CIMSPA AGM presentation

 Presentation given to CIMSPA AGM November 2014

Tara Dillon, CIMSPA interim coo and David Stalker, CIMSPA chair

CIMSPA AGM presentation 2014 from Chartered Institute for the Management of Sport and Physical Activity

Slide 1 – Annual General Meeting

  • 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.

Slide 2 – Welcome and Introduction

  • 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.

Slide 3 – Agenda

  • 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.

Slide 4 – Approval of the 2013 Audited Accounts

  • 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.

Slide 5 – 2012/13 Forecasted Performance

  • As I said this time last year with a little over a month of our financial year remaining we forecasted a:
    • £14,938 deficit trading year
    • £27,306 total remaining funds

Slide 6 – 2013 Performance

  • 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

Slide 7 – Trustee Recruitment

  • 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.

Slide 8 – Projected Governance Structure

  • 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

Slide 9 – 2014 Trustees

  • 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

Slide 10 – Trustee Amendments

  • 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

Slide 11 – The Nominations Committee

  • 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.

Slide 12 – Nations & Regions

  • 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.

Slide 13 – The Context

  • 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.

Slide 14 – The balance between active and reactive

  • 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.

Slide 15 – Challenge & Stretch

  • 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.

Slide 16 – The Landscape has changed

  • 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.

Slide 17 – The Transition

  • Thank you David.
  • I will now outline how the team and I have approached the transitional plan and the key aims of the transition.
  • I must stress this is not in order to grade performance but rather to identify how the ambitions of the transitional plan transitioned into a clear plan. The transitional plan was purposefully “top-line” and listed numerous aspirations rather than clear business objectives so in many instances the first step was to outline how best to embed the principles of the plan into a clear operational programme.

Slide 18 – Aims of the Transitional Process

  • The aims of the business review were as follows:
    • Re-structure and grow the membership
    • Draft a Professional Development Framework (PDF)
    • Build an endorsement programme identifying quality education and training 
    • Develop new Education & Training Initiatives such as mentoring
    • Restructure the Nations and Regions Committee
    • Develop key partnerships with academic institutions, market interest groups
    • Re-invigorate CIMSPA’s Information and Policy
    • Develop new systems and processes that support greater member interaction
    • Manage the finances through a transitional year
  • In addition to the above it has of course also been “business as usual”, we have:
    • More than doubled the number of regional events that took place last year
    • Reviewed our S&PA Digital and Journal
    • Improved our communications
  • We have also significantly re-structured the small team as we said goodbye to may stalwarts of the team and have introduced 4 new team members all committed to the new mission and vision.

Slide 19 – Transitional Team

  • As you know the Transitional Team was comprised of myself, Spencer Moore and Ben Gittus.
  • Ben Gittus was very much focused on developing our Professional Development Framework and education whilst Spencer has been concentrated on numerous areas of the business.
  • We have reported into David and also worked closely with members of his team including Stephen Wilson who you will remember from last year.
  • The phrase “Transitional Team” is a bit miss-leading as in actual fact the team is much wider and I must thank the team we inherited at the office including:
    • Gordon Proctor
    • Christian Anderson
    • Ying Lu
  • Our new recruits such as Becky Ward and Anna Wilson, and all our Trustees.
  • The team is now growing with a new Administrator and Regional Officer also recruited.
  • Every single one of these individuals have a critical role to play in our transition and I would like to thank them and all of you for making the team and I feel welcome.

Slide 20 – Membership

  • I want to start with the most important area – Membership.
  • Much of the business review was strategic however I like to draw our focus back to the number of members we attract and retain.
  • At this time last year we aimed to have 2377 by this point and I am delighted that we have actually attracted 2457 which is a 20.8% increase during our transition and 3.3% ahead of the forecast.
  • As I will explain later this has been achieved through a targeted & integrated approach covering education and training, endorsement, and tailored benefits.
  • This strategy will be at the heart of membership growth moving forward.

