The Institute of Biomedical Science

www.ibmscongress.com

Corporate Strategy 2012 - 2015

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.
• We acknowledge our mistakes and learn from them.

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 2012 - 2015

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. As their professional landscape changes, we will engage and communicate with our members to ensure that we remain relevant, advance the profession and continue to innovate. We will also attract new members to the Institute by extending our reach and appeal. 

Over the next three years, we will adopt a two pronged approached to achieving this priority.

Action: Enhancing Member services

We will:

• Review the services the Institute currently provides to its members to ensure we understand their value and the impact on practice.
• Ensure that all services provided are appropriate to the changing environment in which our members practise.
• Identify any gaps in our membership provision and develop and provide new services to meet these needs.
• Provide opportunities for members to become involved with the Institute through local, regional and specialist interest groups.

Action: Extending our reach

We will:

• Encourage and support membership from beyond the NHS and outside our traditional areas of practice.
• Become more inclusive by developing models of membership that meet the professional and developmental needs of all sectors of the biomedical workforce.
• Enable members at all professional levels to achieve recognition of their knowledge and skills through professional awards, registration and Chartering.
• Form strategic alliances which strengthen the Institute’s position as a professional body
• Grow the Institute’s international connections and presence.

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 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:

• Continue to provide an approved route by which individuals can demonstrate they meet the standards of knowledge, skills and behaviour required for registration
• Improve standards of practice by providing a nationally recognised framework of training and qualifications
• Recognise excellence and achievement at all levels through a membership structure that is fair and based on merit.
• Produce guidance on standards and ethics that is fit for purpose in a changing environment.
• Play a key role in supporting and enhancing CPD for revalidation and continued registration.
• Become 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 100 years, and we will continue to ensure that our members can successfully meet the challenge of new developments in science and technology.

As healthcare is undergoing radical reform in terms of disease diagnosis and management, we will be the organisation that leads, guides and advises those who use biomedical science knowledge and skills to deliver patient care in traditional and new environments.

We recognise the value of fundamental and translational science research, and its relevance to the future of healthcare.  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.

Action

We will:

• Become the recognised authority on biomedical science.
• Promote developments in biomedical science informed by academic research.
• Promote the wider aspects of biomedical science research to society.
• Ensure that the biomedical workforce have the knowledge and skills to embrace new and changing technologies.
• Become the recognised interface between academia and employers to ensure that courses are current, relevant and offer biomedical science graduates the best career opportunities.

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. 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 for the profession.

Action

We will:

• Ensure that the Institute is well positioned to influence the development and implementation of relevant policy.
• Create a stakeholder management plan that identifies the Institute’s key external relationships and details how these should be managed to best effect.
• Enhance and nurture leadership within 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.

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:

• Ensure the Institute is fit for purpose to support and promote the development of biomedical science.
• Ensure the Institute is adequately resourced to deliver its strategic objectives.
• Demonstrate good management and stewardship of all resources.
• Continue to review and document the Institute’s processes and procedures to support good governance.
• Ensure our staff are employed in a corporate culture that values and supports their development.
• Ensure a robust corporate risk plan is in place and actively managed.
• Develop a strategy to encourage a diverse pool of members to stand for Council.

Articles of Association

Information on admissions, resigantaion, expulsion, legal proceedings, Council, voting, elections and accounts.