Once this plan has been agreed, it will form the focus of a consultation with members before the Annual Conference. Subsequently, it will be the basis of an open forum discussion at the Annual Assembly during the Annual Conference when members and non-members can comment on its proposals. The plan will then be consulted on via all PSA networks (eg specialist groups and committees) and also through external stakeholder networks to encourage involvement from a more diverse range of groups than we engage with currently. Once agreed, the evaluation metrics set out in Appendix One will be reviewed, and formal three-yearly review dates set. An annual business plan for 2017 will then be distilled from these strategic aims, and each member of staff will be responsible for drawing down annual objectives from the plan for their area of responsibility. This process will happen each subsequent calendar year and will feed into each of the reviews. These planning tasks will be led by the new Chief Executive Officer starting in Spring 2017, with support from the PSA staff. The results of the three-yearly reviews, which will be undertaken by an independent assessor and made available as an Executive Report, will be disseminated widely to increase the visibility of the PSA and promote the changes it is making towards being a more inclusive, forward-thinking, diverse association for the promotion of politics.
Evaluation metrics By 2020, we will have: By 2023, we will have: By 2026, we will have: Publications -developed closer collaborations between PSA staff, SAGE and all editorial teams, evidenced by regular coordination meetings and a new publications policy with clear measurable objectives for each publication -increased the reach and impact factor of all PSA journals -evaluated the benefits of Political Insight and repositioned it -discussed and agreed with the Executive Committee a feasibility study for a new PSA open access journal -increased the inclusion of each of the diverse groups monitored across our activities, based on diversity audit data (also see equality & diversity section) -regular productive collaborations between PSA staff, SAGE and all editorial teams, with revised evaluation metrics to reflect the aims of the new publication policy -increased the reach and impact factor of all PSA journals -increased the inclusion of each of the diverse groups monitored across our activities, based on diversity audit data (also see equality & diversity section) -regular productive collaborations between PSA staff, SAGE and all editorial teams, with revised evaluation metrics to reflect the aims of the new publication policy -increased the reach and impact factor of all PSA journals -increased the inclusion of each of the diverse groups monitored across our activities, based on diversity audit data (also see equality & diversity section) Evaluation metrics By 2020, we will have: By 2023, we will have: By 2026, we will have: Teaching & skills -conducted a strategic review and revision of the teacher’s membership offer based on market research to position it as the ‘must-belong’ membership organisation for school staff teaching politics and related disciplines -monitored progress on new revised evaluation metrics to reflect the provisions of the new teacher’s membership offer -to proactively dialogue with key government actors to develop -new revised evaluation metrics to reflect the provisions of the new teacher’s membership offer -to proactively dialogue with key government actors to develop hard and
-developed and agreed new impact metrics for demonstrating the importance of the PSA to members and more widely for public benefit -discussed and agreed a feasibility study on increasing international visibility/membership of the PSA (see also Membership section & Marketing & Communications section) -discussed and agreed a feasibility study on the accreditation of skills training and/or CPD (see also media training in Marketing & Communications section) -trialled a ‘political scientist in residence’ scheme with a national non-academic organisation and evaluated the results to inform future initiatives -increased the inclusion of each of the diverse groups monitored across our activities, based on diversity audit data (also see equality & diversity section) -monitored progress on new impact metrics for demonstrating the importance of the PSA to members and more widely for public benefit -increased the inclusion of each of the diverse groups monitored across our activities, based on diversity audit data (also see equality & diversity section) -monitored progress on new impact metrics for demonstrating the importance of the PSA to members and more widely for public benefit -increased the inclusion of each of the diverse groups monitored across our activities, based on diversity audit data (also see equality & diversity section) Evaluation metrics By 2020, we will have: By 2023, we will have: By 2026, we will have: Communication & Marketing -initiated and/or participated in more media opportunities year-on-year in order to increase the visibility of the PSA -developed new evaluation metrics for measuring the outcomes of media work (eg quantity and tone of media coverage, potential reach etc.) -initiated and/or participated in more media opportunities in order to increase the visibility of the PSA -monitored progress on new revised evaluation metrics for -initiated and/or participated in more media opportunities year-on-year in order to increase the visibility of the PSA -monitored progress on new revised evaluation metrics for measuring the outcomes of media work
-promoted our new E&D strategy across all areas of the PSA’s activity to ensure our community is aware of its aims and how they can contribute -nearly completed the accreditation process with Athena Swan as a visible statement of our commitment to a more diverse organisation -developed clear measurable diversity data targets benchmarked against market data, to hold ourselves to account -increased the inclusion of each of the diverse groups monitored across our activities by 5%, based on diversity audit data (also see Membership section) -completed the accreditation process with Athena Swan and continued to work with their framework and promoted it across our communities as a visible statement of our commitment to a more diverse organisation -increased the inclusion of each of the diverse groups monitored across our activities by 5%, based on diversity audit data (also see Membership section) -continued to work with the Athena Swan framework and promoted it across our communities as a visible statement of our commitment -increased the inclusion of each of the diverse groups monitored across our activities by 5%, based on diversity audit data (also see Membership section) Evaluation metrics By 2020, we will have: By 2023, we will have: By 2026, we will have: Finance, governance & staffing -conducted a strategic review of resourcing for membership and the provision of teaching resources and implemented recommendations -appointed and inducted a new CEO to assume leadership for the implementation of this strategy and to review and revise its direction as appropriate -reviewed the provision of office space and procured a cost effective alternative (by expiry of the lease in 2019) -monitored progress on new revised strategy based on feasibility studies/progress against objectives -monitored progress on new revised strategy based on feasibility studies/progress against objectives