being treated the same as real PCNs is the PPCs wet dream and something the BPA would love to see happen - well its PPC members would. You can guarantee they are trying what they can behind the scenes to move in this direction and promote the concept to Government - and if you can't guarantee it then I can
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In case most people are not familiar with the 2007 '5 year strategy' I will paste it below. It was made available to me by some kind anonymous soul and I have no reason to doubt its contents.
two things:-
1) its moved on since and includes the wet dream scenario
2) I will not be held responsible for damages to keyboards and computer equipment, wallpaper, furnishings, carpeting etc due to the effects of ejected food/coffee/any other materials/ or through induced violent tendancies/psychotic episodes or any other effects.
bearing all that in mind read away (at your own risk):-
STRATEGIC PLAN
At its meeting on 7 June 2007, the Council of the BPA approved the following as the new 5
year strategy for the Association.
VISION
That the BPA consolidates its position as the recognised leading authority on parking and
related issues, seeking to better serve the needs of members and the consumer by:
• Setting and raising standards further;
• Supporting the needs of the consumer;
• Developing its regulatory role;
• Expanding the range of member services.
As the mark of quality the BPA will, over the
next five years:
• Champion the cause of the industry and
those that work within it;
• Improve the recognition and profile of
parking and related matters with policy
makers and the public;
• Improve public understanding and
acceptance of parking issues;
• Improve the performance and
professionalism of the industry;
• Develop the skills agenda;
• Improve the services it provides to its
members.
VIRTUOUS CIRCLE
The concept of a virtuous circle is now fully understood. It is particularly appropriate in
relation to the new strategy, for whilst separate activities all four functions covering
standards, consumer engagement, regulatory role and membership services are fully
interconnected.
STANDARDS
Raising standards is engrained in everything we do from the skills strategy we launched in
April 2007 to the technical developments in parking. By raising standards in the sector we
can improve its performance and output and hopefully its profitability. This is the key role
for the Association over the next five years and one which will distinguish our members
more clearly from the rest. The BPA will, therefore:
• raise standards in the Industry, including setting relevant and appropriate
specifications for equipment and software employed;
• raise the education, training and skill levels of the workforce generally;
• implement the skills strategy;
• monitor European and worldwide developments and contribute to the
provision of international standards as appropriate.
CONSUMER
The Association has, over the past few years had an uneasy relationship with the
consumer and bodies purporting to represent the consumer. Parking has generally had
a negative media profile which we have sought to counter with positive arguments
and stories. Nevertheless, newspapers and the media thrive on the negative and we are
seen, as an industry, as an easy target. Over the next five years we need to improve our
media image and the perception we have with the public by re-educating the consumer
about the need for and value of effective parking policies, regulation and enforcement.
After all, our on-street activities are based on decisions by Government.We are today an
essential public service which, in line with the Government’s new regulations and guidance,
needs to be implemented fairly. As a result, the BPA will engage with the consumer
through consumer bodies and will:
• raise the understanding, acceptability and recognition of parking issues externally;
• educate the motorist on parking issues and the introduction of CPE;
• not support unfair, illegitimate or unethical parking policies or practices.
REGULATORY ROLE
Over the past few years the Association has begun to develop its regulatory role in a selfregulatory
way. As a body of members we are able to set standards of performance and
introduce codes of practice to distinguish our members from the rest. We have an overall
code of conduct which all members must sign up to and have developed two parts of
a Code of Practice for those that wheel clamp (or undertake vehicle immobilisation)
and “ticket” on private land. Such codes, whilst voluntary, do impose obligations and
responsibilities on members and the BPA. We, for example, must ensure that members
adhere to the rules if we are to maintain our credibility and compliance monitoring is a
growing responsibility we must take very seriously. In fact, our accredited status with
the DVLA depends on it. Accordingly, over the next five years the BPA will:
• expand its role as a self-regulating body in parking and related areas;
• develop accreditation schemes to support industry’s advancement;
• develop the model contract and model forms for use by LAs in respect of CPE.
MEMBER SERVICES
As a body of members we constantly seek ways of improving the services we offer and
the value of being part of the BPA. Benefits come in two distinct forms. There are those
that are tangible that members can see, use and touch, and those that are intangible that
help to improve the industry as a whole and as a result, members indirectly. We will
continue to increase the scope of both. While each member will get out of the BPA
what it wants, we must recognise that with a growing membership, these needs will vary
and change. The concept of special interest groups to meet the specialist needs of some
members will be expanded and the regional groups strengthened. Consequently the BPA
will:
• extend both the direct and indirect services to members including the
recognition of the BPA externally, in order to improve the value of membership;
• underpin the strategy by an expanded membership;
• achieve a higher profile outside parking in order to improve the status of members
within it;
• extend the concept of Special Interest Groups (SIG);
• ensure that it maintains a sound and secure financial position and a well
resourced secretariat, able to meet the needs of an expanding organisation;
• purchase premises fit for purpose.
IMPLEMENTATION
Implementation of the strategy will be through the process of annual action plans
linked to the four key functional areas. It is implicit in this paper that although the
strategy is primarily about consolidating our position, the Association will seek
opportunities to expand its role where relevant, monitor the changes within the
industry and in related industries, and seek to be a modern, dynamic and progressive body
supporting its wider role to Society.
In particular, while the Association will continue to concentrate on all aspects of its
core business of ‘parking’, it will also seek opportunities to become more involved in
the wider civil enforcement arena but limit its focus to traffic and street scene issues.
July 2007