BELMAS STRATEGIC PLAN 2023-2026
Covid Recovery, Growth and Sustainability
INTRODUCTION
Welcome to BELMAS’ first full Strategic Plan. A variety of activities, discussions and reflections across the organisation from the Board of Trustees to employees and members over the previous 12 months have contributed towards the direction of the organisation for the next three years.
The organisation is now in a position to focus on three key areas for development. They are:
1. Increase both UK and international membership.
2. Ensure the organisation is financially sustainable.
3. Assure BELMAS’ good governance as a charity and membership organisation.
The 2023-2026 strategic plan aims to capture and focus annual KPI’s against these objectives which shall inform the operational plan and budget of the organisation.
Update 2024
At the 2023 Strategic Away Day, it was decided that the outstanding KPI’s could be placed into two wider objectives, with the plan evolving into the following areas for development:
1. Increase both UK and international membership by 25% against 2022 numbers.
2. Assure BELMAS long-term sustainability & good governance as a charity and membership organisation.
STRATEGIC OBJECTIVE 1: INCREASE BOTH UK AND INTERNATIONAL MEMBERSHIP BY 25% AGAINST 2022 NUMBERS
Activity
Offer a referral scheme with 25% off membership for one year when you recommend a new full member.
Increase engagement of BELMAS “practitioner” members.
Year 1 (2023) KPI Measure
Discover the process and limitations for implementing a % discount offer for those who recommend a new member with the new website provider.
N/A
Development of an online global mentoring programme for leaders in education.
Review RIG Processes to ensure that they are welcoming, open, utilised and sustainable.
N/A
RIG Review conducted in partnership with current RIG Convenors and through a membership survey.
First RIG Convenor meeting to take place facilitated by the BELMAS Office.
RIG Handbook written and circulated to include new RIG procedures and processes.
Year 2 (2024) KPI Measure
7.5% of members based on 2023 membership figures (roughly 30) recommend new members.
Survey the practitioner membership to find out what benefits and/or events would increase their engagement with BELMAS with at least 15 % of members engaged in the survey (roughly 60).
Research and propose practitioner-based engagement opportunities such as MAT Visits or “Practitioner Networks/Mixers” and present findings to the Board of trustees for consideration.
Hold at least one (1) practitioner focused event that attracts at least 10 members with a satisfaction rating of 4/5.
Research and explore the feasibility for a BELMAS mentoring scheme by producing a report for the Board of Trustees outlining the benefits and challenges of implementation.
Two RIG Convenor Meetings held with the BELMAS Office with all Convenors attending at least 1 of the meetings.
Review of new RIG procedures at second RIG Convenor Meeting with an overall satisfaction score of at least 4/5.
All RIGS considered active with an appointed convenor and holding at least two RIG activities per year.
All RIGs complete an “End of Year Report” that outlines the impact of the group.
Year 3 (2025) KPI Measure
15% of members based on 2023 membership figures (roughly 60) recommend new members – a total of 90 within two years.
Hold at least one (2) practitioner focused events that attracts at least 15 members per activity with a satisfaction rating of 4/5.
KPI measure dependent on 2024 activity.
An increase in membership engagement at RIG events by 20% in comparison to 2024 figures.
Two RIG Convenor Meetings held with the BELMAS Office with Convenors attending at least 1 of the meetings.
All RIGS considered active with an appointed convenor and holding at least two RIGS activities per year.
All RIGs complete an “End of Year Report” that outlines the impact of the group.
Conduct a Membership Satisfaction Survey.
First annual membership survey with a 10%. membership participation and use data to improve services and inform the movement of the Strategic Plan for 2024 and 2025.
Improve the communication between BELMAS and its members.
Launch of new website in Spring 2023.
Review current statistics of followers on social media (LinkedIn and Twitter), email open rates and website views by end of 2023.
Review questions for the Annual Survey that is targeted and approved by the Board of Trustees before circulation.
Annual membership survey with a 20% membership turnout, and an average of over 4/5 satisfaction rating.
Review of current communication methods including the newsletter and social media.
Use the Membership Satisfaction Survey to review the organisation’s communication rating against 2023 figures and to inform any improvements.
Create a communications strategy that sits alongside the strategic plan of the organisation.
Annual membership survey with a 25% membership turnout, and an average of over 4.5/5 satisfaction rating.
Review of the value of International and UK Partnerships and establish meaningful links that provide clear member benefits.
Launch the DSA Advisory Board with DSA-led initiatives that engage the wider BELMAS community.
N/A
Establish the DSA Advisory Board, holding the first meeting and confirming its purpose, delegations and accountabilities.
Determine the process for electing a chair.
Review all current international and UK partnerships, reviewing and signing new MOUs where relevant. This may include: ACEL, AERA, ASCL, BERA, CCEAM, CSSE, ECER, IEAL-J, ISLDN, NZEALS, SERA and UCEA.
Launch the first DSA Research Project Grant as a scoping project to assess the state of the field.
Ensure processes for selection of DSA recipients are conducted in line with ABG policy.
Use the Membership Satisfaction Survey to review the organisation’s communication rating in comparison to 2024.
Increase in followers on social media (LinkedIn and Twitter), email open rates and website views by 20%.
Budget to support delivery of key MOU objectives and goals.
Hold two joint funded projects or events/projects with MOU partners that attracts at least 10% of the BELMAS membership for each (roughly 40).
