I hope everyone has the latest Cycle and have read about our new Strategic Vision for 2007 – 2012. Before I go along to the AGM, I would welcome your comments so that I can reflect on what SE members think.
There is also the motion on reducing the number of councillors, this will affect the SE and once again I would value your comments.
Barry Jordan SE Councillor.
Strategic Vision.
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thirdcrank
- Posts: 36740
- Joined: 9 Jan 2007, 2:44pm
I appreciate that this thread is directed at the South East but in the absence of anything else, I have looked for some sort of appraisal of the of the results of the 2000 Plan and have not found anything. That may well be because I am often clueless when it comes to searching the net.
However, before commenting on the new Plan, I for one would feel better placed if I could see how the CTC Council feels the last one went.
However, before commenting on the new Plan, I for one would feel better placed if I could see how the CTC Council feels the last one went.
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barry
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thirdcrank
- Posts: 36740
- Joined: 9 Jan 2007, 2:44pm
barry
IMO if you are going to solve a problem, you need to identify it. I would expect that 'The Way Forward' might be decided by reference to 'How we got here' or words to that effect. If you, as a councillor, have not been given an appraisal of the results of the plan just ending, I cannot imagine how you (or any of us underlings) can have an informed view of the one about to start.
I see the new plan has a summary of the present position which seems to include a couple of strange items e.g. reference is made to the UK's leading role in international cycle racing. I am at the very top of the list of admirers of our track team, but the keirin is a step away from the CTC*. I think the position of London as an 'engine' of cycling is controversial.
The summary does, in my view, completely avoid the big issue that has faced the CTC over the last decade: the period began in the optimistic glow of the National Cycling Strategy, soon followed by the New Labour vision of Integrated Transport and so on. The reality has been a period of targets being dumped, provision for cyclists deteriorating (e.g. railways) and in general little more than lip-service being paid to the promotion of cycling. The situation in London has been a by-product of congestion charging, and, apparently, the terrorist threat.
It seems that the CTC has decided that the golden goose will be govt., subsidy, be that direct or indirect. Fair enough. But the summary I have referred to shows the inevitable result of that approach: if you are going to the authorities with a begging bowl, it is best to doff your cap. (In social science speak this is called 'incorporation'.)
I will not get excited over this because it is already cut and dried. Publishing all this in Cycle just a couple of weeks before the AGM is not the way to create a lively debate.
(The next stage, when the CTC eventually decides to change the name of the Council to Board, with executive directors appointed for their financial nous, and a few non-execs (appointed from a display of nodding dogs in the Churchill ad) for their ability to nod, will be when the CTC openly supports the excercise bike as the way of avoiding danger on the roads.)
*And please, no fatuous comments about motorcycles in bus lanes.
(Edited to correct an incorrect quote.)
IMO if you are going to solve a problem, you need to identify it. I would expect that 'The Way Forward' might be decided by reference to 'How we got here' or words to that effect. If you, as a councillor, have not been given an appraisal of the results of the plan just ending, I cannot imagine how you (or any of us underlings) can have an informed view of the one about to start.
I see the new plan has a summary of the present position which seems to include a couple of strange items e.g. reference is made to the UK's leading role in international cycle racing. I am at the very top of the list of admirers of our track team, but the keirin is a step away from the CTC*. I think the position of London as an 'engine' of cycling is controversial.
The summary does, in my view, completely avoid the big issue that has faced the CTC over the last decade: the period began in the optimistic glow of the National Cycling Strategy, soon followed by the New Labour vision of Integrated Transport and so on. The reality has been a period of targets being dumped, provision for cyclists deteriorating (e.g. railways) and in general little more than lip-service being paid to the promotion of cycling. The situation in London has been a by-product of congestion charging, and, apparently, the terrorist threat.
It seems that the CTC has decided that the golden goose will be govt., subsidy, be that direct or indirect. Fair enough. But the summary I have referred to shows the inevitable result of that approach: if you are going to the authorities with a begging bowl, it is best to doff your cap. (In social science speak this is called 'incorporation'.)
I will not get excited over this because it is already cut and dried. Publishing all this in Cycle just a couple of weeks before the AGM is not the way to create a lively debate.
(The next stage, when the CTC eventually decides to change the name of the Council to Board, with executive directors appointed for their financial nous, and a few non-execs (appointed from a display of nodding dogs in the Churchill ad) for their ability to nod, will be when the CTC openly supports the excercise bike as the way of avoiding danger on the roads.)
*And please, no fatuous comments about motorcycles in bus lanes.
(Edited to correct an incorrect quote.)
Last edited by thirdcrank on 6 Apr 2007, 10:48pm, edited 1 time in total.
Thirdcrank
I had a sneak preview of the strategic Vision by accident when I was delving within the bowls of the CTC website after some other information. It could have been made more available to all at a much earlier date, but it appeared to be only there to allow CTC Councillors to view and comment.
Similar situation arose in the mountaineering world when a policy was put forward at an AGM. As it was an agenda item, the membership present duly discussed said policy and when it came to a vote it was rejected it as they wanted more time to consider it; Chairman was a little taken aback but coped well! This could still happen at the AGM if it is felt that insufficient time has been allowed for dialogue, and less than one month to consider a strategic plan for the next 5 years (although I note it starts in 2007!) could be considered as grossly inadequate. So it need not be a cut and dried affair, although I agree the CTC AGM may not be a ‘lively’ as the BMC AGMs! But the option for rejection is there.
I admit to owning an exercise bike, but it is not because I think roads are too dangerous!
I had a sneak preview of the strategic Vision by accident when I was delving within the bowls of the CTC website after some other information. It could have been made more available to all at a much earlier date, but it appeared to be only there to allow CTC Councillors to view and comment.
Similar situation arose in the mountaineering world when a policy was put forward at an AGM. As it was an agenda item, the membership present duly discussed said policy and when it came to a vote it was rejected it as they wanted more time to consider it; Chairman was a little taken aback but coped well! This could still happen at the AGM if it is felt that insufficient time has been allowed for dialogue, and less than one month to consider a strategic plan for the next 5 years (although I note it starts in 2007!) could be considered as grossly inadequate. So it need not be a cut and dried affair, although I agree the CTC AGM may not be a ‘lively’ as the BMC AGMs! But the option for rejection is there.
I admit to owning an exercise bike, but it is not because I think roads are too dangerous!
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Karen Sutton
- Posts: 608
- Joined: 9 Jan 2007, 11:18pm
- Location: Greater Manchester
My comments on the Strategic vision were that it was too long, repeats itself, and doesn't tell you very much.
I wonder when the proposal will be made for the Charity and the Club to become one?
I wonder when the proposal will be made for the Charity and the Club to become one?
Last edited by Karen Sutton on 4 Apr 2007, 8:40pm, edited 1 time in total.