Slide 21 – Education & Training

  • Moving onto Education and Training, last year we all agreed that our Education Offer:
    • Did not match the message and mission of the Institute
    • Was not attractive to members with only 13% utilising our CPD
    • Too focused on single technical areas
    • Distinct from wider sector developments such as qualifications
    • Was competitive with the wider market due to the Institute acting as a training provider
  • The business review aimed to:
    • Develop a programme of professional development from levels 3-7
    • Protect the sector against the potential withdrawal of the Qualification and Credit Framework
    • Establish quality marks across the sector so we could be confident on the quality of activity professionals
    • Build a system that identifies best to employers
    • Works with awarding organisations and relies upon the market of training providers to deliver

Slide 22 – Professional Development Framework

  • What we came up with was our Professional Development Framework
  • The principle of the Framework is that it is at the heart of the Institute
  • Through the Framework we can identify and define standards for instance clarifying what it means to be a “manager”
  • We can then endorse the relevant qualifications, degree programmes and CPD programmes for a manager, and in doing secure discounts for members whilst helping them to decide “what to do next”
  • The education is aligned to both a members career and also their journey through the Institute so a duty manager seeking to become a centre manager can identify exactly what CPD will help them to do so.
  • All members are signposted to these activities and we align all of regional education and CPD to this framework.
  • By articulating standards and relying on the education provided by the wider network of providers we can raise standards and in doing so engage with a wider network of potential members.
  • For instance, the Institute of Leadership and Management and Active IQ award numerous management professionals who previously did not touch or engage with the Institute but now are undertaking education endorsed by us and aligned to membership.
  • This is our strategy to raise standards and membership levels.

Slide 23 – Professional Development Framework

  • Officially our Framework is a model of professional skills, competencies and behaviours that foster continual learning as an individual progresses through their career and membership.
  • Thus far we have created our PDF for three areas and “job families” namely:
    • Supervisory/first line management
    • Middle Management
    • Senior Management
  • This model can now be expanded into other areas such as Sports Development.

Slide 24 – Endorsement

  • The next step is to then identify provision in the market that matches the standards agreed through the PDF – this is our endorsement programme and our ability to raise standards across the market.
  • The Institute endorses Qualifications, CPD, and courses as such we work with Awarding Organisations, Training Providers and Higher Education Institutions.
  • We were not anticipating to have established agreement however have confirmed arrangements with:
    • Active IQ
    • 1st 4 Sport
    • Right Directions
    • Discovery Learning
    • ICON
  • These are only the first round and we have a pipeline that will double this number, and therefore double the number of learners the Institute reaches.
  • I hope you can see that this model offers the Institute significant influence on the direction of standards in the sector, in effect we can liaise with employers and learners to identify standards and then raise quality across the market.

Slide 25 – Education & Training Initiatives

  • We have not only limited our work to the PDF, we have also undertaken initiatives that widen our influence and strengthen workforce development across the sector.
  • There are no two better examples than the Active Training Awards and the Trailblazer programme.
  • The Training Awards and Seminar programme are the only awards and event targeted exclusively at Workforce Development across the sector.
  • We have inherited the awards from Active IQ, and in doing so have established a 3 stage assessment process, a robust application process and have most importantly doubled the number of applications and attendance at the Seminar.
  • The awards offer the Institute the opportunity to advise 150 providers and employers on the education programmes they are developing so as to ensure they are mapped and aligned to the Professional Development Framework.
  • The Trailblazer programme is a “status” or “accreditation” that we have secured for the sector and our employers. It offers employers the opportunity to revise apprenticeship standards directly

Slide 26 – When it works, Higher Education

  • The HE sector is a clear example of where our strategy of embedding the PDF within a membership offer can both raise the standard of education and increase membership.
  • We identified the Higher Education Sports Management Courses, we worked with institutions to endorse their courses whilst putting place a programme of guest lecturing, internships, research etc, and we then put in place a clear membership offer for students who had completed such research.
  • The outcomes was a 60% rise in student membership.

Slide 27 – Nations & Regions

  • This time last year we agreed that our Nations and Regions structure was essential for the future success of the Institute however they were not operating to their potential at the time.
  • So our challenge was clear, retain the ambition and potential of the regions whilst ensuring they operate more efficiently
  • As David alluded to we have now done so by establishing 3 regions and 3 national committees.
  • Each of these committees have been populated, they have put in place clear KPIs, budgets and governance procedures.

Slide 28 – Nations & Regions

  • I am very grateful to our Chairs and Vice Chairs of the Regional Committees who should now become your key contacts for the Institute.

