CIMSPA AGM presentation 2014
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David Stalker and Tara Dillon
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CIMSPA AGM presentation 2014
- 1. Annual General Meeting Trade Union Congress, Great Russell Street, London 13th November 2014
- 2. Welcome and Introduction – David Stalker, Chairman
- 3. 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
- 4. Approval of 2013 Audited Accounts – David Stalker, Chairman
- 5. 2012/13 Forecasted Performance Actual1 2012 £ Forecast 2013 £ Income from activities: Membership & Partnership subscriptions 376,867 346,312 Education & Training 571,919 537,084 Other activities 146,991 105,878 Grants receivable - 133,320 Income from investments 3,368 3,672 Total 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 - 42,244 Transfer 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
- 6. 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
- 7. Trustee Recruitment – David Stalker, Chairman
- 9. 2014 Board of Trustees Carl Bennett Elected Trustee David Stalker Chair Ian Nicks Elected Trustee Julian Leybourne Elected Trustee Sue Briggs Chair of N&R Committee Glenn Armstrong Vice Chair of N&R Paul Cluett Appointed Trustee
- 10. 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
- 11. Nominations Committee Julian Leybourne Sue Briggs David Stalker Carl Bennett Chair • 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
- 12. 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
- 13. The Context – David Stalker, Chairman
- 14. 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
- 15. Challenge and Stretch Active Articulating workforce development plans and promoting the role of the sector Re-active Responding to opportunities & challenges by developing initiatives and projects
- 16. 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
- 17. The Transition – Tara Dillon, Interim COO
- 18. Aims of the Transitional Process • Embed the principles of the business review into the Institute: 1. Re-structure and grow the membership 2. Draft a Professional Development Framework (PDF) 3. Build an endorsement programme identifying quality education and training 4. Develop new Education & Training Initiatives such as mentoring 5. Restructure the Nations and Regions Committee 6. Develop key partnerships with academic institutions, market interest groups 7. Re-invigorate CIMSPA’s Information and Policy 8. Develop new systems and processes that support greater member interaction 9. Manage the finances through a transitional year
- 19. Transitional Team Tara Dillon Interim COO Spencer Moore Development Director Ben Gittus Endorsement & Engagement Director David Stalker Trustee Overseeing the Team
- 20. 1. Membership 1947 2457 1947 2377 3000 2500 2000 1500 1000 500 0 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
- 21. 2. Education & Training 2013 Education & Training The message does not match the education CPD is crucial yet current offer only attracts 13% of members The Institute must develop and deliver a well rounded programme of education and training CIMSPA should support the Single Qualifications Framework Current members do not participate in the Institute’s education and training The Institute is overly reliant on PPO The Institute should not compete with education providers who are often its 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 Protect against the withdrawal of the QCF Install clear quality marks across the education system Protect and grow apprenticeship funding to the sector Build a system that identifies best practice to employers and learners; works with awarding organisations; and delivers through training providers
- 22. 2. Professional Development Framework Regional Events & Programming Membership (Students to Chartered Members) Endorsed Education (CPD, Qualifications, FE and HE Courses) PDF 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
- 23. 2. Professional Development Framework • 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
- 24. 3. Endorsement • 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)
- 25. 4. Education & Training Initiatives Active 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 development Trailblazer – 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
- 26. 4. When it works – Higher Education Offer services and members to individuals going through endorsed education 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 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 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
- 27. 5. Nations & Regions Regions & Services 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 Currently regions are not appropriate in order to deliver member benefits Regional Chairs are volunteers without sufficient support to deliver administrative tasks Regions can be “like elite little cliques” If adequately supported a region could deliver: • Career Services • Work Placements • CPD sessions • Mentoring Crucial technical guidance requires routine and regular updating
- 28. 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
- 29. 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
- 30. 6. Key Partnerships Inheriting a body without partners but now have, or are developing, MoUs, SLAs and agreements that support membership growth and service: Umbrella Bodies Education & Endorsement Government Partners Higher & Further Education
- 31. 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 understandin g that the CIMSPA badge represents quality Aims
- 32. 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
- 33. 8. Systems and Processes Move from a paper based system to an online, personalised, progressive, e-commerce & e-learning platform
- 34. 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
- 35. 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
- 36. Is it working? Individual Essential for every career Employer Embedded within Job Descriptions Reassurance of the quality of learners and candidates Reassuring commissioning and partners Providing a clear workforce development strategy for your managers Tailored education and training for every step of your career Embedded: CPD, publications, regional events, advice & guidance
- 37. Signs of progress Growing Membership Employers calling for CIMSPA
- 38. 5 Year Business Milestones – Transitional Management Team
