In many ways, it seems much longer than the 10 or so months that have passed since we started writing up the IFoA’s new five-year strategy, which we launched earlier this year.
A lot has happened since then, both expected and unexpected, but the key essence of what we have set out to achieve, and the big things we need to do, have remained unchanged – although in some cases they have been brought into sharper focus. We have begun, sometimes out of necessity or urgency, to lay many of the building blocks required – whether this is building stronger relationships with our key stakeholders, putting exams and events online, simplifying CPD or setting the organisation up to succeed in delivering new initiatives. These initiatives include a new lifelong learning offer, a new IT platform to improve our experience for our members, and building a stronger and more member-centric culture that supports the IFoA and our members to be more influential and valued for what they do.
We have often been good at delivering things without telling our members about them, or assuming they are obvious. We have not always been as clear as we might about what our members most value (both collectively and within different groups), or when making commitments to all our members on what we offer to them.
As we close out 2020, making these commitments clear and meeting them becomes our priority for next year. I want the IFoA to be the voice of the profession, and while this will require a lot, the essential starting point is for us to be highly valued for what we bring to our members and stakeholders.
On a personal level it is now very close to a full year since I joined the IFoA. I would like to thank all those I have been able to engage with for the support you have given me. You have helped strengthen my belief in the importance of now delivering against our new strategy.
Stephen Mann is the chief executive of the Institute and Faculty of Actuaries