bcs strategy member groups autumn convention 2014 maggie kneller, council-elected trustee
TRANSCRIPT
BCS Strategy Member Groups Autumn Convention 2014
Maggie Kneller, Council-elected Trustee
Background
Purpose of the Strategic Plan
To set direction and clear goals to help enable BCS to fulfil its mission and long-term vision through an agreed, viable plan
To communicate the shared direction: so the whole organisation can work with an agreed mission and plan - a cohesive organisation that understands its mission and the roles of teams and individuals within this is much more likely to succeed than one that doesn’t have a common view
To provide context: understanding our strengths, weaknesses and drivers and knowing the really important things that need to happen for us to succeed means that when things change, when opportunities arise, and when there are problems, we can make an informed decision that keeps us moving in the right direction, quickly and effectively
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JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT2013 2014
Improve the Planning Process
TB signed off draft planning process
Pilot test the strategic planning process through one cycle
Board objectives & measureable
targets
Approved Strategic
Plan 2014-17
Approved Budget2014-15
Updated process
2015 Planning
Cycle
Review process & governance
Piloting the Strategic Planning Process
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High Level Structure of the Strategic Plan
BUSINESS PLAN(S)By responsible board / business area
MISSION, STRATEGIC CONTEXT
Long termVISION, VALUES, STRATEGIC PILLARS
CRITICAL SUCCESS FACTORS
3-5 yearSTRATEGIC OBJECTIVES, PRIORITIES
3-yearSTRATEGIC OBJECTIVES
1-yearSMART OBJECTIVES & TARGETS
1-year (and 3-year as required)BUDGET
STRATEGIC PLANFor the Institute as a whole
BOARDS:MembershipProfessionalismAcademyPolicy & Public Affairs
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The Annual Planning Cycle
SMART Objectives / Performance targets
1-year (& 3-yr) Budget
Boards / Directors develop 3-yr
objectives & priorities by business area
Strategic review
Confirm vision & long term goals
Develop or update overall strategic
objectives
Sept - Jan
Feb- May
Council Input Nov and Jan
TB Sign off Feb
Council Input May
TB Sign off June
Council input July
June - July
Strategic Planning
Business Planning
Current 3-year Rolling
Strategic plan
Consolidate next year’s 3-year Rolling
Strategic plan
N.B. The plan rolls forward each year with incremental change as required
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Monitoring & Reporting Progress: Each Board establishes a set of objectives based on the Strategic Plan, and for each objective one or more
SMART targets
Progress against these objectives is monitored regularly and reported to TB at least 6-monthly, using a RAG traffic light approach
The RAG table will indicate performance against target as follows: Progress in line with plan or ahead of plan - GREEN Progress in danger of slipping or behind plan but with action being taken to bring back on plan - AMBER Progress behind plan with no recovery plan or major issues - RED
Example of Board objectives, SMART targets and RAG report:
Measurement, Monitoring and Reporting
Objective Strategic Plan Activity SMART Target Target Date RAG Status
Computing at schools curriculum - 40,000 teachers to be trained in computing skills
Continue to establish and support the Teaching Network of Excellence
Number of universities engaged in the process by 31/8/15 will be at least 200.