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bikepacker
- Posts: 2311
- Joined: 5 Jan 2007, 7:08pm
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- Contact:
I think the CTC is undergoing a significant transformation rather like the British Mountaineering Council (BMC) and perhaps it is worth a comparison as it mirrors, to some extent, the CTC conundrum whereby some members are concerned the CTC is moving away from touring.
The BMC was originally formed by a number of clubs (for CTC parlance we should say DAs) and decisions were taken by representatives from the clubs: they could even call for a block vote and one representative from the club could vote by proxy on behalf of all the others. However, the ‘membership categories’ changed over the years to a point where there were more ‘individual’ members than ‘club’ members and the policies were changed. This caused considerable consternation amongst ‘club’ members, but the BMC continued with the changes to ensure it better reflected its membership base, many of which were not overly interested in traditional mountaineering, but were very keen on things like indoor climbing. The BMC continues to support the needs of traditional mountaineers, but also campaigns on behalf of all its membership.
Perhaps the CTC has looked at the cornucopia that constitutes it membership base and believes, either correctly or incorrectly as only time will tell, that while the DAs and cycle tourists form a significant part of the membership, there are many other folk that ride bikes who never do the cycle touring bit but still wish to support the CTC and the work undertaken on behalf of the cyclist and the changes they seek to implement reflect this. (I think Barrieu summed up the diversity of cyclists on p13 of the “How to Remove Jon Snow as CTC President” thread)
Hence the similarity with the BMC. Both the BMC and CTC face changes in its membership base and the reasons why people join such an organisation also change over time. This does not mean the CTC will not cater for the tourist, but it may mean that the CTC is not exclusively there just for the tourist. I suppose that in some ways, this is evolution, and the way things may evolve will not necessarily suit everyone. I note the CTC promotes itself as “The UK’s national cyclists’ organisation” and despite all the apparent shortcomings has membership levels at their highest point in almost 100 years - suggests to me they must be doing something right.
The BMC was originally formed by a number of clubs (for CTC parlance we should say DAs) and decisions were taken by representatives from the clubs: they could even call for a block vote and one representative from the club could vote by proxy on behalf of all the others. However, the ‘membership categories’ changed over the years to a point where there were more ‘individual’ members than ‘club’ members and the policies were changed. This caused considerable consternation amongst ‘club’ members, but the BMC continued with the changes to ensure it better reflected its membership base, many of which were not overly interested in traditional mountaineering, but were very keen on things like indoor climbing. The BMC continues to support the needs of traditional mountaineers, but also campaigns on behalf of all its membership.
Perhaps the CTC has looked at the cornucopia that constitutes it membership base and believes, either correctly or incorrectly as only time will tell, that while the DAs and cycle tourists form a significant part of the membership, there are many other folk that ride bikes who never do the cycle touring bit but still wish to support the CTC and the work undertaken on behalf of the cyclist and the changes they seek to implement reflect this. (I think Barrieu summed up the diversity of cyclists on p13 of the “How to Remove Jon Snow as CTC President” thread)
Hence the similarity with the BMC. Both the BMC and CTC face changes in its membership base and the reasons why people join such an organisation also change over time. This does not mean the CTC will not cater for the tourist, but it may mean that the CTC is not exclusively there just for the tourist. I suppose that in some ways, this is evolution, and the way things may evolve will not necessarily suit everyone. I note the CTC promotes itself as “The UK’s national cyclists’ organisation” and despite all the apparent shortcomings has membership levels at their highest point in almost 100 years - suggests to me they must be doing something right.
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thirdcrank
- Posts: 36740
- Joined: 9 Jan 2007, 2:44pm
thirdcrank wrote:I will not get excited over this because it is already cut and dried. Publishing all this in Cycle just a couple of weeks before the AGM is not the way to create a lively debate.
This may well be a big decision for the CTC but as far as this forum goes, not only is it cut and dried but it is dead and buried. It has now been on three days and there are posts from a couple of councillors and three of the 'usual suspects'.
Incidentally, bearing in mind what I wrote above, I checked the CTC homepage to see what it said about the last Big Plan. There is a link for a PDF download but it does not work. It must be my poor IT skills -
- I cannot imagine anybody would remove it intentionally, just when people might be looking for it.-
barry
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Philip Benstead
- Posts: 2097
- Joined: 13 Jan 2007, 7:06pm
- Location: Victoria , London
CTC’s Strategic Vision for the period 2007-2012
What do you think of this, come to the CTC AGM to have your say
CTC’s Strategic Vision for the period 2007-2012
Introduction
The over-riding concern of your National Council is to promote cycling for all people in a way that reflects the passion of our members and supporters for this life enhancing means of transport and leisure. We wish to build on our shared heritage and enthusiasm in ways that enrich lives and communities and are beneficial to our environment.
We believe that to do this we need a CTC that is innovative and thriving, a CTC that is open to all and a CTC that is built on fairness and inclusivity.
We need to protect and build on the vitality and diversity of today’s CTC and we need to ensure the organisation’s long term health and future. The current Council inherited an ambitious plan to carry us to our present position. We now offer the incoming Council in 2007, our members and supporters this revised plan as a basis for the work of CTC over the next five years. It is an exciting opportunity for all our staff and volunteers as we build from a position of considerable strength and a record of success.
We hope you will consider these plans as a framework for individuals, for organisations and for the many partners who work with CTC. We aim to maintain the very best of what we currently do, but we must continue to grow the reach and influence of CTC so that more people can share the pleasure and opportunities that cycling brings to lives.
There is much to do to bring this overall strategy to life and create the concrete plans needed for day-to-day activities but we look forward to working with you to achieve our vision for cycling.
Jill Kieran
Chair of CTC Council.
CONTENTS
Introduction by the Chair of CTC Council
Contents
Developing this strategic vision
Part I – Key Statements About CTC
What we do, our work, our vision and our values
Part II - CTC structure and function
CTC - the membership organisation
CTC Charitable Trust
Part III - Activities and strategies
1. CTC - the membership organisation
2. Cyclists’ Touring Club
3. CTC Charitable Trust
4. CTC training and education
5. CTC campaigning
6. CTC professional services
Part IV Internal strategies
Governance, organisation and structure
Volunteers, groups and other networks
Professional relationships
Financial strategies
Developing this strategic vision
CTC was founded in 1878 at a gathering of cyclists in Harrogate. Brought together as the result of a letter published in a contemporary cycling magazine during 1877, the Club was originally called the Bicycle Touring Club. This was changed to the Cyclists’ Touring Club in 1883. The Club was incorporated as a Company Limited by Guarantee in 1887.
Over the years CTC has become a broad alliance of members coming together through a mutual interest in cycling. This interest has sustained CTC and made it the robust organisation we see today. We believe that this strategic plan will help us build on past successes and provide members with an informed view of their organisation and its future direction. Volunteering is one of the cornerstones of CTC and we wish to set out a direction that will best support our volunteers in the future.
