INSTITUTE OF BIOMEDICAL SCIENCE CORPORATE STRATEGY 2015-2018 Corporate Strategy 2015-2018 Page 1 of 8
Corporate Strategy 2015 2018 Vision, Mission and Values Our vision We aim to be the world s leading membership body for biomedical science. Our mission We are dedicated to the promotion, development and delivery of excellence in biomedical science within all aspects of healthcare, and will provide the highest standards of service to patients and the public. We will support our members in their practice of biomedical science, and set quality standards for the profession through training, education, assessments, examinations and continuous professional development. Our values Member focus We will offer the leadership, support and opportunities for development that our members need to fulfil their potential. We will listen to our members and address the issues that are important to them. We will provide our members with services of high quality and value, tailored to meet their needs. Integrity We will act with honesty and integrity in all that we do. We will say what we will do, and we will do what we say. We will use fair, open and transparent governance, management and administration processes. We will accept responsibility for our actions. Professionalism We will take pride in what we do and do it to the highest standards. We will be positive in the way we talk about the Institute with each other and those outside of the Institute. We will value and protect the Institute s reputation and heritage. Corporate Strategy 2015-2018 Page 2 of 8
Respect We respect and value the diverse background, experience, approaches and ideas of all individuals. We will be respectful and considerate in our dealings with our members, stakeholders, partners, public and each other. Continuous Improvement We are forward looking and will embrace new ideas and change. We are open to learning from others and embrace collaborative working. We are committed to professional and personal development. We acknowledge our mistakes and learn from them. Corporate Strategy 2015-2018 Context This plan sets out the strategic direction for the Institute for the next three years. It identifies five strategic priorities for the Institute and the high-level activities that will achieve each priority, and so enable the Institute to fulfil its vision and mission. The plan takes into account technological advances and changes in healthcare provision and structure. Delivery of the plan will be sensitive to the impact of devolution within the UK. It also acknowledges that whilst the majority of our Individual members currently work within the NHS and are biomedical science graduates, there are significant potential changes in employment. We will identify and respond positively to the opportunities presented by these changes. The Institute's strategic priorities for the next three years are: Supporting our members Professional development and standard setting Advancement of biomedical science Advocacy Organisational robustness Strategic priority 1: Supporting our members The Institute is a professional body dedicated to biomedical science and those who practise it. The retention of our current membership is key to maintaining the Institute s unique body of knowledge and the success of the Institute. As the professional landscape changes, we will engage and communicate with our members to ensure that we remain relevant, Corporate Strategy 2015-2018 Page 3 of 8
advance the profession, tailor our membership benefits and continue to innovate to meet changing needs. We will ensure members are awarded the highest grade of membership as appropriate to their qualifications and experience. We will work in partnership with our industry/company members to showcase the latest developments in biomedical science. We will also attract new members to the Institute by extending our reach and appeal both in the home nations and internationally. Over the next three years, we will adopt a two pronged approach to achieving this priority 1.1 Action: Enhancing member services We will 1.1.1 Continue to review the services the Institute provides to its members to ensure we understand their value and the impact on practice. 1.1.2 Ensure that all services provided are appropriate to the environment in which our members practise. 1.1.3 Continue to identify any gaps in our membership provision and develop and provide new services to meet these needs. 1.1.4 Embrace new technologies to enhance member experience. 1.1.5 Provide opportunities for members to become involved with the Institute through local, regional and specialist interest groups. 1.2 Action: Extending our reach We will: 1.2.1 Encourage and support membership of biomedical science professionals from beyond the NHS and outside our traditional areas of practice. 1.2.2 Enhance our inclusive approach by developing models of membership that meet the professional and developmental needs of all sectors of the biomedical workforce. 1.2.3 Enable members at all professional levels to achieve recognition of their knowledge and skills through professional awards, registration, membership progression and Chartering. 1.2.4 Form strategic alliances which strengthen the Institute s position as a professional body. 1.2.5 Grow the Institute s international connections and presence. Corporate Strategy 2015-2018 Page 4 of 8
