The front page of Veterinary Times on 1 June bore the headline ‘Staff back RCVS as great workplace’. This reflected our coming 30th in the top 100 Best Workplace Awards (medium-sized category), run by the Great Place to Work Institute , beating the likes of Coca Cola, Office Angels and General Mills. [See my previous blog for details.]
This was pleasing news in itself, but it was also particularly great to see that headline in print, because one of the exercises carried out back in 2013, as we put together our 2014-16 Strategic Plan, was imagining the headlines we would like to see on the front page of the vet press in three years’ time: the RCVS being a great place to work was one of them.
Clarity of vision
The moral of this story is that when you have a specific goal in mind, and especially when you can articulate and visualise how it might look in print, it has a much greater chance of being met.
This is why our Strategic Plan is full of very specific goals, which were developed out of a process that involved staff, Council and, through the First Rate Regulator Project, the profession and public at large. Some organisations shy away from specific objectives – it’s too easy to be called on them if they are not met. But plans without bite are inevitably left on the shelf to gather dust.
And so I would like to reassure you that, 18 months into our current three-year plan, we have either met, or are on target to meet, the majority of our objectives. The list of actions yet to be tackled is manageable, and one which we may yet add to before 2016 is out.
But don’t just take my word for it. In addition to the excellent headline in the Veterinary Times, a further testimonial to our hard work could be seen in the Veterinary Record recently (30 May 2015).
Here, veterinary surgeon John Dinsdale was kind enough to praise our Professional Conduct team, specifically highlighting the positive changes that have been made in our concerns-handling process and improvements in communications. This work has been part of our Strategic Plan objective to ‘reduce the time it takes for a complaint to be concluded in a fair and transparent manner’. Mr Dinsdale also commented positively on our trial of an alternative dispute resolution process (ADR), another of our Strategic Plan objectives.
A third piece of recent external validation came in the form of the independent Chair of our Audit and Risk Committee, Liz Butler, giving our current IT projects, which include an upgrade of our database, a new online Practice Standards system and a new IT system for our Professional Conduct work, a clean bill of health.
You can find a full update on our Strategic Plan progress in my CEO Update to Council, available online as part of the June Council paper bundle.
We will soon be starting the process of developing our 2017-19 Strategic Plan, and I will continue to push for sharp, meaningful objectives of the kind that you can sum up in a positive headline. Of course, by being specific you could set yourself up to fail, but it is better to fail to reach a stretching goal than meet a feeble one. Of course, to set yourself stretching goals and meet them is even better!
Finally, following our very successful journey to Edinburgh the other day to hold the first RCVS Council meeting outside London in living memory, here’s a quick video update outlining the main discussions and decisions from the day…