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2. UKATA Business Plan 2021-22
This business plan was formulated by UKATA Council
during a strategy day in April 2021. It builds on the work
of Council and UKATA staff in 2020 aiming to further
secure the organisation and develop both the organisation
and development of Transactional Analysis in the UK.

3. Introduction
UKATA’s Charitable Objects

4. Charitable Objects
Objects exist in UKATA’s written constitution that set out the purpose of the company and list the
activities that UKATA are able to undertake. A charity must not act outside of its Objects.
UKATA’s objects are…
A. To advance the education of the public generally with regard to the study, theory and practice
of Transactional Analysis and its application.
B. To advance the education of persons seeking qualification in Transactional Analysis by the
provision of financial assistance to enable them to complete their education in Transactional
Analysis to standards determined and monitored by the Company.
C. To advance the education of persons qualified in Transactional Analysis by providing further
training for continuing personal and professional development.
D. To advance the education in Transactional analysis of practitioners who are not members of the
Company with the purpose of raising standards of Transactional Analysis for the benefit of the
public in general and in particular for those who receive the services of practitioners using
Transactional Analysis.

5. UKATA’s Aims
In addition to the Objects of the Charity the
constitution cites the methods that UKATA may
use in furthering its objects and theses help to
define our broad aims in the areas of :-
• Education
• Promotion
• Standards
• Research
• Co-operation
• Guidance
• Funding
Objectives - Education
To advance the education:
• of the public generally about the study, theory and practice of Transactional Analysis and its
applications.
• of persons seeking qualification in Transactional Analysis by the provision of financial
assistance to enable them to complete their education in Transactional Analysis to standards
determined and monitored by the Company.
• of persons qualified in Transactional Analysis by providing further training for continuing
personal and professional development.
• in Transactional analysis of practitioners who are not members of the Company with the
purpose of raising standards of Transactional Analysis for the benefit of the public in general
and in particular for those who receive the services of practitioners using Transactional
Analysis.
Objectives - Promotion
To promote Transactional Analysis to the public through:
• Publications
• Multi media
• Conferences, courses and other training events
• Information
• Advertising
Objectives - Monitoring Standards and Research
To determine, establish, monitor and maintain recognised standards of professional competence in
the practice of Transactional Analysis.
Promote, support or undertake research and disseminate the results of such into the theory and
practice of Transactional Analysis
Objectives - Co-operation Guidance and funding
To maintain and develop co-operation with other professional bodies to further Transactional
Analysis
To provide or procure the provision of consultation and guidance in furtherance of the objects or
any of them
Apply for, seek, obtain and accept government or other grants

6. Objectives - Education
To advance the education:
• of the public generally about the study, theory and practice of Transactional Analysis and its
applications.
• of persons seeking qualification in Transactional Analysis by the provision of financial
assistance to enable them to complete their education in Transactional Analysis to standards
determined and monitored by the Company.
• of persons qualified in Transactional Analysis by providing further training for continuing
personal and professional development.
• in Transactional analysis of practitioners who are not members of the Company with the
purpose of raising standards of Transactional Analysis for the benefit of the public in general
and in particular for those who receive the services of practitioners using Transactional
Analysis.

7. Objectives - Promotion
To promote Transactional Analysis to the public through:
• Publications
• UKATA published a regular newsletter for members and a magazine for members.
• Multimedia
• UKATA maintains a social media presence and helps to promote members events and
Transactional Analysis theory
• Conferences, courses and other training events
• UKATA organises a regular annual conference for members and promotes and in some
cases supports a series of regional conferences
• Information
• UKATA maintains a website and a series of subcommittees of Council that provide
information and advice to members
• Advertising
• Apart from Social media UKATA does little advertising currently.