Slide 29 – When it works?

  • Once again when this system works we have great impacts, and I have chosen an event the Northeast Region conducted during the 2nd quarter of the year in the midst of the change.
  • With an allocated budget from head office and central communications support they delivered a cost neutral event with sponsorship
  • Focused on legality within sport
  • The event attracted 67 attendants, 45 of which were non members 13% of whom became members.
  • We attracted similar success at other regional events and have delivered twice the number of regional events this year.

Slide 30 – Key Partnerships

  • At the start of the year we did not have relationships or partnerships with the key “gateway” organisations for membership. However, we did not engage with Sporta or CLOA despite them in turn representing the largest proportion of our members.
  • We now have relationships in place with:
    • Umbrella Bodies
    • Education & Endorsement
    • Government Partners
    • Higher & Further Education
  • These partnerships all support the growth of membership and increased benefits for members
  • For example, as we have heard our Higher and Further Education partners allow us to improve the relevance of the training that students receive and in turn the employability of those students.
  • With others such as Skills Funding Agency we are working to protect apprenticeship funding, and with awarding bodies we are supporting individual learners to progress their careers.
  • These partnerships help us to improve the relevance of our support to members and in turn the value of their membership.

Slide 31 – Information and Policy

  • Last year we agreed to create a Information and Policy strategy that focused on providing un-equivocal guidance for members, for instance how do we reduce the amount of competitive policy and guidance?
  • As you can see we wanted to create a method of reaching agreements across the sector regarding what guidance is necessary
  • Then hold sufficient partnerships to ensure a collaborative approach to the production of guidance
  • Then lastly build an understanding that the CIMSPA badge can represent the sector
  • We have done this in pockets although the team and I recognise we have further progress to make in this area

Slide 32 – Information and Policy – When it Works?

  • Once again when this works we can make a real impact
  • Working largely with fitness and leisure operators we created a single employer group with the ukactive Health & Safety Group
  • We then identified the need to update key pools guidance
  • We liaised with the HSE and are now leading the sectors input into the review of HSG 179

Slide 33 – Systems and Processes

  • The business review identified a clear need to update our systems which were completely paper based
  • To join the Institute you completed a paper based exercise, payments are not taken online and our members area was limited
  • We need to move to a progressive system that accommodates a personalised account, tracking your progress and tailored e-commerce and e-learning solutions

Slide 34 – Systems and Processes

  • We have reviewed numerous providers are working with APT & HRD Online to develop a comprehensive online system.
  • APT are developing a new Membership management system and website. Whilst HRD will integrate in order to provide access to over 60 on-line modules that are accredited by ILM
  • Here you have a screenshot which shows how moving forward the system will have:
    • Personalised member logins, outlining the education you have undertaken and the means by which you engaged with your Institute
    • E-commerce and membership application processes
    • Targeted and relevant events programme on the member homepage
    • Promotions of tailored research and training offers
  • This will be your CIMSPA area and will hopefully reduce the reliance on events, for instance even if you missed today you could hear a recording on the website.
  • The functionality will now be in place and phased in over the course of the next few months

Slide 35 – Finances

  • As we know our AGM falls before the end of our financial year so I cannot provide conclusive accounts however I can demonstrate that we have improved upon the forecasts generated last year
  • For instance, we have generated a £11,183 surplus which is £9,000 ahead of our forecast last year.
  • We have also done so on a lower turnover than forecasted as we do not require the entire available grant and given our independent status we decided to reduce necessary income.

Slide 36 – Is it Working

  • We judge our success by our ability to create a two sided ROI proposition for the individual and employer.
  • For the individual we want to have a tailored programme of education embedded through our regional events
  • Whereas for an employer we wish to offer reassurance on the quality of CIMSPA members, clear training plans for staff and ultimately have CIMSPA as a requirement of job descriptions.
  • These are the KPIs we are judging our success on.

Slide 37 – Signs of Progress

  • I am delighted that membership growing and as you can see we are seeing employers inserting CIMSPA member as a requirement.
  • Partners are regularly stating that this marks a quantum shift in recruitment patterns across the sector
  • We are of course not the finished article and we have (and will continue to) experience teething issues however we are making progress and are on the right track.

