In accordance with the agreed timetable of two-yearly reviews, we are pleased to present to the membership, a discussion document which was presented at the National Council Study Day last July.

Our objective was to consider the activities of the Society from a strategic viewpoint and to be in a position develop a business plan addressing the detail of what the Society will be doing over the period 2004-06.

Global objectives - the authoritative voice
The British Geriatrics Society is recognised as the representative body for the specialist professional practice of geriatric medicine. It must continue to create and maintain an authoritative voice on health care and ageing with both public and politicians.
We need to continue and improve on making our presence felt to older people, the wider general public, Government and policy makers, as well as to other professionals working within the health care sector. We do this by working with other charities who have age-related aims, with the media, Government, through the Associate Parliamentary Health Group, relevant professional bodies, other specialist societies, universities and medical schools, and international organisations (EUGMS, IAG). To this end we will continue to build key contacts, establish alliances, and network at every opportunity. We will need to develop a clearly formulated PR strategy; make (careful) use of press releases, and maintain regular contact with DoH and other agencies.

Currently we have excellent contact with bodies such as NICE and the SAC, but we will also need to look at other areas where we might exert influence, and exploit the opportunities offered by working with specialist societies/groups overseas.

Adding to our knowledge and understanding of our specialty
The BGS has a responsibility for adding to and improving the knowledge required to manage the health care of older people to a high standard. We do this by promoting knowledge through research, education and training. Vital to this endeavour, are our standing committees, SIG's and Sections, who provide the lead on promoting research.
On the external front, the BGS actively participates in academic fora with Royal Colleges, etc., while promoting a systematic approach to CPD

The charitable BGS
The BGS remains an independent charity, and closely aligned with our objective to promote knowledge through research, education and training, are our efforts to fund various grants and fellowships.

We continue to administer and provide the necessary funding for the Dhole Fellowship, currently jointly funded with Research into Ageing - the nurses & therapists study grants; medical student elective & vacation project grant; and the Senior registrar research start-up and travel grant. New financial priorities since ownership of Marjory Warren House was secured, depends on continued (financial) success of scientific meetings and Age and Ageing. We may also look at further jointly funded initiatives with other organisations along the lines of our collaboration with RIA.

Professional and academic objectives
The BGS will maintain, review and continue to develop a web-based compendium consisting of best practice statements and guidelines. It will provide information on training and education, promote scientific meetings and the publication of peer reviewed papers.

The flagship of this activity is our scientific journal, Age & Ageing, which is held in high esteem world wide.

Professional and multidisciplinary activities
The BGS will develop and foster affiliations with specialist groups of professions allied to medicine, and will encourage appropriate multidisciplinary membership. Through the SIGs and Sections it will encourage multidisciplinary involvement in older people’s care. It will also participate in, and where appropriate, lead multidisciplinary events such as the recent United in Care conference.

BGS structures, procedures and plans
The BGS will adopt a policy of forward looking, flexible management structures, monitored by regular reviews, to ensure maximum effectiveness.

We intend to develop a rolling business plan, set two to three years in advance. The President-Elect's remit will include a biennial review of strategy. We will continue to monitor internal decision making machinery in the light of constitutional changes and will ensure that proper succession planning procedures are in place, together with clear job descriptions for office holders. We will also collaborate with other organisations on projects which lie within the ethical boundaries of the Society.

Questions to ponder

• What do we want the Society to be, and where would we like it to be in 3-5 years?
• When the next wave of NHS reforms comes along, will we be leading the reform so far as the wellbeing of older people is concerned?
• What can we learn from overseas operations - do they do it better?
• What can we offer overseas operations - and what would be the benefit to us?
• How best might we gain the support of the electorate and thereby influence government policy as well as directly influence Government?

Jerry Playfer, President
Alex Mair, Chief Executive