8. Objectives - Monitoring Standards and Research
To determine, establish, monitor and maintain recognised standards of professional competence in
the practice of Transactional Analysis.
• UKATA Council has a series of sub committees that help to maintain standards in education and
practice of Transactional Analysis in the UK. These are…
• Training and Accreditation Standards Committee
• Exam Committee
• Ethics Committee
• Promote, support or undertake research and disseminate the results of such into the theory and
practice of Transactional Analysis. UKATA does this by
• Maintaining an active research committee
• Publishing a magazine
• Maintaining a website

9. Objectives - Co-operation Guidance and funding
To maintain and develop co-operation with other professional bodies to further Transactional
Analysis.
• UKATA works with it’s sister organisations of STAA, IARTA and IDTA to further the objectives
of Transactional Analysis in the UK
• UKATA is an affiliated national association, along with STAA, of EATA
• UKATA Council members and staff work with ITAA and other regional and national
associations
To provide or procure the provision of consultation and guidance in furtherance of the objects or
any of them.
• UKATA maintains a balance of funds which enable it to appoint specialists in the furtherance
of it’s business plan
Apply for, seek, obtain and accept government or other grants
• UKATA seeks grant aid if applicable, most recently during the COVID Pandemic

10. UKATA Business Plan 2021-22
Last Year’s Activity

11. History
In February 2020, the members of Council reviewed the current operation of UKATA and
determined that it was not sustainable for the organisation to continue to operate with its
current structure and processes. In particular, it’s reliance on one employee and
occasional contractors, with the remainder of the operational tasks and requirements
being undertaken by Council and committee members, as volunteers, could not continue,
as the risk to the organisation was too high and the personal toll on individuals was not
sustainable or ethical.
Council set about determining a vision for the organisation going forward and established
some strategic objectives with a basic time frame of 2 years in which to transform the
organisation.

12. History
Within a few weeks UKATA’s resilience was tested by the resignation of our Administrator
and the Covid pandemic which made travel to the office to retrieve equipment, files and
documents impossible.
Council members, with the support of some paid contractors and, subsequently, newly
appointed staff, retrieved the situation to keep the organisation operational and to change
the organisation to become increasingly in line with the strategic objectives determined in
February. The work to transform the organisation continues and the strategic objective of
completing the transformation by the AGM in 2022 remains the feasible target.
In April 2021, Council reviewed the progress made to date, reviewed and
amended the vision for the organisation and set new strategic and specific
objectives for the ensuing year.

13. What was achieved in 2020/21
•New staffing structure agreed and staff appointed
•New and interactive website up and running.
•Updated membership database connected to website.
•New, simplified membership renewal system in place and
used for 2020 membership renewals
•Consultation process on new governance structure
completed
•Separation of trustee body from Council agreed with process
and basis of new Council and committee structure agreed
•Significant steps achieved to move to paperless office,
including many forms now available via the website
•All staff now work remotely.
•Schedule for closing office agreed and to be completed in
Spring 2021
•All policies and procedures reviewed as part of OMR
•UKCP OMR submission completed with commendation by
UKCP panel
•Backlog of membership queries cleared
•Annual sample monitoring of CPD records in train and
starting Spring 2021
•CPD recording year changed to calendar year
•Membership kept informed of organisational changes and
proposals
•Work to re-establish 4 fields committee in progress
•2020/21 budget agreed
•Annual RTE meeting completed and more regular RTE liaison
meetings introduced
•Options for reducing financial deficit of UKCP organisational
membership identified
•Review of UKATA Diploma commenced with report from
TASC working party received

14. Council Vision
Building on change in 2020

15. Vision
At a recent strategy meeting UKATA Council developed a new strategic vision for the next
24 months
1. Build the organisation on the core principles of TA and its charitable status
2. To become an organisation that is fully inclusive, and representative, of our diverse
UK population and all all fields of TA, in order to achieve our potential.
3. Raise the profile of TA and UKATA, building sustainable relationships with the global
TA community, our members, trainers, other relevant organisations and the public
4. Build an efficient, sustainable, financially stable organisation through sound
business planning linked to longer term strategic objectives
Within each of these vision areas a set of strategic objectives and operational objectives
was identified.

