Strategic Plan

Transcription

1 The British Psychological Society Promoting excellence in psychology Strategic Plan

2 I m delighted to introduce the Society s new strategic plan, summarising our ambitions and priorities for the Society s work in This plan has been developed through two stages of consultation with our membership and staff. Our aim has been to ensure that over the next five years all members and staff can see which areas of work we re prioritising and how we plan to support, communicate and deliver on those priorities. We ve structured the plan around six headline priorities which emerged from the consultations as the most important goals for the Society over this period: Promote advancements in psychological knowledge and practice. Develop the psychological knowledge and professional skills of our members. Maximise the impact of psychology on public policy. Increase the visibility of psychology and public awareness of its contribution to society. Attract new members and broaden our membership. Develop our organisation to support change. Over the next five years we will be focussing our support, funding and organisational efforts on making progress in these priority areas and we welcome the contributions our members can make to helping us achieve these goals. A key part of the plan is about measuring our progress towards achieving our ambitions. We will review progress regularly at Trustee meetings and report to members both through the various member networks and, formally, through the Society s Annual General Meeting and Annual Report. I commend the plan to you and look forward to supporting the Society in this work. Professor Dorothy Miell CPsychol FBPsS President The British Psychological Society

3 1. Our core purposes The core purposes of the British Psychological Society (BPS) are set out in our Royal Charter as follows: To promote the advancement and diffusion of a knowledge of psychology pure and applied and especially to promote the efficiency and usefulness of Members of the Society by setting up a high standard of professional education and knowledge. The BPS is a registered charity and therefore we are required to provide benefit to the public or a large segment of it. 2. Values 3. Operating principles Our values are central to the way we work to achieve our core purposes. We aim to work in a culture of: rigour and fairness; honesty and integrity; transparency; respect for a diversity of viewpoints; the highest standards of professionalism and ethical behaviour, attitudes and judgements, as laid out in our Code of Ethics and Conduct. We are committed to: promoting research, education and practice from a strong ethical and evidence base; communicating to all audiences the significant value that psychology offers to society; achieving and supporting excellence in all our activities; being proactive in order to achieve impact; working with appropriate national and international partners to further our work; valuing the substantial contributions our members make to our activities; keeping our members up to date with relevant and accessible advice, information and support. 4. Vision 5. Mission 6. Strategic goals Our vision is to be the public and authoritative voice of psychology in society, supporting the advancement of psychological knowledge, and developing the education, application and practice of psychology. We will: harness the collective power of our members to benefit psychology and society; advance and promote the best psychological science and practice, working in partnership where appropriate; support our members to develop their knowledge and skills in the field of psychology; improve public understanding of psychology, particularly its value and contributions to society. In order to deliver our Mission, our strategic goals are to: 1. Promote the advancement of the knowledge base of psychology and its practice through support for research, education and professional training. 2. Develop the psychological knowledge and professional skills of our members. 3. Maximise the impact of psychology on public policy. 4. Increase the visibility of psychology and public awareness of its contribution to society. 5. Attract new members and broaden our membership base. 6. Develop our organisation to support change. Strategic Plan 3

4 The objectives, strategies, outcomes and measures for progress associated with these goals are: 1. Promote the advancement of the knowledge base of psychology and its practice through support for research, education and professional training Objectives 1.1. Promote and support the advancement of the knowledge base of psychology, both nationally and internationally Encourage the continued development of education and professional training in psychology to ensure its currency and relevance Support the development of the discipline internationally through appropriate capacity building activities. i. Broaden the audience for, and participation in, our conferences nationally and internationally, including to those from areas of the world in which psychology as a discipline and profession is undergoing development. ii. With our publishing partner, strategically position our journals to increase citations and international penetration. iii. Offer funding through our grant schemes to encourage new developments in science, education and practice. iv. Support access to professional development in psychological science, education and practice, nationally and internationally. v. Work with educational providers and partner organisations at pre-tertiary and first degree levels to ensure that curricula reflect the range of the discipline, its core scientific content and the latest developments. Increase in the reputation of our members for being at the forefront of the discipline. Increase in knowledge and skill development in emerging areas. Increase in international collaborations to develop the discipline globally. Number of national and international delegates at conferences and seminars. Journal Impact Factors, number of downloads and international subscriptions. Number of high quality applications to our grant schemes. Number of high quality outputs from research funded by our grant schemes. Number of collaborative projects for the development of psychology internationally. Number of instances of collaboration with educational providers and partner organisations on curriculum issues. 4 The British Psychological Society