We also need to present the unified purpose of the CTC to the outside world so that other parties such as public bodies or funding organisations can have clarity about the mission, purpose and direction of the CTC.
Further to this the strategic planning process enables us to reflect on the core things we believe and the factors that influence our attitudes and behaviour, both as an organisation and as individuals. We believe that CTC’s values should be reflected in the way we conduct ourselves in our relationships and activities. We want to work together in a way that reflects our heritage and is supportive of individuals, groups and communities.
As well as focussing on our own expectations, a review of CTC’s strategies allows the organisation to reflect on political, economic and social changes since our last strategic plan.
Even a short list of examples shows the extent of changes since Vision 2000, our last strategic plan
• Foot and Mouth disease in 2001 changed the understanding rural economy works and active tourism.
• Obesity and climate are mainstream priorities for which cycling can offer solutions.
• London has become an engine of cycling growth with usage up 50%.
• Britain is a recognised international force in cycle racing.
• The Government appears to be heading for its target of a 40% reduction in road accidents.
• Cycling England, Cycling Scotland and the London Centre of Cycling Excellence are important and well-funded players on the national and regional cycling stages.
• The Government has made the voluntary sector a strategic priority. CTC is currently managing contracts and grants worth over a million pounds
We may not have known about these changes in 2000, but we created a plan flexible enough to develop with them. Now we must reflect on those changes and plan for the future.
A strategic planning process involving councillors, experts and staff has enabled CTC Council to set out the direction we intend to lead the organisation in the coming five years.
Council has set out these aspirations in three ways:
By publishing a set of key statements to clarify the Purpose, Mission, Vision, and Values of the organisation (Part I).
By setting out descriptions, objectives and strategies, derived from the Key Statements, of the main areas in which CTC expects to be working in 2012 (Parts II and III).
By identifying internal strategies that are needed to tie these individual plans together (Part IV).
CTC Council believes these plans reflect the aspirations of its members and describe the unique contribution this organisation makes to the world of cycling and wider society.
Over the coming months and years detailed plans for each area will be created, activities will take place and we will set up monitoring and feedback processes to ensure that implementation reflects the Key Statements and strategies set out in this document.
Allan Luxton
Chair of Way Forward Committee
Part I: Key Statements About CTC
The Purpose of CTC
We bring together the largest, most dynamic, most diverse, most passionate group of cyclists in the country as an independent organisation working for and representing cycling and cyclists.
Our Work
CTC is a membership organisation and a charitable trust united in providing leadership in cycling:
• CTC - the membership organisation - provides a comprehensive range of member services, activities, advice and protection for cyclists.
• CTC Charitable Trust widely promotes the benefits of cycling and access to cycling. It raises public and political awareness of the needs of current and future cyclists.
Our Vision
A future in which CTC is an innovative, thriving organisation of cyclists and supporters working to promote cycling for all people; cycling that is accessible and safe; cycling that is enjoyable and functional; cycling that enriches lives and communities.
CTC improves lives by promoting cycling for fair, inclusive and
sustainable access to health, mobility, transport and leisure.
Our Values
We conduct ourselves ethically and with integrity; our relationships and activities are based on trust and respect, cooperation and companionship. We work together in a way that is supportive, constructive, participative and democratic. We strive for continuing growth, learning and development of individuals, groups and communities.
Part II: CTC structure and function
Our organisation works through the twin structures: CTC - the membership organisation and CTC Charitable Trust.
Within each of these structures Council has identified areas of work that continue our current activities and form the basis of our future plans. It is important to us that these plans include everyone who cycles or may cycle in the future and enable us to reach out to communities that, with our encouragement and support, can share in the benefits of cycling.
We also create strategic alliances with organisations that share our objectives.
By 2012 our work will be divided between structures as follows:
CTC - the membership organisation
Bringing together the largest, most dynamic, most diverse and most passionate group of cyclists in the country in an independent organisation working for cycling and cyclists. We are knowledgeable, trusted and supportive, the organisation of choice for every cyclist.
Making cycling more accessible, safe, enjoyable or practical through membership, activities and services we improve health, mobility, transport and leisure. We promote enjoyment, interaction and sharing of knowledge between cyclists.
Cyclists’ Touring Club is the travel, holiday and leisure arm of CTC.
CTC Charitable Trust
Extending the benefits of cycling beyond our membership organisation.
Raising public and political awareness of the needs of current and future cyclists. The authoritative cycling voice campaigning for access to cycling for all.
Building on our cycle training and local group strengths we will develop a range of CTC Charitable Trust community programmes and work with these communities to promote cycling’s benefits and access to cycling for all.
Promoting cycling that is accessible and safe; cycling that is enjoyable and functional; cycling that enriches lives and communities; cycling for fair and inclusive access to health, mobility, leisure and environmentally sustainable transport.
Part III - Activities and strategies
1. CTC - the membership organisation. Working for and supporting all cyclists’ interests.
Our activities will include
Getting started
Accessible, encouraging advice, training, rides and support for beginners. CTC Charitable Trust will work to make cycling more accessible to wider communities.
Information, services and advice
A comprehensive package of services. Developing methods to ensure CTC’s members can share the experience of cycling and cyclists across all our networks. Improving access to CTC technical knowledge and enhancing our status as the leading independent voice of cycling.
Cycling activities
Welcoming and inclusive activities. Providing training, events Awards, holidays, tours, gatherings, events and activities for touring and non-touring cyclists.
We will also expand by developing strategic alliances with other groups or via our charity or our holiday company. This will include working with the cycle industry to provide information to cyclists and to improve the design of cycling equipment.
CTC will continue to extend its membership offer to attract cyclists and non-cyclists who support of our aims for promoting cycling.
CTC will continue to develop branding for specific aspects of what we do, for example. Cyclists’ Touring Club, The Bike Club, CTC MTB, CTC Right to Ride, Cycling for Women or Cycling for All.
Strategies:
• The marketing and communication programmes behind these activities will emphasise the distinctive characteristics of CTC.
o That CTC is distinguishable from other cycling bodies by its purpose, values and independence.
o That CTC has national status and aims.
o That cycling is vibrant, fun, aspirational, exciting – CTC must communicate relevantly and attractively.
• Getting involved with CTC will become easier through flexible schemes for attracting increasing numbers of members, supporters and customers.
• We will build on CTC’s heritage of experienced cyclists coming together to ride with others, to share their stories, to give advice and to demonstrate the enjoyment and health that cycling can bring.
• We will develop ways to include less active cyclists or non-cycle users who are supportive of our aims and aspirations. We will translate the experience of existing cyclists into knowledge that is beneficial for all.
2. Cyclists’ Touring Club is our body for touring, travelling, holiday & leisure cyclists.
We will promote Cyclists’ Touring Club as an integrated leisure cycling club based on the following strengths.
