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Notes from the SCAR President, number 27 (23 July 2010)
SCAR Strategic Plan – Part 4
Colleagues,
To close this phase of consultation on the SCAR Strategic Plan (rev. 4.1), this Note covers the final two sections – Resources (Finances) and Momentum and Continuity. By Monday, a new revision of the Plan will be widely circulated so do not expend effort considering the wording in the sections of Rev. 4.1, but consider the concepts presented. The next Draft is a major re-write of the Plan based on the feedback and comments received to date. There will be ample opportunity to comment during our meetings in a few days and through the end of the calendar year. As a preview of the changes to the Plan, a revised version of the summary is attached.
Resources - SCAR adheres to the highest accounting and ethical standards in all of its financial activities while ensuring balanced budgets and a reserve AND aligns financial allocations with SCAR's strategic goals. SCAR faces a challenge in matching available funding to demands on resources while maintaining a healthy and vibrant organization. SCAR's greatest resources have been, and will continue to be, the willingness of the community to volunteer time and the in-kind support provided by its Members, but these resources are not limitless. SCAR's core funding comes from membership fees and grants and contracts from external sources. External funds minimize increases in membership fees but often come with additional tasks. Yearly financial information is presented based on aspects of the mission and this information will be used to assess the alignment between allocation and organizational goals. Inflation and the increased costs of doing business will require an increase in membership fees or a reduction in activities.
Guiding Questions - Finances
- Are there other sources of revenue SCAR should be pursuing? What are they?
- What should the balance be between membership fees and external funds, given that most external funds include additional work?
- What efforts should be made to enlarge the pool of SCAR volunteers?
- Is the financial reporting understandable and efficient? How could it be improved?
- Are there better ways to set priorities? If so, what are they?
- Do allocations match the mission and goals of the organization? If not, how should allocations be changed?
Momentum and Continuity - SCAR aims to mentor and nurture the next generation to ensure continuity in leadership and build capacity AND engages in continuous improvement through review, assessment as to progress, and revision of plans as necessary. The Strategic Plan will be reviewed at the biennial SCAR Delegates meetings and revised as necessary. A Work Plan and budget will be presented to the Delegates at biennial meetings as components of an overall implementation plan. Strategic and implementation plans for Communications; Data and Information Management; Capacity Building, Education and Training; and other aspects of the SCAR's mission will regularly be reviewed, assessed as to progress toward explicit objectives, and revised to adjust to changing conditions.
Guiding Questions
- Are mentoring and nurturing activities adequate? What other tools might SCAR implement?
- Are the reviews cycles frequent enough? How often should they be?
- Are there other actions that should be taken to ensure smooth transitions in leadership?
- Are we effectively reaching Antarctic communities in your country and in not, how can communication be improved?
- Do you have other ideas about how to build on the momentum of the last decade?
I look forward to seeing everyone in Buenos Aires when we will continue discussions of the Strategic Plan. Safe travels!-
Chuck K.
President of SCAR
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