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&sectorleadership-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