Shaping RMLA’s Future: Strategic Priorities for a Changing Sector
RMLA’s Board has been taking a close look at what the organisation needs to stay relevant, credible and valuable in a rapidly changing sector. At a recent strategy planning session, the focus was on refining our vision, values and priorities to ensure we are well positioned for the future. Read more about the direction emerging from that discussion and what it could mean for members and the wider resource management community.
At our recent National Committee strategy planning session, Board representatives took time out from the usual pace of business to step back and focus on RMLA’s longer-term direction. The discussion centred on a simple but important question: how do we ensure RMLA remains relevant, valuable and well-positioned in a time of significant change for our sector? There was strong consensus that this is the right time to sharpen our strategic focus, clarify our priorities, and make sure we are putting our energy into the areas that matter most for our members and the wider resource management community.
A key part of the conversation was about who we are as an organisation and what should guide us into the future. The Board discussed refining RMLA’s values and vision so they better reflect the organisation we are today and the role we want to play tomorrow. There was broad support for values grounded in integrity, professionalism, inclusivity, credibility and integrated thinking, along with a strong view that RMLA’s purpose should sit above any one piece of legislation. In other words, while the legal framework may evolve, our commitment to supporting high-quality resource management law, policy and practice should remain constant.
The session also highlighted some clear strategic priorities. These included the need for a stronger marketing and communications approach, better use of our website and digital channels, and more deliberate work to strengthen RMLA’s profile, influence and value proposition. We also discussed the importance of thinking beyond membership alone, and continuing to foster a broad professional community across disciplines, regions and career stages. Our annual conference, events and webinars were recognised as major strengths, and there was useful discussion about how we can build on these to deepen engagement and better demonstrate the value of being part of RMLA.
The Board will now use this work to refine draft values, vision and strategic priorities, and to consider the next steps needed to support implementation. That includes exploring options for marketing and communications support, further work on stakeholder engagement and influence, and reviewing what investment may be needed to deliver on our ambitions. This was a thoughtful and constructive session, and I want to thank Board members and our Executive Officer for the energy and care they brought to it. We look forward to keeping members updated as this work progresses.
Lauren Wallace, RMLA President