1. BCS Strategy Member Groups Autumn Convention 2014 Maggie Kneller, Council-elected Trustee

2. 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 2

3. JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT 2013 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 Budget 2014-15 Updated process 2015 Planning Cycle Review process & governance Piloting the Strategic Planning Process

4. 4 High Level Structure of the Strategic Plan BUSINESS PLAN(S) By responsible board / business area MISSION, STRATEGIC CONTEXT Long term VISION, VALUES, STRATEGIC PILLARS CRITICAL SUCCESS FACTORS 3-5 year STRATEGIC OBJECTIVES, PRIORITIES 3-year STRATEGIC OBJECTIVES 1-year SMART OBJECTIVES & TARGETS 1-year (and 3-year as required) BUDGET STRATEGIC PLAN For the Institute as a whole BOARDS:  Membership  Professionalism  Academy  Policy & Public Affairs

5. 5 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

6. 6 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 ObjectiveStrategic Plan ActivitySMART TargetTarget DateRAG 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 201631/8/16 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 201431/12/14

7. 7 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

8. 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 8

9. Our long-term Mission and Vision (2009) 9 We decided to continue with the 2009 vision & strategic pillars for our pilot We will update these this year for the 2015 strategic plan

10. Vision To 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.

11. Vision Computer 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

12. Critical Success Factors 12 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

13. How are we doing? Some examples:  SFIA- level 3 Registered Technician programme under way  Membership numbers 76,000 and growing  More 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 universities  We 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

14. 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

15. Our path together @bcscouncillors@hq.bcs.org.uk

16. THANK YOU