Michael
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© 2007 Rock4CF
Business Plan
Over the following pages, I will set out my 'Business Plan', the practical applications of the ideas laid out in my 'Manifesto of Principles'
The headings of each section correspond to the same sections in the Manifesto.
This is my 'Business Plan'; the ways in which I intend to deliver a bigger, better and bolder Conservative Future.
Strong and Supported CF Branches
Support the branch network with the NME in regional positions
I propose to split the country into 6 sections, each with around 7 Area Chairman (see appendix). An NME member will represent each area. There role will be to advise and support the Area Chairman & provide feedback (regional meetings – see section 4) back to CCHQ. This places the running of CF on local branches and not the NME.
Re-build ties with CF Scotland
I don’t propose to re-join CF Scotland with the rest of the country, but do realise that English, Welsh and Northern Irish CF members do work and study in Scotland. I want a closer working relationship between the National Chairs and for to create a two-way flow of information so CF Scotland’s events to also be advertised on the national CF website and vice-versa.
Re-establish links with the local association by giving CF Chairman key role
The NME will work with local associations to have the CF Chairman made an officer of the association, plus having a seat on the MP selection board. This will show the importance of CF, build links with the association and will give local CF members a voice when selecting there MP.
CF Consultants: established branches supporting newer branches
Our current Branch Chairmen constitute an incredible resource that we should utilise far more effectively. We need to leverage the knowledge within CF to further advance and improve our organisation. Established, experienced branch Chairman and Area Chairman will be paired with new branches. They will act as a contact for help, advice and general support. New branch Chairman will be encouraged to communicate with their ‘CF Consultant’ for advice, localising the support network and avoiding the ‘orders from London’ syndrome.