Foreword
As National President of the RMAA, I took as my theme "Progress through Change and Partnership" and I am both proud and delighted to have been actively involved in this year of progress for the Association. I am greatly encouraged by the recent accomplishments and developments which have occurred since my appointment. The progress to date is embodied in the new "Strategic Plan" for the RMAA which will take us beyond the year 2006.
Members and Branches have worked very closely to agree the kind of RMAA we want to be. In order to support and encourage continual progression, we must recognise and build upon the knowledge and skills which we have acquired and project these into future undertakings. This is an opportune time to reflect on our past achievements and to directly address the opportunities and challenges of the future.
I believe that the concept of "partnership" instigates as a central theme has been substantiated by the positive results which have emerged over recent months.
Clearly, we have reached a significant stage in a very short time and I sincerely hope that the enthusiasm and spirit of hope and goodwill which has been characteristics of our members will continue and indeed increase as we work in partnership to help provide an environment which will make us all proud of the Association.
Kemal Hasandedic MRMA
National President RMAA
Corporate Strategy
When I was appointed I told the Board that my priority would be "Making the RMAA Work". Making our Association the best is of course a collective task. It's about our future - a vision of what we want the RMAA to be. It is also the framework within which we address the key issues facing the Association as outlined in this document. It is the foundation for moving forward together.
The strategy has not been produced overnight - on the contrary it has emerged from robust and lengthy debate and my thanks go to all who have contributed so much to that process.
We need nothing less than a complete change in the way we deliver services to our members and in how we work with one another.
We must become an association which:
- Consistently delivers services of the highest quality;
- Is committed to best practice and innovation;
- Develops trust and mutual respect between staff, board, branches and our members.
Culture change involves everyone but I recognise and accept that it has to be supported and driven from the top. I want to see a culture in our association which is open and participative, where fear and dependence are removed, where innovation is encouraged and mistakes tolerated and regarded as learning opportunities.
I want to create a climate where staff and members who make things happen will be valued and supported. I want to see working arrangements introduced which are based on partnership and trust.
It is also important that in moving forward we recognise and build on what has been achieved and take pride in all the things we do well!
This strategy is simply the beginning - the real work of implementing the proposals set out in the next pages involves everyone. It's up to us to make the vision a reality.
Kate Walker
Chief Executive Officer RMAA
Strategic Aim
- Working together to promote, enhance and development
Records and Information Management and the RMAA.
- The focus of our aim is on members and industry.
Values
As a professional association we are committed to:
- Meeting the needs of our members;
- Being courteous, helpful, fair and honest;
- Working together as a team;
- Showing respect for one another;
- Operating in an open and accountable manner;
- Demonstrating equality of treatment for all;
- Promoting innovation and best practice.
Strategic Areas
Specific strategic areas were identified as a result of a process which included:
- List strategic strategies
Our Customers (Members)
Statement of Intent
We are committed to meeting the identified needs of our members and to that end we will
develop defined service standards and will regularly review and publicise our performance against
these standards.
Actions
Our Customer Service principles will be published in a RMAA "Customer Service Charter".
Under this charter we will:
- List the services for which RMAA is responsible;
- Define the standards which the membership has the right to expect;
- Inform the member of these standards and invite their comments;
- Advise on the procedures to be followed in the event of complaints about our services;
- Publish annually, in a clear and concise form our performances against the set standards;
- Review our customer service policies to take account of member opinion;
- Set annual targets and carry out regular appraisals of performance;
- the attainment of appropriate accreditation.
Our Public Image
Statement of intent
The RMAA will publicise and promote the Association and Profession in order to maximise the image of the industry.
Actions
The RMAA will through a programme of planned and sustained actions, develop a corporate identity, establish a positive image and maintain good relations between the RMAA and its members.
We will:
- Prepare a corporate public relations strategy and objectives;
- Improve the communication processes between the Board, Branches and members;
- Provide our members with timely and relevant information about RMAA activities;
- Develop the use of RMAA’s identity in order to assist users to identify with RMAA services;
- Develop a public relations programme through schools in order to inform and influence the
professionals of tomorrow;
- Train members and staff in good public relations practice;
- Survey our members to obtain their views on the RMAA’s performance;
- Market the RMAA’s services and facilities in order to ensure that we continue to meet member needs.
Financial Management
Statement of Intent
The RMAA will plan the Association's financial affairs in order to ensure that short and long term objectives are adequately funded and will ensure that sound financial systems are in place which encourage accountability and value for money.
Actions
The RMAA will take all appropriate steps to investigate and secure sources of alternative funding to support the financial strategy.
We will:
- Develop a financial planning strategy which includes medium and long term proposals;
- Involve both Directors and Branches in the compilation of these plans to ensure that they are
acceptable and affordable;
- Require financial plans and investment appraisals to support major capital proposals prior to inception;
- Implement modern financial management systems which are relevant and effective in meeting
user needs;
- Ensure that budgetary auditable policies and procedures are in place to monitor and control
expenditure;
- Pursue all external funding sources (both private and public).
Profession Development
Statement of Intent
The RMAA will work in partnership with others to maximise profession understanding and acceptance.
Actions
An action plan will be drawn up for approval by the Board. The plan will identify local and
international needs and target areas of disadvantage. It will also seek to maximise the
achievement of alternative funding for projects.
Priorities include:
- Targeting Social Need to maximise the potential for jobs to be created / sustained in areas;
- Skills Development to assist individuals to attain accredited qualifications in order to enhance their employment prospects;
- Publicity to make the community aware of the RMAA’s role and to encourage submission of proposals;
- Evaluation to develop processes to assist the evaluation of applications, the monitoring of progress of projects and the assessment of outputs.
Chapters and SIG’s (Special Interest Groups)
Statement of Intent
The RMAA recognises the valuable contribution made by Chapters and SIG's within the Association.
The RMAA will encourage the development of Chapters and SIG's to promote the industry and the association to a wide audience.
Actions
The RMAA will take positive steps to maintain and improve good relationships within our membership and will develop an integrated strategy to develop Chapters and SIG's where required.
We will:
- Promote contacts between Branches, Chapters and SIG’s within the RMAA;
- Cooperate with Chapters and SIG’s to develop programmes of activities;
- Assist by way of advice and/or financial support the establishment, operation and development of Chapters and SIG’s;
- Review arrangements in relation to the involvement of Branches and SIG’s in RMAA’s professional
development programme;
- Develop both formal and informal relationships with other statutory organisations engaged in Information/Records Management;
- Provide training content and capacity building for Chapters and SIG’s;
- Target specific areas where pressing community issues are identified and proposal solutions in cooperation with local members;
- Investigate the resource needs and suggest how these needs should be met;
- Encourage the preservation and display of all aspects of the RMAA and the Information / Records
Management Profession.
Management Systems
Statement of Intent
The RMAA is committed to management, information and communication systems which make use of the most up-to-date appropriate technology and which facilitate decision-making in all areas of the association and contribute to public awareness of RMAA activities.
We will:
- Review existing and identify future information needs;
- Examine current systems and practices and develop a plan for improvements / replacement;
- Explore the potential for the introduction of appropriate new systems;
- Plan management systems;
- Develop internal systems specifically designed to assist members to communicate with the
Association and to be aware of the services offered.
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