- 39. 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 No This is not another business review This is not a change – we are still the Strategic Lead for Workforce Development This is not a new business plan
- 40. 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
- 41. Scratching the surface League Managers Public Health Private Fitness Sports Development Local Authority Sport & Leisure Parks & Recreation Performance Sports Sport & Exercise Science Children's Activity As we grow our models will be applied to numerous individuals, stakeholders and professionals
- 42. 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
- 43. We are changing 2013 The message does not match the education Institute relying on 52% of income through direct delivery of a single qualification Declining members Not articulating professional competencies No outward policy positions 2018 Partnership led Income sustainable on membership A partnership and endorsement system of education A government partner essential for workforce development 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
- 44. 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
- 45. Our roles
- 46. Membership
- 47. Endorsement
- 48. Events
- 49. Standards
- 50. Finance
- 51. Policy
- 52. 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 Training Awards 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
Notas del editor
- Welcome everybody to our Annual General Meeting, it is a slightly different AGM in that we do not have elections or dramatic adoptions of new business plans. Although this may have had a slightly negative impact on attendance, I am actually happy and let me tell you why. The lack of “drama” at this AGM is representative of the smooth progress and upward trajectory the Institute is on. Last year emergency forced us into a business review, and then the state of the Institute forced us to develop a new business plan and re-structure however those days are behind us. This year we are purely reporting progress and are for the first time during my engagement with the Institute we are outlining a long term series of milestones for the Institute. Last year we outlined the next year today we will outline the next 1-5 years. This is a sign of our progress and although it could withdraw some of the suspense from today’s AGM I am for one delighted that those days are behind us. For me the theme of today’s AGM is very much our future. Our progress this year and the wider context has forced the Trustees, team and I to consider a longer term and even more ambitious plan. For an example, look no further than the Institute’s role in creating an apprenticeship for Leisure Manager which was not forecasted at the start of the year but is crucial for the sectors long term development and therefore something the Institute must do.
- So down to business, we are scheduled to last until 4pm at which point any of you who wish to go downstairs to watch the CEO of Public Health England outline his plans for public health in the country are welcome to do so. Alternatively, the team will remain on hand to answer questions individually. There are refreshments at the back of the room so please help yourselves. If you have questions please do not hesitate to put them forward at the start or end of the sessions, today will only work if we have a collaborative session.
- As is quite proper with any Annual General Meeting we have a mixture of update items, and formal business items. Firstly, I wish to report on the accounts for the year ending 31st December 2014 and note the minutes of 2013 AGM which you all have. Secondly, I will provide an update on plans for Trustee recruitment. I will then outline the context in which we operating before handing over to Tara and her team to discuss both a review of the year and also the 5 year business milestone document. Lastly, I will invite all Trustees to the podium for a questions and answers session from the floor.
- Before considering the finances I quickly ask to formally note the minutes, which were approved by the Board in late December and have been circulated to members. Many of you will remember that at this stage last year we were not able to provide audited accounts for 2012 and had only negative forecasts for the year ending December 2013. Thanks in no small part to the work of the Transitional Management Team we are now able to provide a detailed forecast an also copies of audited accounts.
- As I said this time last year with a ittle over a month of our financial year remaining we forecasted a: £14,938 deficit trading year £27,306 total remaining funds
- You have received copies of the accounts already and I believe that hard copies are also available today The Trustees approved these accounts in May 2014 which were in turn audited and approved in June 2014 I am delighted that through careful financial management we achieved: Reported operational performance £4,086 better than forecast Reported improvement in funds by £24,251 Total Funds at 31st December 2013, £51,557 The 2012 accounts have also been completed and submitted to the Charities Commission In effect over the last year we have reviewed and brought all of our financial procedures into line
- Although we are not announcing or finalising any recruitment today I did want to provide a brief update on progress Before I go on I would like to thank all of the Trustees for their hard work over the last year, each of them have “gone above and beyond” with their contribution of their own time. In many ways it was not an easy time to act as a Trustee given that they were inheriting a plan following a comprehensive business review and were quickly asked to “hit the ground running” as soon as the clock started ticking on the transition I felt all Trustees adapted very well and offered crucial support to the team, I must particularly thank Carl Bennett who acted as Interim Chair for the first half of the year whilst we were getting our feet under the table. Our key aims for governance were to ensure all Trustees received necessary and relevant training, and then in review of Nations and Regions Governance. All Trustees received training from Anthony Collins solicitors who provided clear “checklist” of activities and actions that the Institute should undertake. As Tara will explain we have also completed a review of the Nations and Regions Governance therefore completing our key actions.
