2021StrategicPlanReview
Tocreateabe*erfutureforclimbers,hillwalkersandmountaineers
Introduc*on
• TheStrategicPlan2020–2024wassignedoffinFebruary2020.Thestrategy’sstructure,vision,purposeandvalueswillremainthesame.
• Thepurposeofthepaperistotriggerdiscussiononeachofthethemesandtohelpproducepriori*es.Withineachstrategicthemewehaveiden*fiedwhatneedstobeConsolidated,Focusedon,orReviewedtomakesurewemoveforwardsubstan*allythisyear.
• Thereviewisundera*ghtscheduleinorderforittofeedintothefinancialandopera*onalplanning*melineinadvanceofthe2021budgetagreement.
• Weareaskingforanyini*alfeedbacktodaybutwillcon*nuetocollateaddi*onalcommentsupun*l11thSeptemberwhichcanbesubmiKedviaaformontheBMCwebsite.hKps://www.thebmc.co.uk/2021-strategic-review-consulta*on
• Thisreviewistoiden*fyourpriori*esfor2021andre-focusthestrategicplanin
lightofthecontextinwhichtheorganisa*oniscurrentlyopera*ngin.
Context
Contextof2021
Con*nuedimpactofCOVID-19
OlympicsTokyo2021
LeavingtheEU
Representa*onofunder-represented
groups
4a.Access,conserva9on&environmentalsustainability-consolidate
• Consolidatetheini*a*vesthathavealreadybegunin2020thatareofgreatestrelevancetomembersandtobuildonourcontribu*ontoclimateandaccessprojects.
• Furtherdevelopourrela*onshipwithACTtoestablishastrongfocusedsubsidiarythatisabletotakeforwarditscontribu*ontohelpinpromo*ngandfundingforconserva*on,environmentalandaccessissues.
4b.Membershipengagement,services&support-focus
• BuildontheITinfrastructurechangestoprovidemorefocusedlevelofengagementwithourcurrentmember’sinterests.
• U*lisethisengagementtohelpinform,engageandrecruitnewmemberswhohaveaninfinitytotheBMCvalues&beliefs.
• Workjointlywithourpartnerstoensurethatwearemoreeffec*velyreachingthosefromunder-representedgroups.
4c.Educa9on,inspira9on&skillsreview
• InlightoftheimpactofCOVID-19onengagementwitheventsandresources,wewillreviewthedeliveryofoureduca*on,inspira*onandskillsthroughajoinedupworkinggroupofspecialistcommiKees,staffandpartners.
• Thisdeliverywillpoten*allyusepartnersindifferentareasofthesectorsothatwecanbeKerengagehardtoreachgroupswithresourcesthatourappropriatetothem.
4d.Organisa9onaldevelopment§orleadership-Focus
• tofocusourabilitytoinfluenceandchallengegovernmentsandotherbodies,wewillbuildonthecollabora*ondevelopedinCOVID19betweenstaff,expertvolunteers,specialistcommiKeesandNC/Boardmembers.
• Extendingthistoourcharitabletruststoreinforceourprofileandpublicengagementtoenhancetheirabilitytooperate.
• Linkthiswithourincreasinglyeffec*vepartnershipworkingtojointlytacklethechallengesandopportuni*eswearecurrentlyfacing.
4e.GBClimbing–compe99ons,talentedathletes&theGBTeams-FOCUS
• Con*nuethejourneytowardsaselffundeddepartmentinordertoproviderelevantresources,trainingandsupporttoalllevelsofpar*cipa*onincompe**onclimbing.
• TousetheupcomingprofilearoundTokyotoaKractnewmemberstotheBMCandwidersector,whoarealignedtoourvaluesandbeliefs.
NextSteps…
Wewouldlikememberstolookatthestrategicreviewconsulta*onpaperandcommentonthefollowing:• Ifthecontextfairlyrepresentthelandscapeinwhichwearecurrently
opera*ngin?• Ifyouthinkthepriori*eswehaveincludedundereachstrategicthemeare
appropriate?• IfthereisanythingyouthinkismissingthatyouwouldliketoseetheBMC
doingin2021,takingintoaccountthecontextinwhichwecon*nuetooperatein?
Thefullconsulta*onpaperisavailableontheBMCwebsitewithashortsurveytoenableyoutoprovideyourfeedback.
PleaseprovideyourfeedbackbyFriday11thSeptember