DSA Research project presented to the DSA Advisory Board and the Board of Trustees with recommendations on how BELMAS will use the outputs to achieve its charitable aims.
STRATEGIC OBJECTIVE 2: ASSURE BELMAS’LONG-TERM
SUSTAINABILITY & GOOD GOVERNANCE AS A CHARITY & MEMBERSHIP ORGANISATION
Clearly understand the organisation’s risks, mitigate any high-risk areas, and prepare the Board for potentially harmful activities.
Establish an organisational Risk Register that appropriately reviewed.
Commission an external risk audit of the organisation.
The Finance & Risk Committee to review the current Risk Register against the findings of the risk audit. Ensure all Trustees have completed the Conflicts of Interest Register that are reviewed annually.
Establish clear succession plans for key roles within the organisation.
N/A
Ensure that the organisation is focused on its charitable objectives, mission, vision and values and that Trustees are supported and equipped to effectively carry out their role.
Establish clear Mission, Vision and Values from the outputs of the 2022 Strategic Away Day.
Use the NCVO Governance Wheel to identify weaknesses in the organisation in relation to it purpose and overall governance.
Finance & Risk Committee begin to hold discussions on a Society-wide succession planning approach across both elected and appointed trustee and paid employee roles.
Journal Succession Group established to oversee the succession planning of the BELMAS Journals including the contract renegotiation in 2025/2026.
Succession Planning Report submitted to the Board of Trustees written by the Finance & Risk Committee.
Using the output report from the 2023 Strategic Away Day, create and execute a set of actions to improve Board culture and effectiveness that is measured by Trustee appraisals/reviews.
Explore the idea of a Trustee appraisal/review with a draft process submitted to the Board for approval.
Identify any training and developments needs for individual trustees as part of the appraisal/review process and include in any proposal.
Journal Succession Group successfully negotiate the contracts for the BELMAS Journals that offers long-term sustainability for the organisation.
First Trustee appraisal/reviews taken place with clear measures against:
1. Board effectiveness and culture
2. Satisfaction in confidence and support effectively fulfil role
3. Overall satisfaction of Trustee experience
Continue to ensure that ALL new Trustees complete mandatory basic trustee duties training before attending a Board of Trustees meeting.
Diversify income streams through a variety of new projects and initiatives.
Ensure BELMAS is operating within the good guidance as set out by CC8: Internal Financial Controls for Charities
Gain access to HSBC legacy account and close down dormant accounts with access to all BELMAS funds.
Complete review of BELMAS position against the CC8 checklist.
All Trustees to undertake training on financial controls, financial crime and abuse.
EDI Committee established and operational with a clear timeline for delivery of an EDI strategy that aligns to the BELMAS values of “social justice” and “inclusion”.
Circulate an EDI Questionnaire for members with at least 25% participation for BELMAS to have a broad understanding of who its members are.
Write a business plan for Job Boards for consideration at the Trustee Board to include cost and process
Contact other Learned Societies and Charitable Organisations for support in obtaining commercial sponsorship.
Identify a pipeline of potential suppliers/partners for specific events in the BELMAS calendar.
Re-establish the Third Journal Working Group and write a firm proposal and timeline for implementation.
Upon beginning 2024 as a CIO, begin a market analysis of banking provision and present an options appraisal to the FRC for review, with consideration of:
• Customer service and accessibility
• The process of transferring
• Interest rates/benefits
• General day-to-day operation
• Continuity, insurance, risk processes
• Spread of cash holdings (risk)
Action any outstanding tasks in line with the review of BELMAS position against the CC8 checklist.
Finance & Risk Committee to develop a two-year budget with the view of moving to a three-year budget against a new Strategic Plan from 2026.
New trustees to have internal training with the Executive Officer and Chair of the Board prior to attendance at the first Board meeting.
Provide all new Trustees with CC3, CC8 and CC9 in addition to information on the “Charity Governance Code”.
Draft EDI Strategy created with external guidance and feedback on its effectiveness.
Job Board live on the BELMAS website hosting a minimum of 12 jobs per year.
Clear sponsorship guidance and policy approved by the Board of Trustees that brings in £2,000 additional income.
Third Journal on schedule for timeline delivery as set in 2024.
BELMAS is operational with at least two banking providers with all funds split across accounts that are accessible to the needs of the organisation.
Invest in the Society’s employees and consider any relevant accreditations.
Ensure all employees have regular one-toones as part of the “Be At Your Best” Plans and launch the new appraisal system.
Ensure that conference is planned well and established as a breakeven membership benefit.
Deliver conference to agreed annual conference budget with a deficit of no more than £5,000.
Review the use and value for money on the employee benefits established in 2023.
Explore an employee learning and development strategy that is embedded into the BELMAS “Be At Your Best” Plans.
Ensure that all employees are achieving a minimum of GOOD in their annual appraisal meeting at least 80% of their annual KPIs.
Deliver conference to agreed annual conference budget ensuring there is no deficit.
Increase in Conference attendance by 10% in comparison to 2023 attendees.
2025 and 2026 conference venues, dates and themes confirmed by the 2024 annual Conference.
Seek external evaluation of the quality of employee experience at BELMAS.
Ensure that all employees are achieving a minimum of GOOD in their annual appraisal meeting at least 90% of their annual KPIs.
Deliver conference to agreed annual conference budget ensuring there is no deficit.
Increase in Conference attendance by 10% in comparison to 2024 attendees.