J Birks, A Bunker, S Poulton, C Rankine & K Williamson

5/4/2009

1. Introduction

1.1 The Mammal Society’s Strategic Objectives

2. Surveys and Monitoring

2.1 Analysis

2.2 Operational Aims 2009 – 2015

3. Conservation and Management

3.1 Analysis

3.2 Operational Aims 2009 – 2015

4. Skills

4.1 Analysis

4.2 Operational Aims 2009-2015

5. Governance

5.1 Analysis

5.2 Operational Aims 2009-2015

6. Membership

6.1 Analysis

6.2 Operational Aims 2009-2015

7. Communications & Publications

7.1 Analysis

7.2 Operational aims 2009-2015

8. Financial Security: Funding the present, sustaining the future

8.1 Analysis

8.2 Operational aims 2009-2015 (Income generation)

8.3 Operational aims 2009-2015 (Managing the money)

8.4. Resourcing – the six year financial plan

A Forward Plan was produced over 2008/2009 by a small group of council members and staff. It sets out strategic objectives, operational aims and targets for the tenure of the next Chair of The Mammal Society (2009-2015). The plan will be used to produce a year-by-year work programme for The Society. This summary presents the main operational aims without the details of delivery mechanisms and targets.

 

1.1 The Mammal Society’s Strategic Objectives

The Mammal Society’s core principles of science-based conservation are enshrined in the following strategic objectives (drawn from its Mission Statement); they focus on making a difference for mammals and the people interested in them:

- Raise awareness of mammals, their ecology and conservation needs;

- Educate people about British mammals and provide high quality training in surveying and monitoring techniques;

- Collect and collate data and information on the current status and distribution of mammals, their habitats and the threats they face;

- Involve people of all ages in our survey and monitoring activities through regional volunteer networks;

- Publish and disseminate up-to-date information on mammals, their ecology, conservation, population status and distribution;

- Promote mammal studies in the UK and overseas as well as good practice in surveying and monitoring techniques;

- Advocate mammal conservation plans based on sound science.

 

This Forward Plan shows how these Strategic Objectives will be delivered under the following headings:

- Surveys & Monitoring

- Conservation & Management

- Skills

- Governance

- Membership

- Communications & Publications

- Financial Security

 

For this plan to be judged a success, we must demonstrate many gains for wild mammals and people by 2015, with a strong focus on improving knowledge of mammal distribution and status.  The Mammal Society can better achieve such gains by growing a skilled and active membership to contribute to its survey and monitoring programme, and by establishing long-term financial security.

2.1 Analysis

Surveys and monitoring generate valuable data on mammals that will inform decision-making and conservation action; these activities are a vehicle for involving people in valuable and interesting work on mammals; they provide The Mammal Society with a powerful opportunity to establish its position at the core of mammal research and science-based conservation.  In developing this role, The Mammal Society has unique strengths, such as its reputation for scientific integrity, its long-term, loyal and active membership, and the publication of its highly respected journal, Mammal Review. 

2.2 Operational Aims 2009 – 2015

The following operational aims for Surveys and Monitoring have been identified:

- Involve >20% of The Mammal Society’s membership in surveys and monitoring by 2015

- Increase The Mammal Society’s involvement in the Tracking Mammals Partnership

- Establish a strategic mammal monitoring programme that delivers at least two completed national projects by 2015

- Complete at least three tactical mammal monitoring projects and plan successors

- Undertake at least one regional / single-visit survey and/or research project each year.

 

3.1 Analysis

‘The only membership organisation involved with the study and conservation of all British mammals’ is our strapline.

This affirms our vision for involvement in evidence-based conservation, alongside our more traditional role as a scientific body.  This vision embraces the sound management of mammal populations and the sustainable resolution of conflicts between people and wild mammals.  As the only group with these over-arching concerns, and mindful of its strong scientific roots, it is important that The Mammal Society contributes to Government policies and strategies that affect mammals, and responds fully and promptly to consultations.  In providing advice on mammal issues, The Mammal Society should make the greatest possible use of the knowledge and expertise that exist within its membership.  Where it feels it is necessary and appropriate, The Mammal Society will be proactive in making its evidence-based position clear on mammal issues.

3.2 Operational Aims 2009 – 2015

The following operational aims have been identified:

- Establish a lead role for The Mammal Society in relevant UK Biodiversity Action Plans (BAPs)

- Ensure effective input on mammal issues to relevant country BAP habitat/species expert groups

- Promote good practice in mammal research, conservation and management

- Contribute to appropriate practical conservation projects

- Increase The Society’s contribution to and support for mammal recording

- Plan and promote a Mammal Atlas project as a focus for recording effort

- Respond promptly to relevant consultations and present The Society’s evidence-based position on other mammal issues

 

4.1 Analysis

Raising skills internally, to the highest level possible, is vital for maximising the potential of The Mammal Society to achieve its aims for mammals and people.  Any gaps in the skills required for achieving the efficient running of The Mammal Society need to be identified and addressed via training, mentoring and a culture of continuous professional development (CPD).

Provision of high quality training for members and volunteers, and monitoring the quality of their contributions to surveys, will give The Mammal Society and others confidence in our work.  Our standing within collaborations and potential for winning grants will be stronger if we occupy a knowledgeable and respected position. We must also ensure that we maintain high standards in our publications and training courses, for which we have a well-deserved good reputation.

Beyond The Mammal Society, it is beneficial to our aims to improve the status and knowledge of mammals if others involved in mammal conservation and/or research are as skilled as possible.  The Mammal Society has a crucial skill-raising role here through its training programme, publications and conferences.  Trainers are a valuable resource, and The Mammal Society should engage with them more closely and keep them informed.  Disseminating current findings and promoting best practice guidelines in the appropriate format for various user groups will ensure that resources invested in mammal work in Britain and Ireland are maximised.

