cimspa agm presentation 2014
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TRANSCRIPT
Agenda
• Welcome and Introduction – David Stalker, Chairman
• Approval of 2013 Audited Accounts & Minutes – David Stalker, Chairman
• Trustee Recruitment – David Stalker
• The Landscape we are operating in – David Stalker, Chairman
• Transitional Management Report – Tara Dillon, Interim COO
• 5 Year Business Milestones – Tara Dillon, Interim COO & Stephen Wilson, Interim Officer
2012/13 Forecasted Performance Actual1
2012 £Forecast2013 £
Income from activities: Membership & Partnership subscriptions 376,867 346,312Education & Training 571,919 537,084Other activities 146,991 105,878 Grants receivable - 133,320Income from investments 3,368 3,672Total income 1,099,145 1,126,266 Operational Expenditure (1,134,963) (1,010,015)Investment management costs (1,504) (1,650)Exceptional Costs (4,760) (142,539) Operating surplus/(deficit) (42,082) (27,938) Investment gains (realised and unrealised) 13,102 13,000 Total surplus/(deficit) (28,980) (14,938) Reserves at beginning of year - 42,244Transfer of reserves from IMSPA 71,224 - Reserves at 31 December 42,244 27,306
• At the last AGM we forecasted for 2013:
• £14,938 deficit• £27,306 funds
2013 Actual Performance
• Accounts were approved by Trustees on 28 May 2014
• Accounts audited by Crowe Clark and Whitehill LLP on 24 June 2014
• Reported operational performance £4,086 better than forecast
• Reported improvement in funds by £24,251
• Total Funds at 31st December 2013, £51,557
2014 Board of Trustees
David StalkerChair
Carl BennettElected Trustee
Ian NicksElected Trustee
Julian LeybourneElected Trustee
Sue BriggsChair of N&R Committee
Glenn Armstrong
Vice Chair of N&R
Paul CluettAppointed
Trustee
Trustee Amendments
• At the October 2014 meeting the Trustees and I formally accepted the resignation of Ian Nicks from the Board of Trustees
• Today marks the start of the recruitment process for:
• A trustee elected by the members following the resignation of Ian Nicks
• Three further appointed trustees with expertise:• Financial management • Marketing• Sports & Activity Delivery
Nominations Committee
David Stalker
Julian Leybourne Sue Briggs
Carl BennettChair
• Nominations Committee will:
• Assess applications to stand for election via the membership
• Assess & appoint applications to stand as an appointed Trustee
• Nominations Committee Chaired by Carl Bennett
Regional Committees
• Regions were previously ineffective but crucial for future operations
• Serving on average 157 members per region (12)
• Re-focused to 3 regions and 3 nations
• New Boards established
• Officers recruited and in place
A balance between active & reactive• Seeking to protect the sector against a
withdrawal of apprenticeship funding
• Seeking solutions to the removal of the QCF
• Reacting to increasing local authority cuts by supporting leisure providers to expand their role and influence across the wider range of leisure provision
• Undertaking research to identify skills gaps across the sector
The Institute constantly sits along the fine line of reacting to developments within the sector and beyond, and separately developing new initiatives to challenge and stretch the sector
Challenge and Stretch
ActiveArticulating workforce development plans and promoting the role of the sector
Re-activeResponding to opportunities & challenges by developing initiatives and projects
The landscape has changed• Employers are now in charge but
require clear support
• A third party is required to outline what “good looks like”
• A clear voice to government on workforce development is required or the sector will slip to the back of the queue
Even simply over the course of one year the landscape and context against which we are operating has changed dramatically, actually increasing opportunities for the Institute
Aims of the Transitional Process
• Embed the principles of the business review into the Institute:
1. Re-structure and grow the membership2. Draft a Professional Development Framework (PDF)3. Build an endorsement programme identifying quality
education and training4. Develop new Education & Training Initiatives such as
mentoring5. Restructure the Nations and Regions Committee6. Develop key partnerships with academic institutions,
market interest groups7. Re-invigorate CIMSPA’s Information and Policy 8. Develop new systems and processes that support greater
member interaction9. Manage the finances through a transitional year
Transitional Team
Tara DillonInterim COO
Spencer MooreDevelopment
Director
Ben GittusEndorsement
