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ARMS Strategic Plan 2020 - Updated March 2014

ARMS 2020 Strategic Plan Introduction The ARMS Executive held a meeting in Adelaide on the 25th of March to focus on operationalising the ARMS Strategic Plan. ARMS engaged Mark Douglas, a Business Strategists and Director of Ethos Australia to be the lead facilitator. The purpose of the review was to re-prioritise the strategic goals and measures detailed in the ARMS Strategic Plan 2020. These have been captured in this revised document. This document presents the Australasian Research Management Society’s Strategic Plan for the period 2012 to 2020. This plan is presented in five sections:

A. ARMS Plan on a Page

B. Member survey and SWOT summary

C. Purpose, Mission, Operating Principles and Key Strategic Goals

D. Our Strategy

E. Key Initiatives and Actions

F. Measures

Australasian Research Management Society


A. ARMS Plan on a Page

PURPOSE The Australasian Research Management Society (ARMS) is the leading organisation dedicated to supporting research excellence and the enhancement of the research enterprise through the professional development of research managers and administrators and the promotion of the profession of research management.

MISSION • Enhancing the interface between research and its operational and strategic management

• A strong and effective professional network of research managers and administrators at all levels

• Personal relationships, presentations, formal and informal meetings and publications

• Developing and promoting professional standards for research management in Australasia consistent with international best practice

• Representing the profession and advocating on members’ behalf.

VALUES We value:

A stronger, vibrant research sector in the region;

High standards of research governance, including the protection of integrity and ethics of research; and

The profession of research management as integral to the research endeavour

2012-2015 STRATEGIC GOALS & MEASURES

1. ARMS will lead and be a voice for the profession of research management in Australasia

2. ARMS will provide outstanding support for its members in networking, professional development and best practice sharing

3. ARMS will continue to grow its individual and corporate membership and embrace all research enterprises

4. ARMS will grow and diversify its financial base to enable realisation of its purpose, mission and strategy

80% or more of stakeholders agree that ARMS is the ‘leading organisation for research management and administration professionals in Australasia’

Member recommendation scores above 5.5 out of 7 (currently 5.3)

Grow total membership numbers to 1,500 by 2015 (currently 1,200); University representation at 60% or less of membership by 2015 (currently 80%)

Financial reserves of $0.5 to $1 mil (currently $0.5 mil); Conference generate less than 50% of total revenue by 2015 (currently 50%)

2012-2020 STRATEGY - THREE PHASES

Phase I – Create the Foundation, focused on the period 2012 to 2014, is about and fine-tuning existing activities and services and developing the financial base and infrastructure to enable ARMS to grow further and to make step-improvements. ARMS will concentrate on member retention and acquisition, with a strong focus on securing longer term membership of larger research institutes, corporates, statutory authorities and government agencies.

Phase II – Develop and Deliver, focused on the period 2015 to 2017, is about a step-improvement in all facets of ARMS’ activities - member support, networking, professional development and advocacy.

ARMS Strategic Plan 2020, Updated March 2014

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Phase III – Expand the Reach, focused on the period 2018 to 2020, is about broadening the focus to include research management and administration members across Asia-Pacific.

2012 ACTIONS

A. Improve governance and structure; B. Improve current services and activities (Professional development, Conference, Networking, Website and Secretariat; C. Build financial base; D. Commence peak body/advocacy activity; E. Gather and leverage membership data.


Section B: Member survey and SWOT summary Member survey An on-line member survey was conducted as a key input to preparing this strategic plan. 174 responses were received representing a 16% response rate. The key lines of enquiry related to soliciting members’ views on:

The purpose of ARMS

Best things about ARMS

Worst things about ARMS

ARMS’ overall performance

Industry trends

Future priorities.

The full results of the Member Survey are presented in Appendix A. The overall take-outs and conclusions include:

• ARMS’s performance is solid but not stellar

• Reasonable high/comforting renewal and recommendation scores

• Quite a lot of evidence of member support and affection for ARMS

• No obvious systemic or standout operational weaknesses

• Governance a key issue (for those in the know)

• In the main, ARMS is not adequately addressing the needs of corporate members

• There are signs of some Australian and NZ tensions

• Conference is the main thing – is ARMS a one-trick pony?

• Professional development not really delivering as yet

• Newsletter and website not meeting expectations

• Need to focus on future generations given age profile

• Some key differences between segments (engaged versus not engaged, junior versus senior, administrators vs managers)


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SWOT analysis This SWOT was formulated during a meeting of the ARMS Executive on 8 August 2011. Strengths

• A number of members have a strong affection for ARMS, evidenced by strong volunteer involvement and on-going commitment

• Relatively high market share; no direct competitor

• Expertise and knowledge of senior members

• Annual Conference

• There is immense power and benefit in the ARMS network

– Contacts

– Knowledge

– Support

• The ARMS brand is well known within the University research community.

Weaknesses/Problems/Constraints

• ARMS is highly dependent on volunteers

• Only two major sources of revenue (potentially risky)

• Management infrastructure very thin to support growth strategy

• Lack of clear direction and clear goals

• Operations not strategy focused

• Lack of clear roles and responsibilities and accountabilities (in particular between Executive and Chapters)

• Slow to respond to changes and opportunities

• While reasonably well recognised, the ARMS brand has little clout

• Not providing clear benefits to corporates

• Governance and election procedures and policy are unclear

• The overlap between governance and management is unclear

• Data on current membership is thin

• A one-size-fits-all model – no tailored offering for specific groups

• Don't have narratives to go ‘sell’

• No integrated (whole of ARMS) strategy and plan to grow membership

• Little dialogue between Chapters and Executive leading to a breakdown in trust and in communication

• ARMS is at the crossroads – need to act now!!!

