STRATEGIC OBJECTIVE 1: INCREASE BOTH UK AND INTERNATIONAL MEMBERSHIP

Offer a referral scheme with 25% off membership for one year when you recommend a new full member.

Discover the process and limitations for implementing a % discount offer for those who recommend a new member with the new website provider.

7.5% of members based on 2023 membership figures (roughly 30) recommend new members.

15% of members based on 2023 membership figures (roughly 30) recommend new members – a total of 60 within two years.

At least 50% of the new members joined since 2023 as part of the scheme (15) continue their membership into 2025.

Develop “Practitioner Mixers” where BELMAS offers commercialised visits to MAT and Schools across the four jurisdictions within the UK.

Plan what a “Practitioner Mixer” looks like, and what the membership would expect from an opportunity using the organisation’s annual feedback survey.

Trial a “Practitioner Mixer” in England as a pilot scheme and consider and review any learnings from the process.

Build relationships with potential MATs across the UK to plan for the full Practitioner Mixer launch in 2025.

First two Practitioner Mixers within the UK launch, with full plans in place for the other two jurisdictions to take place in 2026.

At least 10 sign ups per Practitioner Mixer and to planned budget.

Introduce a two-tiered membership with the launch of a BELMAS Fellowship.

BELMAS Fellowship Working Group defined ready for 2024.

BELMAS Fellowship Working Group report to the Trustee Board that considers requirements, benefits, process for selection and timeframe, post-nominals and fees.

Fellowship of BELMAS launched with 10 applications in the first year and the first fellows selected.

Development of an online global mentoring programme for leaders in education.

Mentoring Programme Working Group defined ready for 2024.

Mentoring Programme Working group report to the Trustee Board that considers application process of mentors and mentees, training, facilitation and pairing and contingencies for poor mentoring/issues arising.

20 mentees signed up and paired with a mentor.

75% of mentees rate the experience from the mentoring programme as GOOD or EXCELLENT.

Review RIG Processes to ensure that they are welcoming, open, utilised and sustainable.

RIG Review conducted in partnership with current RIG Convenors and through a membership survey.

First RIG Convenor meeting to take place facilitated by the BELMAS Office.

RIG Handbook written and circulated to include new RIG procedures and processes.

Two RIG Convenor Meetings held with the BELMAS Office with Convenors attending at least 1 of the meetings.

Review of new RIG procedures at RIG Convenor Meetings.

All RIGS considered active with an appointed convenor and holding at least two RIGS per year.

Review of RIG engagement figures including membership engagement and RIG meetings held against 2022 figures.

Two RIG Convenor Meetings held with the BELMAS Office with Convenors attending at least 1 of the meetings.

All RIGS considered active with an appointed convenor and holding at least two RIGS per year.

Conduct a Membership Satisfaction Survey

First annual membership survey with a 10%. membership participation and use data to improve services and inform the movement of the Strategic Plan for 2024 and 2025.

Annual membership survey with a 15% membership turnout, and an average of over 3/5 satisfaction rating.

Annual membership survey with a 20% membership turnout, and an average of over 3.5/5 satisfaction rating.

Improve the communication between BELMAS and its members.

Launch of new website in Spring 2023.

Review current statistics of followers on social media (LinkedIn and Twitter), email open rates and website views by end of 2023.

Review of current communication methods including the newsletter and social media.

Use the Membership Satisfaction Survey to review the organisation’s communication rating and to inform any improvements.

Create a communications strategy that sits alongside the strategic plan of the organisation.

Use the Membership Satisfaction Survey to review the organisation’s communication rating in comparison to 2024.

Increase in followers on social media (LinkedIn and Twitter), email open rates and website views by 20%.

Set up an “Institutional Partnership Programme” with University Education departments or other organisations that deliver Level 7 standard qualifications in Education Leadership to pay an annual subscription which in return provides 1 YEAR membership to Masters Students on Education programmes.

Identify and determine which institutions in the UK and Internationally would be interested in the Institutional Partnership Programme.

Draft agreement template for the Institutional Partnership programme seeking advice where necessary.

Pilot of the Institutional Partnership Programme with at least one provider.

Review value of the Institutional Partnership Programme through engagement with the Masters Students.

Review the number of Masters Students on the pilot of the Institutional Partnership Programme in 2024, and how many of those bought memberships in 2025.

3 active partnerships in place on the Institutional Partnership programme, providing an additional income of at least £5,000.

Review of the value of International Partnerships and establish meaningful links that provides physical member benefits.

Production of a BELMAS online publication that is open to practitioners to publish in that has peer reviewed articles.

Review all current international and UK partnerships, reviewing and signing new MOUs where relevant.

Hold two joint events, one with a UK partner and one with an international partner that attracts at least 2.5% of the BELMAS membership for each.

Hold two joint events, one with a UK partner and one with an international partner that attracts at least 5% of the BELMAS membership for each.

N/A

Establish an editorial panel for discussing the launch of a practitioner-focused online publication.

First issue of the practitioner-focused publication launched and to planned budget.