- You will reminder that our governance structure and the composition of our board was determined by the membership through a consultation led by Portas Consulting It was agreed that the Board would include 10 Trustees: 3 Elected via the membership 4 Appointed Trustees Chair & Vice Chair of the Nations & Regions Committee Chair
- At the start of 2014 the Trustees included the individuals on the slide The three individuals elected via the membership were: Carl Bennett Ian Nicks Julian Leybourne Sue and Glenn obviously represent the Nations and Regions whilst Paul and I were appointed in part due to our historic understanding
- Unfortunately Ian Nicks has resigned from the Board with a view to concentrate his time and energy on the technical aspects of the Institute The Trustees and I are very grateful to Ian for his efforts and contribution whilst the team look forward to working with him more regularly on issues relating to aquatics management The Board formally approved and recognised his resignation at the October Board meeting which did not leave enough time to conduct a proper appointment in advance of the AGM, as such today formally marks the start of recruitment for this post. A Trustee role descriptor is now live on the website and I encourage members who wish to apply to put forward an application which will be reviewed by the Nominations Committee before being put to the membership for voting We are also going to commence the recruitment of three further appointed trustees with expertise in: Financial management Marketing Sports & Activity Delivery I realise that many of you may wonder why we have waited until now to formally commence recruitment and it is simply because we can now have confidence in the roles we are recruiting for. Any candidate considering applying can clearly understand the mission and vision of the Institute and how they would be expected to contribute through the Board
- The Nominations Committee will oversee all appointments and elections The committee is led by Carl Bennett and then currently includes myself, Julian and Sue. Carl will also consider additional appointments from the membership and stakeholders who can support the process.
- I will let Tara explain the Nations and Regions in more detail later during our workshop. In short, we inherited an important yet ineffective regional system which had to be strengthened, re-invigorated whilst also being made to produce more for less – so no small task! Due to the impressive contributions this has been achieved with 3 Regional Committees whilst retaining the 3 National Committee I realise that on the face of it this may look like a downgrading of the support for our regions however I assure it is not and I am grateful to all of the regions for their understanding and hard work in assembling the new structures.
- That concludes our formal AGM business and now we commence our business updates and discussion items regarding the direction of the Institute and our progress over the last year against the Transitional Plan. Tara and her team will outline much if the detail I would like to briefly touch on the balance between the Institute being “active” and “reactive” which in turn explains how quickly our plans can change.
- We are the Strategic Lead for Workforce Development that has been agreed by a robust process which encompassed numerous interviews, consultations and other events. This role is therefore a constant balance between challenging the sector’s workforce development and at times having to develop new initiatives and services which are in response to developments – and there have been numerous developments over the last year. For example: Before we started the year Ofqal had not announced plans to remove the QCF Local authority integration of services have fundamentally changed the nature of the services our members are providing Apprenticeships, so often the entry point for our sector, have been subject to a huge reform This issues effect our role as the Strategic Lead for Workforce Development and to ignore them would be fundamentally irresponsible so we haven’t. This does make long term planning difficult however fortunately we are and always will be independent so have the freedom to respond in a manner that best supports our members.
- Challenge & Stretch is term increasingly being used within vocational education and I think it applies to our sector We have to challenge our workforce in order to fundamentally re-position the sector and increase our attractiveness to partners and potential employees. We do this by acknowledging what issues we are actively developing vs those we are reacting to. As you can see on the slide examples of how we work pro-actively are through: Conducting research – this year we worked with CYQ to survey over 2,000 exercise professionals and their managers, we also ran a survey on professional development across our entire membership Training Awards – building the first ever sector accolade for training and development Working with specialist bodies to embed activity professionals as part of an allied healthcare team Representing the sector on key policy issues such as the publication of HSG179 We also have to react to issues including: The potential impact of trailblazer status on our apprenticeship programme which receives £30m per year and for so many is the entry point to the sector The development and expansion of the school sports premium which has doubled the number of private providers delivering curriculum activity and school sport The removal of the QCF which in turn requires the Institute to develop its partnership and endorsement model.
- Above all else I make these points in order to clarify that the landscape we are operating within has changed and we cannot ignore that. Fortunately for us the changes are growing the role of the Institute, expanding our influence and our ability to deliver benefits to members. For instance, in order for employers to capitalise on the various opportunities in front of them they have to collaborate with one another and build joint projects and collaborations If we do not employers will likely reduce their apprenticeship commitments by circa 50% and in turn a key method of training and funding in the sector will be removed Similarly, at a time of so much reform to the skills system it is crucial we have one single voice to government at all times. The landscape has also changed for our members who are now operating in very different organisations, for instance we must develop solutions that help professionals to work with the new public health system, or with a wider brief assigned by their local authority. All of these changes can make long term planning and forecasting difficult however ultimately we must take note of these changes. I will now pass over to Tara Dillon and her team who will first outline the progress of our transitional year and secondly how key elements of the organisation will grow and change over the next 5 years. Before Tara starts I would like to thank Tara and her team for their tireless hard work over the last year. Embedding the principles of the a business review into day to day operations was always going to be a “tough task” however they have achieved this whilst also securing day to day improvements in business performance. With that I will now hand over to Tara.
- Thank you Tara and the team, I am sure you agree that lots of work has been undertaken over the last year and we have bright future. Before launching into questions I would just like to remind everyone of some key initiatives over the next six months: We will shortly be announcing our new CEO We are recruiting Trustees Please attend the Active Training Awards Use the new website Review the new Leisure Manager apprenticeship Participate in regional forums I will shortly invite Trustees to the lecturn as well but would like to thank Paul Cluett who will be standing down as a Trustee after years of service. Paul has been a Trustee during our Chartership, business review and transition he has offered invaluable scrutiny and financial diligence, please join me in thanking Paul for his contributions
- I would now like to invite questions from the floor.