF membership.
Breeders are not covering costs from kitten sales. Greater than ever costs restrict the ability to
travel to and enter cat shows.
People are cutting back on the number of clubs and hobbies they are involved with. Hobby and
recreational groups are all vying for the disposable dollar and the public’s available relaxation
time. We presently live in a ‘time poor’ society.
Historically a majority of the membership were women. Today more women are in the
workforce and are affected by the ’seven day a week’ working culture.
The general economic environment makes hobbies such as cat breeding more difficult and
unattractive; particularly to younger people. NZCF has an older membership demographic with
few younger members joining.
People are working longer hours than previously and now weekends are a time to work also,
reducing the time available for hobbies. Everyone is busier at work or lack of money if not in
work; few have both time and money at the same time. Breeding and showing cats is a hobby
that is both expensive and time consuming.
People used cat shows as a place to see pedigree cats, meet breeders and explore general
information about cats. The internet now provides these people with most of this information.
There is now competition from other registries (TICA, CATZ Inc) which means people have a
choice. They no longer have to be a member with NZCF.
Government policies have an impact on the cat fancy, e.g., cage sizes at shows, insurance
cover, health and safety requirements. These put more financial strain on the clubs at all levels.
Attitudes to cats conflict with conservation values
3.
STRATEGIC ENDS (GOALS)
GOAL 1
The NZCF will deliver on its Purpose, Vision and Mission by:
P ROVIDING HIGH QUALITY G OVERNANCE AND O PERATIONAL POLICIES AND PROCEDURES TO
GOVERN THE MANAGEMENT OF THE NZCF, THE E XECUTIVE C OUNCIL , AND SHOWS LICENSED
UNDER THE RULES OF THE NZCF.
WHY THIS MATTERS
High quality, clear, consistent and comprehensive governance and operational policies help
ensure the smooth running of the NZCF, especially when there are changes of personnel on the
Executive Council or in appointed positions. Everyone knows what the rules and policies are
and can apply them.
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NZCF Inc. Strategic Plan
In addition, NZCF aligns itself with international registries and their approved standards. NZCF
are also the caretaker of the affiliates cat shows with a national points system operating over
all affiliate clubs shows. NZCF are responsible for awarding show titles and National Show
Awards.
Sound systems at all levels of the organisation will ensure effective and efficient results.
WHAT IS TO BE D ONE?
The NZCF will:
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ensure these governing documents will be fair and transparent procedures and processes
administered by effective and efficient managers of resources to ensure financial viability;
continue to promote friendly relations between breeders in New Zealand and the rest of
the world;
implement and operate necessary legal business practice for the accomplishment of the
purposes, goals and the protection of the NZCF;
monitor the performance of the organisation’s structure and officials to ensure best
practices are met;
promote and provide quality services based on best practices;
appoint sub-committees as required and in line with NZCF Constitution;
determine and review reasonable compensation for services rendered by officers and
officials of the NZCF; and
monitor performance and ensure that appropriate consequences are administered when
non-compliance is acknowledged.
MEASURES OF SUCCESS
Governance documents are consistent with each other and the constitution. They ensure
fairness, transparency and financial viability.
International communications are maintained.
All information technology systems meet the needs of the organisation.
Sound organisational structure operates efficiently and effectively.
Sub committees are appointed and maintained in line with Governance documents. Affiliated
clubs’ cat shows are supported and monitored with acknowledgement of outstanding exhibits
and affiliated clubs.
Legal business practices are administered.
Income streams are developed.
GOAL 2
The NZCF will deliver on its Purpose, Vision and Mission by:
P ROVIDING I NFORMATION TO PROMOTE KNOWLEDGE AND INTEREST AMONGST BREEDERS ,
OWNERS , EXHIBITORS , AND THE GENERAL PUBLIC OF THE REGISTRATION , BREEDING , AND
EXHIBITION OF CATS .
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NZCF Inc. Strategic Plan
WHY THIS MATTERS
Communication paths with members are vital for sharing of information about registration,
shows, clubs, breeding and health and well being of their cats. Procedures and processes must
be current and correct.
WHAT IS TO BE D ONE?
Communication paths must be strong between all members to identify their ‘wants and needs’.
Registration of all cats must be completed in line with registration rules for breeding and
showing purposes. Transfer of ownership must be updated to insure currency of the registry.
Training / monitoring of show managers, show secretaries, handlers, stewards and scribes are
the responsibility of the NZCF. Training of these officials is essential to ensure their availability
for affiliated cat clubs.