Strategic Priority 2: Professional development and standards The Institute, through its members, is the owner and custodian of a unique body of knowledge and skills, and the lead organisation for professional standard setting and promoting excellence in biomedical science practice. The institute s lead professional body status is externally recognised via the key role it plays in degree accreditation, determining the QAA benchmark statement, HCPC standards of proficiency for biomedical scientists and its licensing body status conferred by the Science Council. The Institute creates, reviews and maintains standards for professional practice and conduct that support members in delivering high quality care. Over the next three years we will build upon this custodial role and advance our role in the development of the profession and those who practise it. Action We will: 2.1 Continue to provide an approved route by which individuals can demonstrate they meet the standards of knowledge, skills and behaviour required for registration. 2.2 Continuously improve standards of practice by providing a nationally recognised framework of training and qualifications. 2.3 Recognise excellence and achievement at all levels through a membership structure that is fair and based on merit and facilitates progression. 2.4 Produce guidance on standards and ethics that is fit for purpose in a changing environment. 2.5 Play a key role in supporting and enhancing CPD. 2.6 Enhance our reputation as the recognised custodians of a unique body of professional knowledge. Strategic priority 3: Advancement of biomedical science The Institute has been at the heart of biomedical science for over 100 years, and we will continue to ensure that our members are equipped to meet the challenge of new developments in biomedical science and technology. We will be the organisation that leads, guides and advises those who use biomedical science knowledge and skills to deliver patient care in all environments. We will promote biomedical Corporate Strategy 2015-2018 Page 5 of 8
science as a defined area of knowledge and expertise that underpins the delivery of healthcare, research and high quality patient care. We will support individual and collaborative research in biomedical science through research grants, accreditation of academic courses and by providing opportunities to engage with the profession, patients and the wider public. We will use our unique position to inform governments, education commissioners, healthcare providers and commissioners and service users on the biomedical science workforce, its skills and contributions. We will advise on measures to ensure that the most appropriately skilled and qualified workforce, wherever it is practised, supports biomedical science practice. Action We will 3.1 Build on our reputation as the recognised authority on biomedical science. 3.2 Issue definitive advice, guidance and standards for best biomedical science practice. Establish mechanisms to identify best practice nationally and internationally and promote adoption 3.3 Promote developments in biomedical science informed by academic research, translational studies and innovation. 3.4 Provide the forum of choice for the publication of biomedical science research. 3.5 Promote the wider aspects of biomedical science research to society. 3.6 Ensure that the biomedical workforce has the knowledge and skills to embrace new and changing technologies. 3.7 Become the recognised interface between academia and employers to ensure that courses are current, relevant and offer biomedical science graduates the best career opportunities across all industry sectors and internationally. 3.8 Engage with others to share our evidence based best biomedical science practice. Strategic priority 4: Advocacy The Institute acts for, and on behalf of, its members. A strong and growing membership creates a powerful voice for biomedical science and its practitioners, and so promoting the profession and practice of biomedical science is a key function of the Institute. Corporate Strategy 2015-2018 Page 6 of 8
We will work to ensure that the voice of biomedical science is both heard and listened to, and that the contribution of biomedical science to healthcare is widely recognised. We will also encourage our members to play an active role as ambassadors and a voice for the profession. Action We will: 4.1 Ensure that the Institute is well positioned to influence the development and implementation of relevant policy. 4.2 Create a stakeholder management plan that identifies the Institute s key external relationships and details how these should be managed to best effect. 4.3 Enhance and nurture leadership within the profession. 4.4 Work on behalf of members to identify the opportunities presented by the liberalisation of the EU and global markets as they impact on the profession. Strategic priority 5: Organisational robustness The Institute must be able to demonstrate that it is well run and fit for purpose. We also need to be able to demonstrate the impact of our actions for the benefit of our members and to fulfil our charitable objects. Over the next three years, we will continue to strengthen our governance arrangements to ensure that we have the right people and processes in place to deliver our ambitions and plan for the future. Action We will: 5.1 Ensure the Institute is fit for purpose to support and promote the development of biomedical science. 5.2 Ensure that we develop and maintain corporate and organisational knowledge within Council and staff to support the delivery of our strategy. 5.3 Ensure the Institute is adequately resourced to deliver its strategic objectives. 5.4 Ensure that the scope of the Institute s activities provide a sustainable platform for the Institute to continue as a going concern. Corporate Strategy 2015-2018 Page 7 of 8
5.5 Demonstrate good management and stewardship of all resources. 5.6 Continue to review and document the Institute s processes and procedures to support good governance. 5.7 Ensure our staff are employed in a corporate culture that values and supports their development. 5.8 Ensure a robust corporate risk plan is in place and actively managed. 5.9 Develop a strategy to encourage a diverse pool of members to stand for Council. Corporate Strategy 2015-2018 Page 8 of 8