5 2. Develop the psychological knowledge and professional skills of our members Objectives 2.1. Enable members to enhance their knowledge and professional skills so that they may contribute to the development of the discipline and the needs of society. i. Review and develop our professional development opportunities and publishing programmes to ensure that the changing needs of our members are supported throughout their different career stages. ii. Inform members of new developments and changes in the contexts in which they work. iii. Provide opportunities for members to share and develop their knowledge and experience. iv. Develop and disseminate guidance for the profession in key areas of practice. v. Support professional training courses in incorporating the best current practice via our accreditation through partnership programme, our professional development programme and our publications. Greater member participation in the Society s professional development offerings and greater satisfaction with the offerings amongst those who engage. Greater member usage of Society publications and guidelines. Satisfaction ratings for our professional development programme as a whole and for individual components. Number of enrolments in our qualifications, professional development courses and events. Number of successful accreditations at undergraduate and postgraduate level. Number of member purchases of Society publications. Number of member downloads of free Society publications. Number of practice guidelines produced. Uptake of practice guidelines. Hits on the member resources areas of our website. Strategic Plan 5

6 3. Maximise the impact of psychology on public policy Objectives 3.1. Identify and set an agenda of public significance to promote to policymakers the importance and relevance of psychology. 3.2 Work with others, nationally and internationally, on campaigns and statements on psychological issues. i. Identify key issues and develop clear position statements to influence the policy and election manifestos of political parties, and communicate these effectively. ii. Develop a portfolio of evidence-based policy statements for dissemination in targeted proactive ways. iii. Prepare evidenced responses to relevant events and consultation requests from Parliaments/national assemblies, public bodies and non-governmental organisations. iv. Enhance existing partnerships to share our expertise and increase our influence nationally and internationally. v. Develop new partnerships nationally and internationally, including through Memoranda of Understanding, to address issues of mutual importance. Greater impact of psychology on public policy making in relevant areas. Strengthened relationships with strategic partners and greater impact through collaboration. Number of requests for, and downloads of, position statements. Mentions of our policy statements/positions in Parliaments/National Assemblies, and party manifestos. Level of membership of national parliamentary and assembly working parties and task groups. Media coverage of policy statements. Attendance of invitees at relevant policy events. Number of joint statements/campaigns aligned with policy priorities with national and international partners. 6 The British Psychological Society

7 4. Increase the visibility of psychology and raise public awareness of its contribution to society Objectives 4.1. Raise the public profile of psychology. 4.2 Promote the findings of psychological science, psychological practice and its evidence base, and the societal benefit of psychology. 4.3 Promote the Society as the primary source of authoritative comment on matters relating to psychology. i. Enhance our public engagement work through high-profile activities, which showcase psychology and attract strong, positive media interest. ii. Encourage and coordinate public engagement activities in areas of significant public and media interest at international, national and regional level. iii. Establish a more visible spokesperson system using senior officers and staff, and promote them to media contacts. iv. Publish summaries of the application of psychological science to real-world problems and position statements on practice-based upon the best evidence available, both ourselves and in partnership with others. v. Engage a broad audience through events designed to achieve maximum impact, both ourselves and in partnership with others. vi. Identify and publish guidance on evidence-based best practice in applications of psychology across a range of settings, and promote it to users and other external audiences. vii. Support our members in promoting the value of psychology across different professional areas. Greater media coverage of psychology based upon a strong evidence base. Greater public understanding of psychology and its significance, nationally and internationally. Increase in availability of guidance to promote more effective practice and greater uptake by the public. Quality media coverage. Number of attendees at Society-run public engagement events. Use of spokespersons by the media. Invitations via the Society for participation in media productions on public service and educational issues. Downloads/uptake of guidance/summaries/position statements. Strategic Plan 7

8 5. Attract new members and broaden our membership base Objectives 5.1. Open new national and international routes into Society membership and subscribership. 5.2 Increase Society member and subscriber numbers, nationally and internationally. i. Promote the benefits of membership and subscribership nationally and internationally. ii. Enhance Student membership and promote it to all those who are eligible. iii. Seek regular feedback from members on the perceived relevance and value of membership. iv. Establish clear procedures for international accreditation. v. Work with other psychological societies internationally and with professional bodies in cognate areas in the UK to establish reciprocal access arrangements. vi. Promote membership routes to non-uk trained psychologists working in the UK. vii. Develop strategies to encourage members to upgrade and extend their membership at appropriate points in their careers. Increase in numbers of members and subscribers at all levels, both nationally and internationally. Broader access to the Society for those with cognate interests, and easier access to other organisations for our members. Increase in Student members, who will be encouraged to maintain their relationship with the Society throughout their careers. Better reflection of changing member needs in the development of member services and benefits. Numbers of members and subscribers at all levels, nationally and internationally. Number of new members among non-uk trained psychologists working in the UK. Retention rates for members and subscribers. Number of international courses seeking and achieving accreditation. Number of reciprocal arrangements with other societies/organisations put in place. Number of new members/subscribers via reciprocal arrangements.