• Our welcoming, knowledgeable and sharing network of local touring clubs.
• Our information, services and advice.
• A comprehensive service package aimed at the leisure market.
• Our subsidiary company CTC Cycling Holidays and Tours.
Strategies:
• We will develop a communication strategy to ensure that Cyclists’ Touring Club is recognised and promoted by tourist boards, travel media and other relevant bodies.
• We will make our information routing and knowledge management processes more flexible and interactive with comprehensive UK coverage.
• We will develop strategic alliances with other cycling organisations to provide a range of cycle touring information and activities outside the UK to complement our members’ information.
• We will support and develop cycling groups (member and affiliate) that provide Cyclists’ Touring Club activities.
3. CTC Charitable Trust will work with groups and communities who would benefit from low cost transport, better health, exercise and social interaction through increased levels of cycling.
CTC Charitable Trust carries CTC’s mission beyond the membership organisation because we believe in increasing access to cycling. We bring people to cycling by extending our core programmes such as cycling groups, training and activities.
We will show how cycling can relieve transport inequality, improve health, encourage networking, provide capacity, build confidence and provide social and environmental benefits to communities.
We believe these aims are fundamental to what cyclists and their organisations can contribute to society.
Strategies:
• Create a distinctive CTC package of services and activities tailored to each of the communities in which we will be working - our activities will identify and support their unique needs.
• As well as our own activities we will also achieve our goals by campaigning for public bodies to improve access to cycling and for government intervention in areas of need.
• By researching issues relevant to cycling we will become a recognised source for the development and dissemination of best practice and we will identify opportunities for new programmes.
4. CTC training and education: CTC Charitable Trust will be the nationally recognised authority on training and education in the cycling sector.
CTC Charitable Trust has established itself as the leading national body for road cycling skills. This is one of the most important ways CTC makes cycling accessible to all.
CTC has gained recognition and income through these activities that we can use to extend the reach of the charity. We will build up activities in areas such as trail building, leadership, touring skills, leading holiday groups and cycle maintenance. We will integrate our training networks into wider CTC programmes such as advocacy and groups so that all our networks can benefit from the relationship.
We will also provide training and skills development for our voluntary and professional partners.
Strategies:
• Strengthen our position as the leading independent source of best practice in road cycle training.
• Focus on high quality training activities where we can offer additional benefits through our unique knowledge of cyclists.
• Using our training activities as starter programmes for new groups and to provide access to a variety of cycling experiences.
• Identify individuals and organisations that can provide additional people, skills or resources to start our new programmes.
5. CTC campaigning will improve access to cycling for all and raise public and political awareness of the needs of current and future cyclists.
Our campaigning combines our existing role as “the cyclists’ voice” with an emphasis on the benefits to society and the environment of a wider cycling culture. In addition to our existing strengths in transport and cyclists’ safety we will promote our knowledge of sectors such as education, offroad, countryside, health, leisure and tourism.
Our campaigns raise the profile of CTC and wider recognition of our work. They attract the support of individuals and organisations we seek to influence.
Our campaigning will include activities at devolved country, regional and local level. We will promote CTC’s identity, but also work with member groups, affiliates and strategic partners that share our objectives.
Strategies
• CTC will be recognised and represented on the principal national bodies in all areas relevant to our goals including transport, recreation, tourism, disability and social inclusion.
• CTC will create information sources that will be recognised as the leading independent source of policy information in UK cycling.
• We will ensure that our ability to transfer knowledge around our network of contacts will be used to efficiently mobilise support for our campaigns.
6. CTC professional services: CTC will supply professional services to public, private and voluntary/community sector organisations.
CTC professional services will support achievement of our other goals. This work will seek to influence and improve delivery of cycling by other bodies.
We will establish our reputation as an independent and trusted body with integrity and values.
We will earn income from professional services to support core activities for cyclists.
Strategies:
• Marketing our professional services will build on our unique knowledge and values such as independence and integrity.
• We will expand on our strengths in benchmarking and training consultancy into areas such as providing for cyclists on the highway, in new property developments, at workplaces and at leisure facilities.
• We will offer additional services such as insurance, risk assessment or advice for cycling activities, tourism and leisure activities.
• Developing effective knowledge management systems will make us a source of best practice and research dissemination - potentially we will also generate our own research which will complement our wider objectives.
Part IV Internal strategies
1. Governance, organisation and structure
Achievement of our aims will require changes to our current structures, skills and competencies. The way we govern and organise will reflect the diverse profile of our service users and beneficiaries.
Members of Council, Trustees, Directors of subsidiaries and staff will reflect the Purpose, Mission and Values of the organisation. Council is responsible for promoting this strategic vision and overseeing its outcomes. Staff, associates, contractors and volunteers will be implementing the work plans and strategies that emerge from this process.
1.1. Governance
Council will acquire expertise in disciplines not currently provided for, such as marketing, funding, youth, MTB, community development and training.
Council, Trustees and Directors will extend their skills and competencies, being trained and motivated to operate in a representative, strategic and businesslike manner.
Candidates for council with relevant skills and experience to provide national and regional leadership will be sought and encouraged.
1.2. Structure
CTC will become less centralised. Additional employees, volunteers and partners will be based in local projects.
Recruitment and training will extend our staff team and volunteers.
The development of the champions model (described below) will be combined with outreach and recruitment.
2. Volunteers, groups and other networks
CTC will focus on capacity development, developing knowledge and skills in the cycling and transport communities, among members and supporters’ and other cycling champions and advocates.
CTC is committed to enhancing and extending current activity with new resources and attracting volunteers. Existing consultations and research into the future direction for our local groups and campaigning networks will be incorporated into our overall programme of work.
We will also identify and develop 'champions' or 'advocates for cycling' within other organisations, an approach successfully used by a number of voluntary organisations .
We will create volunteer programmes with diverse, flexible roles and levels of involvement available to volunteers so that working with CTC is enjoyable, interesting and rewarding. Our programmes will help our volunteers and champions to be effective and to make an impact on cycling in their communities.
CTC Council will lead in supporting volunteers and champions. Staff will enable, recruit and provide services for volunteers, champions and advocates. To achieve this we aim to have a community development officer in each of our 12 regions.
We will develop networks of CTC groups, campaigners, volunteers, trainers and other champions covering the whole of the country . CTC will promote and enable co-operation and cross fertilisation of ideas at local, regional and national level between national office, groups, advocates, community champions, trainers, tour leaders and strategic partners.
3. Professional relationships
CTC will work with a wide range of bodies to influence policy and programmes of national and local government and related agencies.
CTC will develop high quality, effective programmes combining the passion of the voluntary sector with professionalism that is vitally important to well managed and sustainable relationships.
