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Bill Gallagher Doctrine

We realized that the challenges we shall have to face in the 21st will be very demanding and will need a new approach and vision. WACS must be ready to step comfortably into the next century.

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Introduction What is our role? Who are we serving? What value do we give our members? What should we be doing? Elements to be considered in this presentation... History of WACS Resources of WACS Environmental and geographic SWOT Analysis Strengths We have a committed president and board of directors Universal spread of membership Years of tradition and history Non-political Basic communication channels Bi-ennial congress Unity between members Common skill and profession Weakness Financially insecure and demographically overstretched Language barriers Management structure not suitable Presidency changes every 4 years and change of venue for assets and records Lack a strategic plan for the future Opportunities Become financially secure Creating a professional management infrastructure Improve communication to all members Increase member benefits Improve image and profile of WACS Increase liaison with international bodies Create an action plan for future Threats Restricted by our inability to operate due to lack of finances Apathy among members due to lack of perceived membership benefits Offices overstretched due to pressure of workload Communication is inconsistent Lack of recognition of WACS within the industry Objectives Finance Communication Management structure Growth Image & public relations Innovation Have to be realistic, achievable, quantitative and qualitative. Financial Objectives All annual fees are collected Introduce Pro-rata fee structure Secure funds other than membership fees 2-year budget to be presented at congress Communication Objectives Consolidate WACS as spokesman of all chefs on a worldwide platform Ensure representation of the interest of our members internationally More regular communication Distribute useful materials Encourage personal contact between regional WACS directors Strengthen ability to provide information on culinary and technological affairs Communicate activities to general public Management Structure Objectives Appoint full-time secretary and open a permanent administration office Introduce a wide spread of manage structure Appoint a series of specialist sub-committees to ease workload Roster of ambassadors Scholarship exchange management portfolio Handbook Growth Objectives To consolidate all existing membership Identify potential new members, both national and corporate Distribute questionnaires in order to assess member's needs Build on strength of past achievements Image and Public Relations Objectives Maximize the good name and prestige of WACS o Improve public perception of chefs worldwide Publicize contribution that WACS makes on international levels Maximize marketing potential of WACS in intl. publications and trade shows Create a portfolio of regional public relations programmes Creative merchandising and promotion Create achievement awards Create a PR data bank at head office Seek joint projects with other industry-related bodies Enlist the support of key figures in the industry Maintain good relations with multinational companies in food and catering equipment Membership Playing a more meaningful role in biennial congresses Judging competitions Ensuring that relevant information is passed to member countries Introducing student exchange programme monitored and implemented on a regional WACS calendar of events Compile handbooks to give guidelines. Innovation Means: Doing new things, moving forward. Our size creates a responsibility to communication, help and cooperate. Proposal of New WACS Managenment Structure Must encourage and spirit de corps Authoritative and clear responsibility Unity of direction Centralization of authority Clear and equal divisions of work Strong sense of discipline commitment Encourage initiative Pre-Requisite for Role of New Management Structure Permanent office Full-time administrator All assents based and permanent office Continental Vice President :  Allocated special international portfolio by the board and assisted  by a regional director Types of portfolios expected Membership benefits Public relations Education trusts and scholarships Sponsorship Competitions and conferences Administrative Director :  Fully paid portfolio, report to president and responsible for clerical,  financial and administrative workload. Clear set of objectives: What is going to be done, when where how and how much it will cost. A management system must be implemented that facilitates the regulation and flow of essential information. Regional vice president's report: profile of individual countries culinary events Management changes payment of fees special events of gastronomic interest new developments in product educational features potential new members a summary of recommendation Meeting Full board meeting held once a year Continental vice-president meeting held regionally Full congress meeting every 2 years Strategies for Management Structure Employ an administrator Introduce management by objectives, encouraging a results oriented programme Generating substantial revenue: Encourage corporate membership Trade fair endorsement committee Membership fees Congress commission charged to host country Merchandising WACS item - 10 product items, books, knife sets, cookery books. Magazine endorsement fees WACS seal of approval Strategies for Communication: Regional newsletters in as many languages as possible Vice presidents to compile fact sheets and literature to clarify their role and objectives Full list of national presidents and key officers to encourage cross-communication 'Communicator of the year award' Strategies for Growth Demographic survey to identify new potential members Establishment of probation period for new members Directory of corporate members. Encourage ambassadors Strategies for Image and Public Relations Writing letters to members worldwide Invite key high profile figure to give lectures and attend congress Strategy Membership services Survey completed will provide a clear set of priorities proposed with benefits.