9 6. Develop our organisation to support change In order to achieve the substantive strategic goals (1 5), the Society will need to: i. Ensure that members are able to contribute their expertise and support to our activities through transparent and coordinated procedures, which promote, welcome and facilitate their involvement; ii. Achieve a governance structure in which the roles and expectations of the constituent parts are clear, structural barriers removed and collaboration facilitated; iii. Achieve operational processes that are able to respond flexibly and in a timely manner to the Society s aims and priority areas while supporting and developing the salaried staff; iv. Ensure the efficiency, timeliness and fitness for purpose of both internal and external communication; v. Achieve financial sustainability through careful operational and financial planning, which seeks to generate sufficient income from existing and new activities to support the Society s strategic goals. The objective, strategies, outcomes and measures for progress associated with these are listed as follows. Objective I Ensure that members are able to contribute their expertise and support to our activities through transparent and coordinated procedures, which promote, welcome and facilitate their involvement. i. Review and enhance the procedures by which members provide input to Society activities to ensure transparency and ease of access. ii. Review the materials used to recruit volunteers to emphasise the value of their contributions. Enhanced satisfaction from members with the Society and their role within it. Greater input from Member Networks and individual members to Society to consultations and surveys. Satisfaction ratings in membership surveys. Competition for advertised roles within the Society. Turnout for Society elections. Numbers of responses to consultations and surveys.

10 Objective II Achieve a governance structure in which the roles and expectations of the constituent parts are clear, structural barriers removed and collaboration facilitated. i. Review and improve the role specifications for all member governance positions. ii. Review and ensure clarity in the purposes/ terms of reference/ decision-making /reporting lines for all Member Networks and their constituent groups. iii. Review and enhance the opportunities for collaboration across Member Network boundaries. iv. Review and enhance induction programmes for Society roles. Greater clarity in members understanding of the structure of the Society and its governance processes. Greater collaboration across Member Network boundaries. Number of cross-network collaborative activities. Measured satisfaction with clarity of relevant information and inductions. Decreases in: Number of enquiries seeking clarity on governance roles and responsibilities. Objective III Achieve operational processes that are able to respond flexibly and in a timely manner to the Society s aims while supporting and developing the salaried staff. i. Undertake a rolling review and, where appropriate and possible, streamline operational processes to make them as responsive and flexible as possible. ii. Ensure that the training and development plans for staff members take account of the operational requirements of the new Strategic Plan. iii. Ensure that our infrastructure is fit for the purpose of underpinning and enabling our strategic goals. Increased ability of the office to support the delivery of the Strategic Plan. Greater efficiency in the administration and infrastructure underpinning the Society s activities. Greater member satisfaction with office processes. Satisfaction ratings in member surveys. Performance against Service Level Agreements for relevant processes. Focus on the delivery of strategic objectives in management reviews of the performance of staff and their training needs. 10 The British Psychological Society

11 Objective IV Ensure the efficiency, timeliness and fitness for purpose of our internal and external communication. i. Review and further develop our internal communication channels. ii. Review and develop our external communication strategies to ensure optimal impact. iii. Review, develop and support our website to enhance accessibility of information and ease of navigation. More efficient, better targeted and appropriate communication between staff, with members and between members. Greater member satisfaction with Society external messaging. Greater member and staff satisfaction with the website. Satisfaction of members with external messaging. Media take-up of external communication. Key analytics on use of website. Member and staff satisfaction with the website. Objective V Achieve financial sustainability through careful operational and financial planning, which seeks to generate sufficient income from existing and new activities to support the Society s strategic goals. i. Further develop the annual business planning process to ensure that funding allocations are coordinated to support the strategic goals. ii. Undertake periodic reviews of our financial systems to ensure that they remain fit for purpose. iii. Undertake regular scenario planning to review the impact of contextual factors upon the Society s financial status. iv. Undertake rolling reviews of income streams to identify opportunities for further development or new areas. v. Undertake regular reviews of purchasing agreements with suppliers to ensure optimal cost control. Better coordinated financial planning across the Society s Member Networks and activities. Financial systems that deliver appropriate and timely management information to support monitoring and planning. A healthy balance sheet, with spending directed to support the Society s strategic goals. Satisfactory positive balance in annual financial outcome post audit. Positive balances for all income streams unless a planned deficit has been agreed. Demonstrable control of costs of goods and services relative to period baseline. Strategic Plan 11

12 For further information on the work of the Society and to download a copy of our annual report, please visit our website or contact us at: t: +44 (0) e: enquiries@bps.org.uk The British Psychological Society St Andrews House 48 Princess Road East Leicester LE1 7DR Follow Like us facebook.com/officialbps