16. Our Strategic Objectives
Building on our vision

17. Strategic Objectives
Core principles
• Embrace and use the principles of Co-creative TA in all of our
transactions
• Restructure the organisation and governance structure.
• Separate the Trustee body from the operational focus of Council
Inclusivity
• Become inclusive of all people, and account for, all fields of TA
• Review the current Council/Committee structure to improve and
streamline decision making, including more appropriate delegations
to committees.
• Review all policies, etc to ensure inclusivity for all members, potential
members and fields of practice
• Develop additional qualification pathways that provide recognition of
TA practice at various levels and across all fields
• Embrace, account for, and support all TA trainers within the UK
Profile
• Expand our membership
• Strengthen relationships with all stakeholders
• Provide students/trainees with clear information about qualification
pathways
• Provide more opportunities for learning and supporting the practice
of members
Sustainability
• Expand the use of information technology to support a more efficient
and effective operation of the business, and to improve the
relationship with our stakeholders, including members
• Address the financial deficit of supporting RTEs through the
mechanism of the Organisational Membership of UKCP
• Generate a sound business plan and build the business, financial
strategy and annual budgets to meet the strategic objectives of the
business plan.
• Increase the annual financial turnover
Building on the 4 principles of Council’s vision, here is a list of our strategic objectives

18. Operational Objectives for 2021/22
Developing the strategic objectives into deliverable objectives for 2021/22

19. Build the organisation on the core principles
of TA and its charitable status
OK/OK - Adult/ Adult communication
and the encouragement of Autonomy
Establish an Interim
Management Board
Develop a Scheme of
Delegation for Committees
Review all policies and reframe
as advice where applicable
Maintain an Adult / Adult
communication style
Develop terms of reference for
all committees and trustees
UKATA Vision - Statement 1
Embrace and use the principles of Co-creative TA in all of our transactions.
Restructure the organisation and governance structure.
Separate the Trustee body from the operational focus of Council
Develop a lighter touch administration including referencing
UKATA/EATA requirements and other requirements that are
requirements of other organisations (such as UKCP)
Review the CPD scheme, UKCP
Registration review process
and Membership rejoining

20. Become an organisation that is fully
inclusive, and representative, of our
diverse UK population and all fields of
TA, in order to achieve our potential.
Move towards becoming inclusive of all
people, and account for, all fields of TA
Amend membership renewal to
collect more diversity data
Review bursary scheme to
ensure appropriate support
Review qualifications and
awards to expand
opportunities for members
Structure website to enable
members to find relevant
policies and forms
Additional membership
categories for training associate
and associate RTE
UKATA Vision - Statement 2
Become inclusive of all people, and account for, all fields of TA
Review all policies, for all members, potential members and fields of practice
Develop new qualification pathways that recognise TA practice at different levels and across all fields
Develop a lens for all practices and procedures that focusses on
inclusivity in all areas of business.
Review the CPD scheme, UKCP
Registration review process
and Membership rejoining

21. Raise the profile of TA and UKATA, building
sustainable relationships with the global TA
community, our members, trainers,
other relevant organisations
and the public
Expand the membership and strengthen
relationships with all stakeholders
Promote UKATA
membership to new audiences
Develop new online training
resources for all
Engage with the membership
more often and consistently
Provide more information
about TA to the public via the
website
Develop terms of reference for
all committees and trustees
UKATA Vision - Statement 3
Provide students/trainees with clear information about qualification pathways
Provide more opportunities for learning and supporting the practice of members
Develop marketing / social media campaigns and strategies
Council’s strategic view of separating functions and streamlining business will
allow Trustees to focus on developing UKATA’s profile externally and improving
the profile of various parts of the organisation internally.
Devise a Marketing Strategy
and develop marketing
campaigns

22. Build an efficient, sustainable,
financially stable organisation through
sound business planning linked to
longer term strategic
objectives
Clear and documented financial
and business practices
Integrate all administrative
processes into the new website
Revise the company’s financial
procedures
Set a budget as an integral part
of the revised financial system
Form and update a business
plan and annual budgets
Increase the annual financial
turnover
UKATA Vision - Statement 4
Expand the use of information technology to support a more efficient and effective
operation of the business, and to improve the relationship with our stakeholders,
including members
Generate a sound business plan and build the business, financial
strategy and annual budgets to meet the strategic objectives of
the business plan.
Address the company’s
financial deficit in supporting
RTEs via UKCP Membership