If we are achieving our aims:
• CTC will be representing cyclists on recognised national, devolved country, regional and local bodies in areas such as transport, recreation, tourism, disability, health and social inclusion. Where there is no formal representative role for cycling on public bodies CTC will be lobbying for cyclists’ interests to be included.
• CTC councillors, volunteers and staff will be sought after opinion formers in the sector, regularly appearing at public events or in the media at national, regional and local level. We will offer training to our leaders to fulfil these roles.
• CTC will have a role within organisations such as Cycling England and Cycling Scotland and a leading role in UK Cyclists Alliance, Cycle Training Standards Board and other related groups.
• CTC will organise national and regional gatherings/events/conferences on policy issues.
• CTC Charitable Trust will attract funding from a wide and sustainable range of sources and have long term relationships with key partners.
4. Financial Strategies
Council recognises that membership and allied services have provided the organisation with a core income that enables us to be independent and self sufficient. It is a fundamental to this strategy that our independent status is maintained.
Council has already identified some areas that will generate additional funding for new CTC initiatives.
• Growth in turnover through the activities of CTC acting as a cyclists’ organisation and subsidiary programmes such as the Cyclists’ Touring Club will create surpluses for re-investment.
• Donations, legacies and sponsorship will increase as we create more charitable activities.
• The formation of the CTC Charitable Trust will allow CTC to approach more funders who only support charities. A significant grant fundraising programme will form a major part of the implementation of this overall plan.
• Efficient management practices and charitable status may enable us to consider more efficient uses of members’ funds.
CTC’s Strategic Vision for the period 2007-2012
Introduction
The over-riding concern of your National Council is to promote cycling for all people in a way that reflects the passion of our members and supporters for this life enhancing means of transport and leisure. We wish to build on our shared heritage and enthusiasm in ways that enrich lives and communities and are beneficial to our environment.
We believe that to do this we need a CTC that is innovative and thriving, a CTC that is open to all and a CTC that is built on fairness and inclusivity.
We need to protect and build on the vitality and diversity of today’s CTC and we need to ensure the organisation’s long term health and future. The current Council inherited an ambitious plan to carry us to our present position. We now offer the incoming Council in 2007, our members and supporters this revised plan as a basis for the work of CTC over the next five years. It is an exciting opportunity for all our staff and volunteers as we build from a position of considerable strength and a record of success.
We hope you will consider these plans as a framework for individuals, for organisations and for the many partners who work with CTC. We aim to maintain the very best of what we currently do, but we must continue to grow the reach and influence of CTC so that more people can share the pleasure and opportunities that cycling brings to lives.
There is much to do to bring this overall strategy to life and create the concrete plans needed for day-to-day activities but we look forward to working with you to achieve our vision for cycling.
Jill Kieran
Chair of CTC Council.
CONTENTS
Introduction by the Chair of CTC Council
Contents
Developing this strategic vision
Part I – Key Statements About CTC
What we do, our work, our vision and our values
Part II - CTC structure and function
CTC - the membership organisation
CTC Charitable Trust
Part III - Activities and strategies
1. CTC - the membership organisation
2. Cyclists’ Touring Club
3. CTC Charitable Trust
4. CTC training and education
5. CTC campaigning
6. CTC professional services
Part IV Internal strategies
Governance, organisation and structure
Volunteers, groups and other networks
Professional relationships
Financial strategies
Developing this strategic vision
CTC was founded in 1878 at a gathering of cyclists in Harrogate. Brought together as the result of a letter published in a contemporary cycling magazine during 1877, the Club was originally called the Bicycle Touring Club. This was changed to the Cyclists’ Touring Club in 1883. The Club was incorporated as a Company Limited by Guarantee in 1887.
Over the years CTC has become a broad alliance of members coming together through a mutual interest in cycling. This interest has sustained CTC and made it the robust organisation we see today. We believe that this strategic plan will help us build on past successes and provide members with an informed view of their organisation and its future direction. Volunteering is one of the cornerstones of CTC and we wish to set out a direction that will best support our volunteers in the future.
We also need to present the unified purpose of the CTC to the outside world so that other parties such as public bodies or funding organisations can have clarity about the mission, purpose and direction of the CTC.
Further to this the strategic planning process enables us to reflect on the core things we believe and the factors that influence our attitudes and behaviour, both as an organisation and as individuals. We believe that CTC’s values should be reflected in the way we conduct ourselves in our relationships and activities. We want to work together in a way that reflects our heritage and is supportive of individuals, groups and communities.
As well as focussing on our own expectations, a review of CTC’s strategies allows the organisation to reflect on political, economic and social changes since our last strategic plan.
Even a short list of examples shows the extent of changes since Vision 2000, our last strategic plan
• Foot and Mouth disease in 2001 changed the understanding rural economy works and active tourism.
• Obesity and climate are mainstream priorities for which cycling can offer solutions.
• London has become an engine of cycling growth with usage up 50%.
• Britain is a recognised international force in cycle racing.
• The Government appears to be heading for its target of a 40% reduction in road accidents.
• Cycling England, Cycling Scotland and the London Centre of Cycling Excellence are important and well-funded players on the national and regional cycling stages.
• The Government has made the voluntary sector a strategic priority. CTC is currently managing contracts and grants worth over a million pounds
We may not have known about these changes in 2000, but we created a plan flexible enough to develop with them. Now we must reflect on those changes and plan for the future.
A strategic planning process involving councillors, experts and staff has enabled CTC Council to set out the direction we intend to lead the organisation in the coming five years.
Council has set out these aspirations in three ways:
By publishing a set of key statements to clarify the Purpose, Mission, Vision, and Values of the organisation (Part I).
By setting out descriptions, objectives and strategies, derived from the Key Statements, of the main areas in which CTC expects to be working in 2012 (Parts II and III).
By identifying internal strategies that are needed to tie these individual plans together (Part IV).
CTC Council believes these plans reflect the aspirations of its members and describe the unique contribution this organisation makes to the world of cycling and wider society.
Over the coming months and years detailed plans for each area will be created, activities will take place and we will set up monitoring and feedback processes to ensure that implementation reflects the Key Statements and strategies set out in this document.
Allan Luxton
Chair of Way Forward Committee
Part I: Key Statements About CTC
The Purpose of CTC
We bring together the largest, most dynamic, most diverse, most passionate group of cyclists in the country as an independent organisation working for and representing cycling and cyclists.
Our Work
CTC is a membership organisation and a charitable trust united in providing leadership in cycling:
• CTC - the membership organisation - provides a comprehensive range of member services, activities, advice and protection for cyclists.
• CTC Charitable Trust widely promotes the benefits of cycling and access to cycling. It raises public and political awareness of the needs of current and future cyclists.
Our Vision
A future in which CTC is an innovative, thriving organisation of cyclists and supporters working to promote cycling for all people; cycling that is accessible and safe; cycling that is enjoyable and functional; cycling that enriches lives and communities.