Slide 38 – 5 Year Business Milestones

  • I will now like to move swiftly onto our 5 year business milestones, please hold questions on the transition until the end of the day.
  • The 5 year business milestone document has not been shared with stakeholders rather it is exclusive for members currently and in draft format so we will take your questions on board and make amendments where necessary.

Slide 39 – What is it?

  • In simply drafting this document we have fielded numerous questions regarding what this document is and isn’t so let me clarify.
  • We are not drafting another business plan or announcing a new role – we are still the Strategic Lead for Workforce Development with the same aims and ambitions we agreed last year.
  • We are simply providing an outline of what the Institute could look like in 5 years, and how we will respond to a changing context.
  • For instance, what will our endorsement offer look like in 5 years.

Slide 40 – Why?

  • You may ask why do this now and not just focus on core activity, for me it is very simple.
  • For me there are 3 clear reasons:
    • Firstly we are scratching the surface of Sport & Activity
    • Secondly, the workforce development landscape has and will change again
    • Thirdly, as a business we are changing and must ensure all new staff and partners know what we will look in years to come
  • This is important so I would like to take each issue in turn.

Slide 41 – Scratching the Surface

  • Firstly, the team and I are not patting ourselves on the back or wasting any time congratulating one another
  • Quite the opposite
  • We think that we are only scratching the surface of management within sport and activity
  • As the years go by we have the opportunity to support managers within:
    • Sports Development
    • Private Fitness
    • Parks & Recreation
    • Performance Sports
    • Public Health
    • Children’s Activity
    • Sport & Exercise Science
    • League Managers
  • Each of these sub-sectors will operate with a wider network of stakeholders and will require a nuanced approach
  • They will also dramatically change the scope of our membership.

Slide 42 – Workforce Development

  • As we have touched upon we are at times reactive to wider issues and over the next three years we have numerous changes forthcoming.
  • For instance, next year alone we have a new Government forthcoming, and also the removal of the QCF.
  • The year after we will have to adapt to a new system of apprenticeships requiring mandatory cash requirements, we will also have another Olympics and a raft of individuals leaving NGBs.
  • Then in 2017 we will have a programme of local authority spending potentially further integrating local services.

Slide 43 – We are Changing

  • We are also now recruiting a new team to a very different organisation and must be able to articulate that change to the team, members and stakeholders.
  • When forming new partnerships and teams I want to ensure that they are aware and briefed on our future.

Slide 44 – Our Mission & Vision

  • Our Mission and Vision remains unchanged.
  • We are the Strategic Lead for Workforce Development and have to aims:
    • Provide opportunities for young leaders to develop and succeed
    • Provide leadership on the development and management of career pathways

Slide 45 – Our roles

  • Our roles also remain unchanged:
  • Membership
    • A membership system that ensures “every sport and activity professional has a voice through its Chartered Institute”. A value proposition will be at the heart of the membership system.
  • Education
    • Facilitating and leading a single system of endorsement for sport and activity for sport & activity from FE to CEO.
    • CIMSPA will not necessarily deliver endorsement at each level rather we will facilitate joint action between partners.
  • Events
    • Facilitating an insight led coherent events calendar for the sport and activity sector aligned to a workforce development strategy.
    • CIMSPA will not deliver “every single event within sport and activity” however we will strive to avoid duplication and set a strategy to be covered at each event”
  • Professional Standards
    • Set standards for employment within the sport and activity workforce and ongoing professional development.
    • Ensure that systems to draft standards are consultative and in-keeping with the latest trends in workforce development.
  • Finance
    • Creating a sustainable and independent financial strategy generating a surplus for re-investment into research and development to “future proof the sport and activity sector”.
  • Policy
    • Facilitating the design of all policy, ensuring a credible position for the sport and activity sector.
  • In each instance, we are articulating our 1, 3 and 5 year plan and we are outlining:
    • Our target
    • Our role
    • Sector Activity
  • This is indicative of how the Institute is dependent on the sector and vice versa.

