MCofS Strategic Plan 2008-2012
During the work of compiling all the documents and procedures required as a consequence of turning the MCofS into an incorporated company, we needed a corporate plan – a map of where we would be going over the next few years. During the formulation of this plan we agreed that it would be vital to consult the membership and our key stakeholders on what they thought.
As a consequence of that feedback (thank you all contributors) we have drawn up a Strategic Plan. Also included in the plan is feedback from consultants researching the‘Mountaineering Development Framework’.
The volunteers and staff who make the company work have also made comment and suggestions, many of which have been incorporated into the plan.
In addition to MCofS being clear on where we are going, our stakeholders need to see the map, particularly those who invest money in the MCofS. Where funding is concerned it is vital to both sides to ensure that our interests genuinely overlap for the work funded.
We have tried to be clear about what we mean by the term ‘mountaineering’, since it embraces a number of separate disciplines, e.g. rock climbing, indoor climbing, hill or mountain walking, ski-mountaineering and winter mountaineering.
Based on the membership survey, we have a far better idea of what people like to do on the hill, your age and gender, and if you are individual members or are in a club. We realise the need to develop the various disciplines appropriately and in ways which reflect members’ interests.
Some of our stakeholders’ opinion was quite negative. We have to work on our relationships so that even where we do not agree, we can operate on a basis of mutual respect.
In order to meet the challenges presented to us some internal restructuring may be required. We also have to be smarter about how we do things, so as to get more from the resources available. We need to be very focused on our core activities, working more with partners, who will be the often be the point of delivery for mountaineering development.
Developing the full range of mountaineering disciplines should offer opportunities for increasing membership. We also want to take the opportunity to work with other organisations, to use events and marketing initiatives to increase our membership base. Broadening our representation will also demonstrate value for money for the taxpayer, when this is translated into real outcomes through achievement of operating plan objectives.
The Executive have approved the Strategic Plan, demonstrating our wish to become a more inclusive organisation, one which pro-actively represents the interests of all mountaineers, capable of embracing change and working for the interests of members, partners, stakeholders’, and the general public to develop mountaineering in Scotland.
Brian Linington, Director,
Friday 4 April 2008
Update - Annual Operating Plan published 26 June 2008