CTC improves lives by promoting cycling for fair, inclusive and
sustainable access to health, mobility, transport and leisure.
Our Values
We conduct ourselves ethically and with integrity; our relationships and activities are based on trust and respect, cooperation and companionship. We work together in a way that is supportive, constructive, participative and democratic. We strive for continuing growth, learning and development of individuals, groups and communities.
Part II: CTC structure and function
Our organisation works through the twin structures: CTC - the membership organisation and CTC Charitable Trust.
Within each of these structures Council has identified areas of work that continue our current activities and form the basis of our future plans. It is important to us that these plans include everyone who cycles or may cycle in the future and enable us to reach out to communities that, with our encouragement and support, can share in the benefits of cycling.
We also create strategic alliances with organisations that share our objectives.
By 2012 our work will be divided between structures as follows:
CTC - the membership organisation
Bringing together the largest, most dynamic, most diverse and most passionate group of cyclists in the country in an independent organisation working for cycling and cyclists. We are knowledgeable, trusted and supportive, the organisation of choice for every cyclist.
Making cycling more accessible, safe, enjoyable or practical through membership, activities and services we improve health, mobility, transport and leisure. We promote enjoyment, interaction and sharing of knowledge between cyclists.
Cyclists’ Touring Club is the travel, holiday and leisure arm of CTC.
CTC Charitable Trust
Extending the benefits of cycling beyond our membership organisation.
Raising public and political awareness of the needs of current and future cyclists. The authoritative cycling voice campaigning for access to cycling for all.
Building on our cycle training and local group strengths we will develop a range of CTC Charitable Trust community programmes and work with these communities to promote cycling’s benefits and access to cycling for all.
Promoting cycling that is accessible and safe; cycling that is enjoyable and functional; cycling that enriches lives and communities; cycling for fair and inclusive access to health, mobility, leisure and environmentally sustainable transport.
Part III - Activities and strategies
1. CTC - the membership organisation. Working for and supporting all cyclists’ interests.
Our activities will include
Getting started
Accessible, encouraging advice, training, rides and support for beginners. CTC Charitable Trust will work to make cycling more accessible to wider communities.
Information, services and advice
A comprehensive package of services. Developing methods to ensure CTC’s members can share the experience of cycling and cyclists across all our networks. Improving access to CTC technical knowledge and enhancing our status as the leading independent voice of cycling.
Cycling activities
Welcoming and inclusive activities. Providing training, events Awards, holidays, tours, gatherings, events and activities for touring and non-touring cyclists.
We will also expand by developing strategic alliances with other groups or via our charity or our holiday company. This will include working with the cycle industry to provide information to cyclists and to improve the design of cycling equipment.
CTC will continue to extend its membership offer to attract cyclists and non-cyclists who support of our aims for promoting cycling.
CTC will continue to develop branding for specific aspects of what we do, for example. Cyclists’ Touring Club, The Bike Club, CTC MTB, CTC Right to Ride, Cycling for Women or Cycling for All.
Strategies:
• The marketing and communication programmes behind these activities will emphasise the distinctive characteristics of CTC.
o That CTC is distinguishable from other cycling bodies by its purpose, values and independence.
o That CTC has national status and aims.
o That cycling is vibrant, fun, aspirational, exciting – CTC must communicate relevantly and attractively.
• Getting involved with CTC will become easier through flexible schemes for attracting increasing numbers of members, supporters and customers.
• We will build on CTC’s heritage of experienced cyclists coming together to ride with others, to share their stories, to give advice and to demonstrate the enjoyment and health that cycling can bring.
• We will develop ways to include less active cyclists or non-cycle users who are supportive of our aims and aspirations. We will translate the experience of existing cyclists into knowledge that is beneficial for all.
2. Cyclists’ Touring Club is our body for touring, travelling, holiday & leisure cyclists.
We will promote Cyclists’ Touring Club as an integrated leisure cycling club based on the following strengths.
• Our welcoming, knowledgeable and sharing network of local touring clubs.
• Our information, services and advice.
• A comprehensive service package aimed at the leisure market.
• Our subsidiary company CTC Cycling Holidays and Tours.
Strategies:
• We will develop a communication strategy to ensure that Cyclists’ Touring Club is recognised and promoted by tourist boards, travel media and other relevant bodies.
• We will make our information routing and knowledge management processes more flexible and interactive with comprehensive UK coverage.
• We will develop strategic alliances with other cycling organisations to provide a range of cycle touring information and activities outside the UK to complement our members’ information.
• We will support and develop cycling groups (member and affiliate) that provide Cyclists’ Touring Club activities.
3. CTC Charitable Trust will work with groups and communities who would benefit from low cost transport, better health, exercise and social interaction through increased levels of cycling.
CTC Charitable Trust carries CTC’s mission beyond the membership organisation because we believe in increasing access to cycling. We bring people to cycling by extending our core programmes such as cycling groups, training and activities.
We will show how cycling can relieve transport inequality, improve health, encourage networking, provide capacity, build confidence and provide social and environmental benefits to communities.
We believe these aims are fundamental to what cyclists and their organisations can contribute to society.
Strategies:
• Create a distinctive CTC package of services and activities tailored to each of the communities in which we will be working - our activities will identify and support their unique needs.
• As well as our own activities we will also achieve our goals by campaigning for public bodies to improve access to cycling and for government intervention in areas of need.
• By researching issues relevant to cycling we will become a recognised source for the development and dissemination of best practice and we will identify opportunities for new programmes.
4. CTC training and education: CTC Charitable Trust will be the nationally recognised authority on training and education in the cycling sector.
CTC Charitable Trust has established itself as the leading national body for road cycling skills. This is one of the most important ways CTC makes cycling accessible to all.
CTC has gained recognition and income through these activities that we can use to extend the reach of the charity. We will build up activities in areas such as trail building, leadership, touring skills, leading holiday groups and cycle maintenance. We will integrate our training networks into wider CTC programmes such as advocacy and groups so that all our networks can benefit from the relationship.
We will also provide training and skills development for our voluntary and professional partners.
Strategies:
• Strengthen our position as the leading independent source of best practice in road cycle training.
• Focus on high quality training activities where we can offer additional benefits through our unique knowledge of cyclists.
• Using our training activities as starter programmes for new groups and to provide access to a variety of cycling experiences.
• Identify individuals and organisations that can provide additional people, skills or resources to start our new programmes.
5. CTC campaigning will improve access to cycling for all and raise public and political awareness of the needs of current and future cyclists.
Our campaigning combines our existing role as “the cyclists’ voice” with an emphasis on the benefits to society and the environment of a wider cycling culture. In addition to our existing strengths in transport and cyclists’ safety we will promote our knowledge of sectors such as education, offroad, countryside, health, leisure and tourism.