31/8/15
Run DfE Computer Science Teaching scholarships
16,000 teachers trained per year, 40,000 by 2016 31/8/16
Online IT facilities to provide an excellent platform for facilitating and enabling communications and engagement with members across the institute
Develop a business case for improvement to web facilities
An approved business case by December 2014 31/12/14
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How the Pilot Went - Key findings
The Process:
Good level of participation by all boards, the executive directors and Council
Council has played a key role as strategic advisor to Trustee Board, with valuable input
Trustee Board & the Boards benefited from making more time to discuss strategy - and it was felt that they should hold at least one specific meeting or workshop focused on strategy every year
The Executive team need to play a central role in planning to ensure alignment between the strategy and operational activity
The Strategy:
There is no shortage of things we would like to achieve, but we have limitations of budget and resource - and we need to prioritise our ambitions and focus on the high priorities
SMART targets are important. Not all objectives are completely SMART yet - and in some areas we haven’t yet established what would be an appropriate goal to aim for - this is still work in progress
The long-term vision and objectives need some more work - simple and memorable being the aim - and this will be addressed during the next (2015) planning round that is now under way
Communicating the Strategy
Communicating the strategy is essential to inform those who are: Involved in developing and governing strategy (e.g. Trustees, Exec Directors, Board Members)
Involved in implementing / executing on strategy (e.g. Staff, Board members & other volunteers)
Required to advise on strategy (Council)
Awareness of the key points of the strategy is also important for anyone who might be promulgating ‘messages’ on behalf of BCS to members & beyond (all staff and volunteers)
So we have put a communication plan in place, and this presentation is part of the plan. Activities to communicate the strategy will also include: Putting information on the BCS website, the Staff Intranet, the Volunteer Portal and articles in
ITNow and other publications, blogs and online discussions
Providing induction material for new staff, new trustees, board and committee members and Council members
Providing relevant updates and presentations for meetings and events
Producing a short presentation & script that can be delivered at member group events
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Our long-term Mission and Vision (2009)
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Ensure everyone benefits from IT
Ensure everyone benefits from IT
Bridge the gap between
education practice
and research
Bridge the gap between
education practice
and research
Give IT professiona
ls career developme
nt and support
Give IT professiona
ls career developme
nt and support
Champion the global IT
profession
Champion the global IT
profession
Inform public policy on how
IT can contribute to
society
Inform public policy on how
IT can contribute to
society
Charter: To promote the study and practice of Computing,
advancing knowledge and education for the BENEFIT OF THE PUBLIC
Mission: To enable the information society
Vision: To be a world-class organisation for IT
We decided to continue with the 2009 vision & strategic pillars for our pilot
We will update these this year
for the 2015 strategic plan
VisionTo be the leading professional institute for IT professionals:
-where chartered and professional status are widely recognised as a hallmark of competence,
-where employers consider BCS professional standards to be a pre-requisite for recruitment and development of IT staff,
-where our members are effectively supported in their roles, their development and their careers.
VisionComputer Science to be firmly established in all primary and secondary schools as a foundation subject discipline, alongside maths and natural sciences:
-For a growing number of students to willingly choose computing-related subjects at GCSE and continue with them through AS/A level, apprenticeships, FE, HE into a career
-For all students to develop excellent computational thinking skills, so they can apply them in other studies, irrespective of whether they choose to continue computing into higher levels of education
Critical Success Factors
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Professional Body
Member Community
Learned Society
Establishing a compelling reason for IT professionals to join an institute
Building a range of standards for typical careers in the (modern) IT profession
Establishing a critical mass of members
Providing beneficial engagement opport- unities and engaging effectively with our members
Establishing academic curricula that reflect the needs of IT careers and encourage high quality students into the IT profession
Building recognition & profile, both for BCS and for IT as a discipline / asset in the modern world
Policy & Public Profile
How are we doing?
Some examples:SFIA- level 3 Registered Technician programme under wayMembership numbers 76,000 and growingMore employers signing up to organisational membership 16,000 members of Computing at Schools (CAS)Last year the Network of Teaching Excellence provided CPD to 14,000 teachers, supported by 89 universitiesWe have changed what 7 million schoolchildren are now being taught (schools curriculum now in place from age 5)BCS leading unconscious bias training programme for other professional bodies
The Road Ahead
Career ladder including standards at SFIA levels 3, 5 & 7
Incorporating both current and ‘next practices’, widely adopted in the UK and beyond
Better participation in the profession with a network of stakeholders promoting professionalism in IT
Sustainable growth in membership
Online capabilities exemplifying the best and most efficient membership practices
Continuing to drive curriculum change, ensuring that government funding is secured for the future
THANK YOU