Opportunities

• Professional identity and accreditation

• Importance of research and research management growing broadly


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• ARMS is associated with strong brands, particularly in the university sector

• Growth within the profession of research management

• New generation of research managers and administrators

• International and global markets

– Links

– Careers

– Accreditation/CPD

• Other associations interested in us

• More opportunities for collaboration and partnerships with related bodies

• Take a lead in policy and advocacy

• Take advantage of new online social network platforms.

Threats/Risks

• Competitor organisations (CRAG, KCA, ATEM, AAIR, CAUL)

• Specialist conference organisers

• Downturn in research funding leading to tighter budgets, fewer members then fewer attendees at Conference

• Government policy and resource allocation

• Meeting increasing expectations – overpromising and under-delivering

• Corporate members not renewing

• Conference attracts fewer paid attendees

• Apathy in ARMS generally

• Do nothing.


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C: ARMS Purpose, Mission, Operating Principles and Key Strategic Goals

ARMS Purpose and Mission The Australasian Research Management Society (ARMS) is the leading organisation dedicated to the promotion of the profession of research management and the support of research excellence, the professional development of research managers and administrators and the enhancement of the research enterprise. The Society achieves its Purpose through:

• Enhancing the interface between research and its operational and strategic management

• A strong and effective professional network of research managers and administrators at all levels

• Personal relationships, presentations, formal and informal meetings and publications

• Developing and promoting professional standards for research management in Australasia consistent with international best practice

• Representing the profession and advocating on members’ behalf.

ARMS Values:

• A stronger, vibrant sector in the region;

• High standards of research governance including the protection of integrity and ethics of research; and

• The profession of research management as integral to the research endeavour. ARMS Operating Principles These principles underpin the culture of ARMS. They’re intended as behavioural and operational benchmarks against which performance of the Executive, Chapters, Committees and all individuals involved in ARMS can be judged. If everyone ‘lives’ these principles ARMS will be well on its way to achieving its Purpose and Mission. The principles are:

• Passion for research

• Be effective and efficient

• Be accountable and transparent

• Be goal and future-oriented

• Act with integrity

• Be active and open communicators

• Be collegial and work together.


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Strategic Goals 2012 to 2015

Strategic goal As measured by

1. ARMS will lead and be a voice for the profession of research management in Australasia

80% or more of stakeholders agree that ARMS is the ‘leading organisation for research management and administration professionals in Australasia’ (currently not measured)

2. ARMS will provide outstanding support for its members in networking, professional development and best practice sharing

Member recommendation scores above 5.5 out of 7 (currently 5.3)

3. ARMS will continue to grow its individual and corporate membership and embrace all research enterprises

Grow total membership numbers to 1,500 by 2015 (currently 1,200)

University representation at 60% or less of membership by 2015 (currently 80%)

4. ARMS will grow and diversity its financial base to enable realisation of its purpose, mission and strategy

Financial reserves of $0.5 to $1 mil (currently $0.7 mil)

Conference generates less than 50% of total revenue by 2015 (currently 50%)

D. The Essence of the ARMS 2020 Strategy The ARMS 2020 Strategy is broken into three phases:

Phase I – Create the Foundation, focused on the period 2012 to 2014

Phase II – Develop and Deliver, focused the period 2015 to 2017

Phase III – Expand the Reach, focused the period 2018 to 2020.

Phase I is about fine-tuning existing activities and services and developing the financial base and infrastructure to enable ARMS to grow further and to make step-improvements. ARMS will cultivate a sound business methodology to ensure membership retention and acquisition, with a strong focus on securing membership of larger research institutes, corporates, statutory authorities and government agencies. The running of core ARMS activities and management will still be volunteer-based during Phase I.


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Phase II is about a step-improvement in all facets of ARMS’ activities - member support, networking, professional development and advocacy. ARMS will more aggressively position itself as a “peak body” of the profession. ARMS will introduce a new accreditation regime and offer accredited professional development programs. Web presence and virtual networks will be enhanced significantly. ARMS will have a CEO and small executive team to drive much of the improvement and development activity. Phase III is about broadening the focus to include research management and administration members across Asia-Pacific. By this time ARMS will seek to…

Be the leading voice of the profession

Be an active representative with sister organisations globally

Offer accreditation valued by members (ideally globally recognised)

Facilitate networking across the region

Have wide and deep membership across all research enterprises

Have a best-in-class executive team to drive strategy execution. E. Key Initiatives Phase I has five major streams of activity:

A. Improve governance and structure

B. Improve current services and activities

i. Professional development

ii. Conference

iii. Networking

iv. Website, and

v. Secretariat

C. Create financial base

D. Commence peak body/advocacy activity

E. Gather and leverage membership data.


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F. Measures of success We judge the success of implementing this strategic plan on the results of the following measures:

• Member growth – overall and by sector

• Member retention

• Conference attendance

• Financial reserves

• Number of nominations for Executive positions

• Chapter activity measures (events, PD programs)

• Average member scores on ‘overall performance’ and ‘recommendation’.

Documents

Australasian Research Management Society · Australasian Research Management Society ... Operating Principles and Key Strategic Goals D. Our ... University representation at 60% or