Our campaigns raise the profile of CTC and wider recognition of our work. They attract the support of individuals and organisations we seek to influence.
Our campaigning will include activities at devolved country, regional and local level. We will promote CTC’s identity, but also work with member groups, affiliates and strategic partners that share our objectives.
Strategies
• CTC will be recognised and represented on the principal national bodies in all areas relevant to our goals including transport, recreation, tourism, disability and social inclusion.
• CTC will create information sources that will be recognised as the leading independent source of policy information in UK cycling.
• We will ensure that our ability to transfer knowledge around our network of contacts will be used to efficiently mobilise support for our campaigns.
6. CTC professional services: CTC will supply professional services to public, private and voluntary/community sector organisations.
CTC professional services will support achievement of our other goals. This work will seek to influence and improve delivery of cycling by other bodies.
We will establish our reputation as an independent and trusted body with integrity and values.
We will earn income from professional services to support core activities for cyclists.
Strategies:
• Marketing our professional services will build on our unique knowledge and values such as independence and integrity.
• We will expand on our strengths in benchmarking and training consultancy into areas such as providing for cyclists on the highway, in new property developments, at workplaces and at leisure facilities.
• We will offer additional services such as insurance, risk assessment or advice for cycling activities, tourism and leisure activities.
• Developing effective knowledge management systems will make us a source of best practice and research dissemination - potentially we will also generate our own research which will complement our wider objectives.
Part IV Internal strategies
1. Governance, organisation and structure
Achievement of our aims will require changes to our current structures, skills and competencies. The way we govern and organise will reflect the diverse profile of our service users and beneficiaries.
Members of Council, Trustees, Directors of subsidiaries and staff will reflect the Purpose, Mission and Values of the organisation. Council is responsible for promoting this strategic vision and overseeing its outcomes. Staff, associates, contractors and volunteers will be implementing the work plans and strategies that emerge from this process.
1.1. Governance
Council will acquire expertise in disciplines not currently provided for, such as marketing, funding, youth, MTB, community development and training.
Council, Trustees and Directors will extend their skills and competencies, being trained and motivated to operate in a representative, strategic and businesslike manner.
Candidates for council with relevant skills and experience to provide national and regional leadership will be sought and encouraged.
1.2. Structure
CTC will become less centralised. Additional employees, volunteers and partners will be based in local projects.
Recruitment and training will extend our staff team and volunteers.
The development of the champions model (described below) will be combined with outreach and recruitment.
2. Volunteers, groups and other networks
CTC will focus on capacity development, developing knowledge and skills in the cycling and transport communities, among members and supporters’ and other cycling champions and advocates.
CTC is committed to enhancing and extending current activity with new resources and attracting volunteers. Existing consultations and research into the future direction for our local groups and campaigning networks will be incorporated into our overall programme of work.
We will also identify and develop 'champions' or 'advocates for cycling' within other organisations, an approach successfully used by a number of voluntary organisations .
We will create volunteer programmes with diverse, flexible roles and levels of involvement available to volunteers so that working with CTC is enjoyable, interesting and rewarding. Our programmes will help our volunteers and champions to be effective and to make an impact on cycling in their communities.
CTC Council will lead in supporting volunteers and champions. Staff will enable, recruit and provide services for volunteers, champions and advocates. To achieve this we aim to have a community development officer in each of our 12 regions.
We will develop networks of CTC groups, campaigners, volunteers, trainers and other champions covering the whole of the country . CTC will promote and enable co-operation and cross fertilisation of ideas at local, regional and national level between national office, groups, advocates, community champions, trainers, tour leaders and strategic partners.
3. Professional relationships
CTC will work with a wide range of bodies to influence policy and programmes of national and local government and related agencies.
CTC will develop high quality, effective programmes combining the passion of the voluntary sector with professionalism that is vitally important to well managed and sustainable relationships.
If we are achieving our aims:
• CTC will be representing cyclists on recognised national, devolved country, regional and local bodies in areas such as transport, recreation, tourism, disability, health and social inclusion. Where there is no formal representative role for cycling on public bodies CTC will be lobbying for cyclists’ interests to be included.
• CTC councillors, volunteers and staff will be sought after opinion formers in the sector, regularly appearing at public events or in the media at national, regional and local level. We will offer training to our leaders to fulfil these roles.
• CTC will have a role within organisations such as Cycling England and Cycling Scotland and a leading role in UK Cyclists Alliance, Cycle Training Standards Board and other related groups.
• CTC will organise national and regional gatherings/events/conferences on policy issues.
• CTC Charitable Trust will attract funding from a wide and sustainable range of sources and have long term relationships with key partners.
4. Financial Strategies
Council recognises that membership and allied services have provided the organisation with a core income that enables us to be independent and self sufficient. It is a fundamental to this strategy that our independent status is maintained.
Council has already identified some areas that will generate additional funding for new CTC initiatives.
• Growth in turnover through the activities of CTC acting as a cyclists’ organisation and subsidiary programmes such as the Cyclists’ Touring Club will create surpluses for re-investment.
• Donations, legacies and sponsorship will increase as we create more charitable activities.
• The formation of the CTC Charitable Trust will allow CTC to approach more funders who only support charities. A significant grant fundraising programme will form a major part of the implementation of this overall plan.
• Efficient management practices and charitable status may enable us to consider more efficient uses of members’ funds.
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Mike Sutton
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thirdcrank
- Posts: 36740
- Joined: 9 Jan 2007, 2:44pm
PB
To assist you in what I fear may be the vain flogging of a dead horse can I suggest that you tell us where you stand on this?
As I understand it (and I hope somebody will enlighten me if I am misguided):
1/ The CTC has latched on to the tax benefits of charitable status and has formed the charity side to maximise those benefits. (Things like cycle training, promotion of cycling may be charitable objects, providing membership services is not.) So far, so good.
2/ In addition to those tax benefits there are valuable sources of income such as Lottery Grants which are often only paid to charities or 'good causes' on the basis that members should pay for their own membership benefits. Fair enough.
3/ These often considerable sums of money are not thrown about willy-nilly (whatever it may look like) and the people in charge of distributing this bunce expect to see a certain organisational set-up, including accountability and competence, in the bodies which benefit from their generosity. These proposals would re-organise the CTC to meet those requirements to ensure we qualify for the £££. Plain sailing.
There are some misgivings and misunderstandings. e.g.
A/ What if the £££ dries up? Always a real possibility, especially as the bill for the Olympics spirals. Presumably the answer is: Only take on commitments, such as extra people, on short-term contracts which match the terms of the grant. This is common in the charity field.
B/ The need to augment the CTC Council with the necessary expertise seems to be being used as a way of culling councillors representing areas. Understandably, this is being interpreted as a sneaky way of reducing the (inconvenient) influence of CTC members under the cloak of modernisation and streamlining. The assessment of the future includes no appraisal of the last grand plan, which itself changed the rules for the election etc., of councillors. What has changed so much in those few years to require a pruning of councillors representing areas?