& Engagement Director
David StalkerTrustee
Overseeing the Team
1. Membership
Dec-1
3
Jan-
14
Feb-1
4
Mar
-14
Apr-1
4
May
-14
Jun-
14
Jul-1
4
Aug-1
4
Sep-1
40
500
1000
1500
2000
2500
3000
1947
2457
1947
2377
Actual
Forecast
• 2457 live members
• 20.8% increase during transition process
• 80 members (3.3%) ahead of forecast at time of last AGM
• Significant growth through student categories of membership
2. Education & Training2013 Education & Training
The message does not match the education
The Institute must develop and deliver a well rounded programme of education and training
Current members do not participate in the Institute’s education and training
CIMSPA should support the Single Qualifications Framework
The Institute is overly reliant on PPO
The Institute should not compete with education providers who are often its members
CPD is crucial yet current offer only attracts 13% of members
The Institute should be a “badge” of quality providing unequivocal assurance to members
2014 Education & Training
Outline a programme of professional development from levels 3-7
Install clear quality marks across the education system
Protect and grow apprenticeship funding to the sector
Protect against the withdrawal of the QCF
Build a system that identifies best practice to employers and learners; works with awarding organisations; and delivers through training providers
2. Professional Development Framework
Regional Events & Programming
The PDF is at the “heart of the institute as it defines relevant job families, competencies and education
The Institute acts as a “badge of quality” for CPD, Qualifications and courses. Endorsing provision through Awarding Organisations
Members are signposted to education and all categories are aligned to job families, meaning you can progress your membership through your career
Discounts on education, guidance and actual training delivered through the Nations and Regions
• Professional Development Framework is a model of professional skills, competencies and behaviours that foster continual learning as an individual progresses through their career and membership
2. Professional Development Framework
• In tandem with a withdrawal from direct delivery the Institute pledges to build an endorsement model at level 3 and above for management professionals
• An endorsement criteria, submission process, evaluation and contractual process are in place
• Operating for:• Awarding Organisations (Qualifications)• Training Providers (CPD)• Higher Education (Courses)
3. Endorsement
4. Education & Training InitiativesActive Training Awards – first ever sector wide accolade for workforce development, recognising best practice against CIMSPA standards.
Over 65 applications and 150 attendants to first ever conference exclusively focused on workforce developmentTrailblazer – secured Trailblazer status for the sector in order to protect and grow the £30m apprenticeship funding currently received by the sector
Reviewing standards for Personal Training and Leisure Manager aligned to CIMSPA membership and PDF.
Undertake initiatives
that strengthen workforce development across the sector
4. When it works – Higher Education
Offer services
and members to individuals
going through
endorsed education
Build a relevant membership offer for target audience
Endorse education
either through CPD,
Qual or Course
Identify a
standard and a
Job Family
Identified training within Higher Education for Sports Management
Built an endorsement model supported by a ten point plan for partnerships with Higher Education Institutions including: Internship/placements, guest lecturers, links to research, student conferences, HE representation on management boards
Built a student membership offer:• Access to CIMSPA library and resources• Electronic copy of S&PA• CIMSPA newsletter e zine, S&PA Extra• Sector job alerts• Forum within CIMSPA website• Access/ discounts to student conferences• Access to CIMSPA career development work and PDF• Access to negotiated promotions through CIMSPA
partners
Secured a circa 60% rise in Student members through this approach
5. Nations & RegionsRegions & Services
Regional Chairs are volunteers without sufficient support to deliver administrative tasks
Regions can be “like elite little cliques”
Crucial technical guidance requires routine and regular updating
In principle without greater support the Regions are “set up to fail”
In principle without control from the centre there will be disparities between regions
If adequately supported a region could deliver:• Career Services• Work Placements• CPD sessions• Mentoring