Slide 46 - Membership

  • Year One
    • 3,600 members
    • A clear 2-sided ROI established. A proposition which provides sufficient value to an individual which in turn allows an employer to call on all employees to support CIMSPA.
    • 10% of employers stating that CIMSPA membership is desirable within job descriptions.
  • Year Two
    • 7,500 members
    • Engagement with key stakeholders so that CIMSPA membership is embedded within tenders and contracts
    • CIMSPA membership embedded within stakeholders, e.g ukactive embedding CIMSPA membership into their Code of Practice.
  • Year Three
    • 25,000 members
    • CIMSPA facilitating an endorsement programme for levels 1-7 across sport and activity. With all membership feeding into CIMSPA although potentially with sub-sectors.
    • 50% of employers insist upon CIMSPA membership within their employment structures,

Slide 47 – Endorsement

  • Year One
    • Clear ROI endorsement offer in place for:
    • Awarding Organisations
    • Higher Education Institutions
    • Further Education Colleges
    • Articulated Professional Development Framework for all three areas, and a system of review in place to improve this offer at all times.
    • 30% of employers basing all education and training on CIMSPA endorsed training
  • Year Two
    • An endorsement model in place supported and utilised by Ofqual and other partners
    • The Institute must deliver the SPELG ask by this point
    • Sector must commit to “only buying CIMSPA” across all aspects of its education and training
  • Year Three
    • Complete Endorsement system operating levels 1-7
    • Ensure the endorsement system safeguards the sector against the risk of losing the Single Qualifications Framework.
    • Employers only purchase CIMSPA endorsed training, employers adopt CIMSPA career pathways.

Slide 48 – Events

  • Year One
  • Published Events Calendar for 2014
  • Ensure all events have graded CPD and alignment with the CIMSPA Professional Development Framework. The events should encompass:
    • CPD
    • Mentoring
    • Qualifications
  • Sector events to embrace events strategy
  • Year Two
    • Annual CIMSPA Workforce Development Conference and clear calendar
    • Education & Training events programme in place for CEOs and Directors. Events embedded in all careers fairs.
    • Sector to only attend events which are embraced and supported by CIMSPA.
  • Year Three
    • Uniform and co-ordinated awards programme
    • CIMSPA develops a system of assessing commitment to workforce development adopted within all awards. System to encompass professional and learner perceptions of the sector
    • All Awards and events to be captured within CIMSPA calendar. All awards to include pooled professional and consumer insight assessment which can prompt LMI.

Slide 49 – Standards

  • Year One
    • Standards in place for levels 3-7 roles relating to management within leisure.
    • A clear professional development framework in place for these roles.
    • Sector embeds the PDF within all internal job families
  • Year Two
    • Standards for levels 3-7 roles relating to management in fitness, sports development, sports management, leisure operations.
    • Official structures and groups in place that allow employers to draft standards at these levels.
    • Employers commit to developing standards at these levels.
  • Year Three
    • Standards in place for levels 1-7 across entire sport and activity footprint.
    • Integrate new areas such as coaching and outdoors.
    • Employers take hard decisions and support clear action for the sector.

Slide 50 – Finance

  • Year One
    • An independent financially sustainable model
    • Generate revenue from 3,600 members of circa £410k-£450k per annum. Increasing endorsement income to £40,000 per annum via levels 3-7.
    • 10% of employers stating that CIMSPA membership is desirable within job descriptions
  • Year Two
    • A financial model generating a 3-5% surplus in line with Charity Guidance.
    • Sustainable on increased membership income alone
    • CIMSPA membership embedded within stakeholders, e.g ukactive embedding CIMSPA membership into their Code of Practice.
  • Year Three
    • A sustainable financial model that invests surplus into research and development for the sector.
    • A primary membership income and secondary revenue of providing sufficient surplus for re-investment into the sector through either competitive grants or projects
    • 50% of employers take up and clarity of levels 1-7.

Slide 51 – Policy

  • Year One
    • Populated all internal governance groups and committeeso Clear insight strategy published and underway. MoUs in place with key partner groups
  • Year Two
    • Sector organised with clear individual and employer representative bodies
    • Annual LMI structure published each year
    • Sector delivers membership commitment, therefore offering sufficient buy-in for a credible policy position
  • Year Three
    • CIMSPA is the filter for all policy and strategy within sport and activity
    • Plan and align strategy for the entire sector
    • Supported by entire sector with existing bodies where roles fulfilled elsewhere integrating into CIMSA

Slide 52 – Immediate Next Steps – Hand Back to David Stalker

  • 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

Slide 53 – Q&A

  • I would now like to invite questions from the floor.