C/ The step from reorganising structures (see 3/ above) to re-organising your policies to be more acceptable to the donors (or their backers) is a very small and surreptitious one. In my earlier post I mentioned how the introduction to the current 'great leap ahead document' (apparently based on a SWOT analysis) makes no reference to the overriding threat to the promotion of cycling in the last decade: the complete mismatch between the government's glowing words on the promotion of cycling and Integrated Transport, and the governments deeds in those areas. It appears to me, therefore, that the need to dance to the right tune has already affected the thinking of some. How long before the CTC is abandoning long-held policies because the wish to enjoy the gravy renders them 'old-fashioned and irrelevant to the modern day'?
************************************
So, we are now able to welcome more councillors on here, and I for one, do so gladly. Unfortunately, the 'Make your voice heard' line is inadequate. I suggest CTC members have a right to expect those proposing policies like this to give an open explanation of their own views of the sort of issues I have set out above. I am sure that most of us need no convincing that CTC councillors are good people, dedicated people, who believe in what they promote. So let's hear it.
There may be all sorts of procedural reasons why councillors feel constrained in what they say or when they say it. Unfortunately, whether you like it or not, many people either do not care, or feel that their views will make no difference, so they might as well not care. Those who do comment, and I include myself, find they are either ignored or dismissed as the insignificant 0.000001% minority who have expressed concerns.
So, let's have some forthright explanations, please, or else let's forget about it and it can all be stitched up in the manner described by Diane B.
To assist you in what I fear may be the vain flogging of a dead horse can I suggest that you tell us where you stand on this?
As I understand it (and I hope somebody will enlighten me if I am misguided):
1/ The CTC has latched on to the tax benefits of charitable status and has formed the charity side to maximise those benefits. (Things like cycle training, promotion of cycling may be charitable objects, providing membership services is not.) So far, so good.
2/ In addition to those tax benefits there are valuable sources of income such as Lottery Grants which are often only paid to charities or 'good causes' on the basis that members should pay for their own membership benefits. Fair enough.
3/ These often considerable sums of money are not thrown about willy-nilly (whatever it may look like) and the people in charge of distributing this bunce expect to see a certain organisational set-up, including accountability and competence, in the bodies which benefit from their generosity. These proposals would re-organise the CTC to meet those requirements to ensure we qualify for the £££. Plain sailing.
There are some misgivings and misunderstandings. e.g.
A/ What if the £££ dries up? Always a real possibility, especially as the bill for the Olympics spirals. Presumably the answer is: Only take on commitments, such as extra people, on short-term contracts which match the terms of the grant. This is common in the charity field.
B/ The need to augment the CTC Council with the necessary expertise seems to be being used as a way of culling councillors representing areas. Understandably, this is being interpreted as a sneaky way of reducing the (inconvenient) influence of CTC members under the cloak of modernisation and streamlining. The assessment of the future includes no appraisal of the last grand plan, which itself changed the rules for the election etc., of councillors. What has changed so much in those few years to require a pruning of councillors representing areas?
C/ The step from reorganising structures (see 3/ above) to re-organising your policies to be more acceptable to the donors (or their backers) is a very small and surreptitious one. In my earlier post I mentioned how the introduction to the current 'great leap ahead document' (apparently based on a SWOT analysis) makes no reference to the overriding threat to the promotion of cycling in the last decade: the complete mismatch between the government's glowing words on the promotion of cycling and Integrated Transport, and the governments deeds in those areas. It appears to me, therefore, that the need to dance to the right tune has already affected the thinking of some. How long before the CTC is abandoning long-held policies because the wish to enjoy the gravy renders them 'old-fashioned and irrelevant to the modern day'?
************************************
So, we are now able to welcome more councillors on here, and I for one, do so gladly. Unfortunately, the 'Make your voice heard' line is inadequate. I suggest CTC members have a right to expect those proposing policies like this to give an open explanation of their own views of the sort of issues I have set out above. I am sure that most of us need no convincing that CTC councillors are good people, dedicated people, who believe in what they promote. So let's hear it.
There may be all sorts of procedural reasons why councillors feel constrained in what they say or when they say it. Unfortunately, whether you like it or not, many people either do not care, or feel that their views will make no difference, so they might as well not care. Those who do comment, and I include myself, find they are either ignored or dismissed as the insignificant 0.000001% minority who have expressed concerns.
So, let's have some forthright explanations, please, or else let's forget about it and it can all be stitched up in the manner described by Diane B.
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Philip Benstead
- Posts: 2097
- Joined: 13 Jan 2007, 7:06pm
- Location: Victoria , London
Strategic Vision for 2007 – 2012
In the words of Francies Urquhart, you may say that , but I could not possibily comment.
If you get my drift?
If you get my drift?
Philip Benstead | Life Member Former CTC Councillor/Trustee
Organizing events and representing cyclists' in southeast since 1988
Bikeability Instructor/Mechanic
Organizing events and representing cyclists' in southeast since 1988
Bikeability Instructor/Mechanic
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Karen Sutton
- Posts: 608
- Joined: 9 Jan 2007, 11:18pm
- Location: Greater Manchester
Thirdcrank,
Unfortunately the Councillors who contribute to this Message Board are the ones who oppose some of the controversial changes, not the ones who proposed them.
I believe that all of CTC Council support the hope that the charity status will provide the funds to start initiatives to get more people on bikes. Some Councillors are concerned about the risk of losing what we have now if funding dries up. If we keep the Club separate from the Charity we may safeguard the existing structure.
I think I'm correct in saying that The Way Forward Committee were primarily responsible for the development of the Strategic Plan and have also proposed the resolutions to change the number of Councillors. Philip and Simon are not on the Way Forward Committee so will not be able to comment fully on these issues.
I am no longer on Council but was not on the Way Forward Committee before I resigned.
Your queries need to be directed to a Councillor on the Way Forward Committee for any chance of a full explanation.
Unfortunately the Councillors who contribute to this Message Board are the ones who oppose some of the controversial changes, not the ones who proposed them.
I believe that all of CTC Council support the hope that the charity status will provide the funds to start initiatives to get more people on bikes. Some Councillors are concerned about the risk of losing what we have now if funding dries up. If we keep the Club separate from the Charity we may safeguard the existing structure.
I think I'm correct in saying that The Way Forward Committee were primarily responsible for the development of the Strategic Plan and have also proposed the resolutions to change the number of Councillors. Philip and Simon are not on the Way Forward Committee so will not be able to comment fully on these issues.
I am no longer on Council but was not on the Way Forward Committee before I resigned.
Your queries need to be directed to a Councillor on the Way Forward Committee for any chance of a full explanation.