Currently regions are not appropriate in order to deliver member benefits
5. Nations & Regions
Nation or Region Chair Vice Chair
Scotland John Bruce TBC
Northern Ireland Paul Lyness Liam Glavin
Wales Sally Church TBC
North Tim Hicks Glenn Armstrong
Midland Sue Briggs Lloyd Conway
South Rob Hardy Adrian Mathews
5. When it works?
• North East Region
• May 2014 in the midst of changes to regions
• Legal Claims in Sport
• Cost neutral through sponsorship
• 67 attendants• 45 non-members• 13% conversion
6. Key Partnerships
Umbrella Bodies
Education & Endorsement
Government Partners
Higher & Further Education
Inheriting a body without partners but now have, or are developing, MoUs, SLAs and agreements that support membership growth and service:
7. Information & Policy
Create a method of identifying
what guidance is necessary
Ensure a collaborative approach
to the production or review of
guidance
Identify both strategic
and technical
requirements
Build an understanding that the CIMSPA badge
represents quality
Aims
7. I&P – When it works?
Partnership with ukactive Health &
Safety Group
Agreement with the HSE to lead the sector
liaison
Now reviewing the HSG 179 Swimming Pools
Guidance
Stakeholder relationships are key, both employer and consultants must be integrated
Relationships are now in place with bodies such as the HSE, ROSPA, and BSI
We are now a mechanism for the sector to review key pieces of guidance including HSG 179
8. Systems and Processes
Move from a paper based system to an online, personalised, progressive, e-commerce & e-learning platform
8. Systems & Processes
Personalised member login, outlining education achieved
Targeted and relevant events programme on member homepage
Promoting key research and members satisfcation programmes, gathering insight
Targeted and relevant training offers all discounted through partners
Linking to e-commerce and membership purchase
9. Finances
• At 2013 a forecast for 2014 showed:
• A £2,105 surplus
• A £1,067,297 income projection
• Current forecasts demonstrate:
• A £11,183 surplus
• A £950,876 income projection
Is it working?
Individual Essential for every career
EmployerEmbedded within Job DescriptionsProviding a clear
workforce development strategy for your
managers
Reassurance of the quality of learners and
candidatesReassuring
commissioning and partners
Embedded: CPD, publications, regional
events, advice & guidance
Tailored education and training for every step
of your career
What is it?
Yes
An outline of what the Institute could look like in 5 years
A forecast of how our role should change in line with ambition
A forecast of how we will respond to the changing sector context
Why?
We are scratching the surface of Sport & Activity
The workforce development landscape will change
We are a new business, with new models and new staff
Scratching the surface
League Managers
Local Authority Sport & Leisure
Sports Development
Parks & Recreation
Performance Sports
Sport & Exercise Science
Children's Activity
As we grow our models will be applied to numerous individuals, stakeholders and professionals
Workforce Development
2015
2016
2017
Removal of the QCF creating an open market of AO qualifications.
Potentially 40 quals = 1 job
New Government following 2015 election
Mandatory employer ownership and cash investment into apprenticeships
Potentially halving the £30m of sport & activity apprenticeship funding
Renewal of Performance Directors
Into our 3rd local authority spending cycle
CIMSPA members potentially operating in libraries, theatres and parks
We are changing
2013
The message does not match the education
Declining members
No outward policy positions
Not articulating professional competencies
Institute relying on 52% of income through direct delivery of a single qualification
2018
Partnership led
A partnership and endorsement system of education
A government partner essential for workforce development
Income sustainable on membership
Leading sector body for workforce development
We are now recruiting a team to a very different organisation and must be able to articulate that change to the team, members and stakeholders.
A 5 year plan demonstrates our ambition
Our Mission & Vision
CIMSPA is the chartered professional development body for the UK’s sport and physical activity sector. We provide leadership, support and empowerment for professionals working in sport and physical activity AND a single unified voice for the sector. Our vision is “To develop a vibrant, UK wide sport and physical activity sector, led by professionals providing advocacy and leadership and working in partnership with stakeholders to help ensure the highest standards of service delivery”. Our primary objective is to “define and facilitate professional development”. In order to do so we will work in close co-operation with related bodies to define and manage the career pathway for professionals in the sport and physical activity sector. The Institute then holds two long term strategic priorities: • To provide opportunities for young leaders to develop and succeed• To provide leadership on the development and management of career pathways
Immediate Next Steps
CEO
Recruitment of full time CEO to deliver the 5 year key milestones. The ultimate end of the transition!
Trustees
New Trustees recruited and elected birng new areas of expertise and experience.
Active TrainingAwards
Deliver the first ever workforce development conference and awards with over 200 attendants
Online System
Phased launch of a new system allowing online purchase of membership etc
Trailblazer
Submitting the first ever Leisure Manager apprenticeship in February 2015
Regions
Three Regional Officers in place and activity will commence in the New Year