The NZCF website is maintained and developed to improve communication paths and general
understanding of all aspects of the cat fancy.
Flash Cats is produced to avail extra information for members as well as keeping members that
do not have computer skills up to date with current issues.
MEASURES OF SUCCESS
Registration of cats is maintained effectively and efficiently at an international standard.
The website is maintained and developed.
Flash Cats is maintained and developed.
Communication with the general public that have an interest in cats is developed.
Develop and maintain effective and efficient tools to help run cat shows.
An adequate number of qualified judges, stewards, and handlers are available and monitored.
GOAL 3
The NZCF will deliver on its Purpose, Vision and Mission by:
P ROVIDING ASSISTANCE TO PROMOTE , FOSTER AND ENCOURAGE BEST PRACTICES IN THE
BREEDING OF CATS REGISTERED WITH THE ORGANISATION .
WHY THIS MATTERS
Breeder members are the starting point of the cat fancy. Breeders are guided greatly by the
governance documents of the NZCF. Registration, breed standards, health and well being are all
considerations and cost to the breeders. By promoting best practices among breeders we
promote welfare of cats bred by NZCF registered breeders, and ensure that our breeders are
perceived as the best source to purchase a pedigree cat from. The NZCF will provide an
informative and helpful culture.
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NZCF Inc. Strategic Plan
WHAT IS TO BE D ONE?
The NZCF will:
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ensure the availability of relevant information for registration and breeding,
promote quality and best practice,
promote and support breeders via website and Flash Cats,
develop and monitor a mentoring system,
assign Breed Representatives and disseminate information via them to breeders that
applies to individual breeds, and
ensure that all organisational documentation and historical information is maintained
safely and securely.
MEASURES OF SUCCESS
Best practice guidelines and policies are available to breeders
Support for breeders is developed and maintained.
Communication is maintained with breeders.
Recognition of best practices in breeding catteries
Gain feedback from all types/categories of members
Organisational documentation and historical information must be kept safe and secure
GOAL 4
The NZCF will deliver on its Purpose, Vision and Mission by:
P ROMOTING IMPROVEMENT IN HEALTH AND WELFARE OF NZCF MEMBERS ’ PEDIGREE ,
COMPANION AND DOMESTIC CATS .
WHY THIS MATTERS
With better diagnostic tools available it is the NZCF’s responsibility to promote the breeding of
healthy and disease free cats. Showing and breeding are important times for cat health, which
needs to be protected by accurate knowledge and skills of our members. Effective systems will
minimise risk.
WHAT IS TO BE D ONE?
The Breeds Standards Advisory Council will establish and maintain breed standards of
domesticated cats. The health and welfare must be a major motivator of decisions made by the
Breeds Standards Advisory Council in line with the NZCF Constitution.
Provision of materials and information regarding feline issues, the care and welfare of cats and
to encourage the improvement of breeds is a responsibility of the NZCF. NZCF will keep
members up to date with new information and practices to insure best practices for the health
and well being of our cats. Seminars may be held to facilitate the provision of health and
welfare information.
Communication paths are maintained and developed with national and international
organisations that are focused on feline health and safety.
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NZCF Inc. Strategic Plan
MEASURES OF SUCCESS
Communication paths with national and international organisations focused on feline health
and safety are maintained and developed to insure currency of all health issues and their
management.
Feline health and welfare remain a focus for the Breed Standards Advisory Council.
Website and Flash Cats must have information on health issues. Website development to
accommodate this is evident.
High quality health and safety practices minimise risk to cats. Where appropriate these are
written into rules and policies.
4.
EXPLANATIONS
STRATEGIC PLAN REVIEW FREQUENCY
This plan details the direction of the organisation over the next 3 - 5 years. During time the
Strategic Plan should be revisited annually to provide currency of knowledge of the goals for all
Executive Members.
STRATEGIC OBJECTIVES
Strategic objectives are long-term, continuous strategic areas that help you connect your
mission to your vision. Holistic objectives encompass four areas: financial, customer,
operational, and people. What are the key activities that you need to perform in order to
achieve your vision?
SHORT-TERM GOALS / PRIORITIES / INITIATIVES
Short-term goals convert our strategic objectives into specific performance targets. You can use
goals, priorities, and initiatives interchangeably. Effective goals clearly state what you want to
accomplish, when you want to accomplish it, how you’re going to do it, and who’s going to be
responsible. Each goal should be specific and measurable. The outcomes should be specific,
measurable, and realistic targets of accomplishment.
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