 

4.2 Operational Aims 2009 - 2015

The following operational aims have been identified:

- Assess skill levels and training needs among staff and Council annually

- Plan and initiate an annual training/CPD programme for staff and Council

- Develop a skilled, active membership to contribute to The Mammal Society’s survey work

- Raise skill levels among professional mammal workers

- Increase the income generated annually by training courses to >£100,000 by 2015

 

5.1 Analysis

Governance is ‘the systems and processes concerned with ensuring the overall direction, effectiveness, supervision and accountability of an organisation’. In the Third Sector (which includes charities such as The Mammal Society), trustees take ultimate responsibility for the governance of their organisations.

5.2 Operational Aims 2009 - 2015

The following operational aims have been identified:

- Organise Council’s and committees’ affairs so as to guide The Society’s work effectively

- Clarify the composition, role and responsibilities of Management Committee

- Ensure that the division of roles and decision-making responsibilities are clearly understood by The Society’s members and staff

- Enable staff and volunteers to contribute effectively towards meeting The Society’s strategic objectives

- Establish a culture of sound project management in all The Society’s activities

- Review Council’s byelaws to ensure they are current and relevant

- Establish a network of Regional Organisers

- Re-establish effective partnerships with County Mammal Recorders and Local Mammal Groups.

- Establish one or more Regional Offices by 2015

 

6.1 Analysis

The Mammal Society is a membership-based charity.  Members are its lifeblood; they provide the energy and wisdom that drives it; recruiting, involving and retaining a supportive membership generates a source of both financial and voluntary support; an actively engaged membership underpins The Mammal Society’s long-term survival and its ability to meet its objectives for mammals and people.

 

6.2 Operational Aims 2009 - 2015

The following operational aims have been identified:

- Increase net member numbers by >10% per annum, aiming for >3,000 members by the end of 2015

- Increase the annual retention of current members to 90%

- Increase the amount of financial support that we get from existing members.

 

7.1 Analysis

Effective use of communications is central to the promotion of The Mammal Society and the achievement of its strategic objectives for mammals. An integral and very important part of The Society’s communications is its publications, for which it has earned a reputation for scientific excellence. 

7.2 Operational aims 2009 - 2015

The following operational aims have been identified:

- Make effective use of the media to promote The Mammal Society and its work on mammals

- Build effective communications into the planning and execution of all The Mammal Society’s activities

- Seek to establish co-operation and partnerships with other organisations where these would benefit The Mammal Society's work

- Produce publications that are attractive, scientifically sound and well-planned

- Run flagship events such as conferences and symposia to promote The Mammal Society and its strategic objectives

- Manage internal communications within The Mammal Society to meet the needs of members, staff and Council in pursuit of strategic objectives

- Increase the income generated by communications and publications

 

8.1 Analysis

The Mammal Society faces important opportunities and challenges over the next six years. We face increasing competition for resources - from other mammal-focused organisations as well as from non-mammal organisations that are broadening their brand to incorporate all biodiversity - at a time when Britain and Ireland are in a period of deep economic recession. Fortunately we have strong financial reserves, and have invested in some important elements of infrastructure.

The Mammal Society’s approach to raising and managing its money should be based on these two key principles:

1. Delivery of sustainable income growth into the future

2. Aiming to spend the money we raise as effectively and quickly as possible, whilst retaining adequate financial reserves

 

Working from these key principles, we examine The Mammal Society’s pursuit of financial security under the headings below:

A. Income generation

Growing unrestricted income should be a priority for The Mammal Society. The rate at which we can add to our recurring work programme is – to a great extent – determined by the rate of growth in our dependable, unrestricted income streams. Although we should continue to seek further restricted income to fund specific projects, achieving greater growth in unrestricted income must underpin this.  The following are key components of income generation:

- Income from membership

- Income from other individuals

- Income from sales – publications, training courses and other trading activities

- Income from institutions – grants, trusts and corporate supporters

 

B. Managing the money

The diversity of our income streams provides financial stability and independence. This is fundamental to our continued success; enhancing and growing these sources will allow us to direct the money to where it can help fulfil our strategic objectives most effectively.  These are the key components of prudent financial management:

- Financial reserves – getting the balance right

- Financial planning and modelling – knowing where we’re going

- Accountability - to our members, supporters and donors

- Compliance and opportunity

 

8.2 Operational aims 2009 - 2015 (Income generation)

The following operational aims have been identified for income generation:

- Grow our income and increase the proportion from secure and sustainable sources

- Increase the level of financial support from existing members and supporters

8.3 Operational aims 2009 - 2015 (Managing the money)

The following operational aims have been identified for ‘managing the money’:

- Identify and implement ways of delivering our activities more cost-effectively

- Build good financial planning into all our activities

- Maintain and update robust systems of financial control to ensure proper use of The Mammal Society’s funds

 

8.4. Resourcing – the six year financial plan

We need to take stock of our planned activities over the next 6 years and map out the trajectory of finances over that period. Each annual budgeting round should be undertaken within this context and the 6 year plan reviewed and amended to take account of the previous year’s performance and the next year’s priorities.  The main purpose is to anticipate the funds likely to be available and therefore assist us in our decision-making and prioritisation of activities. It can help us to see how longer-term spending commitments such as new permanent staff posts will impact on reserves without corresponding growth in income, thereby focusing our attention on the need for proactive fundraising activities.