Strategic Plan 2018-2020: Underpinning Priority

strategic plan

The Society’s strategic plan includes an underpinning priority to ensure the Society has the capacity and capability to achieve its strategic goals. This includes having secure and diverse sources of finance, a skilled and motivated workforce, strong strategic partnerships, sound governance, excellent communication with members and potential members, using technology effectively and an active group of volunteers. In addition, the Society will consider and integrate diversity and inclusion activities throughout the Strategic Plan and deliver on a progression framework during the course of the plan.

These underpinning priorities will include ensuring that the headquarters team have the right skills and competency mix, a programme and project management approach to deliver the major outputs and outcomes, implementation of a new membership database, seeking new and productive delivery partnerships, advocate the importance of equality, diversity and inclusion, and focus on business development activities that aim to increase current income streams and look to diversify into new ones. 

The business model of the Society is likely to be under strain over the next 5–10 years with a potentially significant drop in the Society’s journals income, due to Open Access, and although the Society is targeting increases in membership over the term of this plan other membership organisations are seeing declines in membership and we also anticipate some risk to membership income over the longer term. Therefore, work will need to be done to change the balance of revenue streams and to increase funding from other streams. The Society should continue to diversify its income streams through fund raising activities, such as sponsorship and grants. This business development function will continue to oversee the activities to diversify and grow income, and form strong strategic partnerships to deliver the Society’s strategic plan. 

The Society will continue with its membership of the International Forum of Meteorological Societies, the European Meteorological Society, and the Science Council. Through these groupings the Society will exchange knowledge and best practice, be able to contribute to the development of meteorology well beyond its national boundaries, and be a much stronger voice on areas of priority for meteorological science and the profession. The Society will also promote equality, diversity and inclusion to create greater opportunity for any individual to fulfil their potential, irrespective of their background or circumstances. 

The Society will need to monitor changes in Charity Law and regulations (H&S, data protection etc) to ensure we remain informed and compliant. This activity may require the involvement of third party suppliers who can support the small Executive Team and provide input in changes to Society’s policies and procedures. For example, GDPR (General Data Protection Regulation) will come into force in the UK from 25 May 2018. The GDPR places specific legal obligations on organisations and individuals to maintain records of personal data and processing activities. One impact will be that it will become harder to market and promote events outside of your existing database, and penalties for non-compliance are being significantly increased. 

The Society’s Digital Strategy will continue to monitor future requirements and include the use of data to support the Society’s marketing and communication activities and mitigation against potential threats such as cyber security threats.  Effective marketing activities are key if the Society is to reach out to target audiences to engage, enthuse and educate individuals and groups. This is a key activity in the retention of current members also in attracting new members and those who wish to support the important work of the Society.

Over the next three years the Society will…

… implement the governance review 

… implement the Business Development strategy and embed Business Development activities into normal working practice. 

… develop strong strategic partnerships and engagement plans that offer mutual benefits. 

… complete the implementation of Digital Strategy and monitor the impact adapting the strategy accordingly. 

… develop effective marketing and communication activities 

… develop effective Resource Management 

… monitor regulations and ensure compliance including changes in Charity Law, H&S regulations and Employment Law, and the introduction of GDPR 

… ensure the Society headquarters are fit for purpose and any required upgrades take advantage of modern technology that is environmentally friendly. 

… increase the reach and profile of the Society through membership of relevant organisations such as the International Forum of Meteorological Societies, the European Meteorological Society, and the Science Council. 

… promote equality, diversity and inclusion to create greater opportunity for any individual to fulfil their potential, irrespective of their background or circumstances. 

For further details, the full Strategic Plan, a summary booklet and a leaflet can be downloaded here >>

 

News Date: 
Tuesday, April 10, 2018