BCS Trustees have developed their strategy over the last five years to try to improve all of these,and recently invested some of BCS’ hard earned reserves to give these programmes a muchneeded investment boost. Trustees believed that a step change was essential to achieving BCS’objectives in a way that was relevant to the 21st century. It is important to note that more thanhalf of the investments in the various transformation programme activities have been investmentsin directly improving the benefits and services to our members, and creating much greater capability for our members to participate in BCS in general and therefore help deliver our goalsmuch more effectively in future. This development work continues and nearly all of the remaininginvestment in the programme is in areas that will directly assist our members.Those BCS members who have called the EGM don’t feel that this is an appropriate strategy andargue that BCS should go back to the pre1984 model. Although not stated explicitly in the motions,this means that their strategy could result in having to give up both our Royal Charter status andour charitable status. This has in fact been stated as something that should be considered by atleast one of the signatories.BCS Trustees totally reject this regressive option, and ask BCS members to fully endorse their strategy and the investment needed to carry forward the changes in the transformation programmein a timely manner. The majority of BCS members, those involved in the study and practice of computing, IT professionals and employers have all asked us to make these changes which theybelieve are required for the modern world.The choice for BCS professional members with regards to these resolutions is very clear.
Tosupport the BCS Trustees and keep the momentum going to develop the IT profession and tohelp those who study and practise computing or stop all of this progress in its tracks and takeBCS back thirty years.
The Trustees totally reject the claims that they have not performed their duties to BCS to a veryhigh standard and request the professional membership of BCS to support their work, vision andstrategy. The Trustees urge the professional membership to show their support by rejecting(DISAGREE) resolutions 1, 2, 3 and supporting (AGREE) resolutions 4, 5, 6 and ‘special’ asfollows:
Resolution 4.That the BCS professional members endorse the strategy adopted by the Trustee Board ofdeveloping BCS into one of the world’s leading professional institutes for IT
As part of this strategy, BCS Trustees developed a new vision, mission and five strategicobjectives. These are as follows:
To be a world-class organisation for IT
To enable the information society
To address the challenges of the 21st century the Institute has five strategic objectives:1.Bridging the gap between education practice and research2.Giving practitioners the professional development and career support they deserve3.Informing public policy on how IT can contribute to society4.Ensuring everyone benefits from IT5.Championing the global IT profession