AGM 21 November 2017

Annual Report and Accounts 2016/17

Agenda

Annual Report and Accounts 2016/17 Sara

Delivering APM’s Strategy John

Looking forward Sara

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Annual Report and Accounts

Sara Drake

2016-17: APM in transition

APM Receives Royal Charter –

December 2016

Transition to Chartered body –April 2017

…whilst delivering on business as usual

... and developing a new APM strategy

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£k 2017 2016

Income9,467 8,474

Expenditure8,149 7,506

Net income 1,318 968

Funds brought forward 4,809 3,841

Funds carried forward

6,127 4,809

Summary of financial activity

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Examination and other contractual income

46.8%

Subscriptions40.9%

Events6.6%

Publications5.3%

Other0.4%

Income by category

Sources of income

2017 2016

Full 13,759 13,128

Associate 7,416 7,427

Student 1,304 740

Fellow 348 313

Other 173 748

Total 23,000 22,356

2017 2016

A 361 362

B 108 103

C 38 38

D 19 20

HEI 78 74

604 597

Individual and corporate membership

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Membership growth

Data drawn from PARN Annual Financial Benchmarking reports

based on over 300 professional bodies in the UK. APM membership

compared to PARN average growth rates for UK professional bodies

based >20k members

Data source Professional Association Research Network Financial Benchmarking reports

Year PARN average APM

2013 1.0% 4.2%

2014 2.3% 2.9%

2015 4.6% 2.4%

2016 2.4% 3.3%

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2017 2016

Project management qualification 9,481 8,783

Project fundamentals qualification 7,342 7,421

Practitioner qualification 195 242

Risk 1 & 2 186 197

Level 4 diploma (Higher apprenticeship) 675 669

17,879 17,312

APM qualifications

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Payroll22.6%

Events and forums

9.0%

Publishing and journals

4.4%

Qualifications13.9%Membership

5.5%

Accreditation1.8%

Marketing and external affairs8.4%

Overheads15.4%

Volunteer engagement

2.6%

Business development4.0%

Professional standards4.8%

Portfolio4.8% International

2.9%

Expenditure by category

Expenditure

2016-17 Key Achievements

Achieving Royal Charter status

New corporate strategy

Transition to Chartered body in three months

New CRM system and website

RPP standard refreshed

New Research Fund established

Trailblazer apprenticeship launched

APM careers hub and jobs board

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APM Volunteers 2016 - 2017

Reaccredited IIV - February 2017

New Systems Thinking SIG

153 APM Branch events

9,163 attendees at events and webinars

72 recordings of SIG webinars on You Tube to date

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SIG Activity

Introduction to Programme Management, Governance of Co-Owned Projects and a Guide to Conducting Integrated Baseline Reviews.

The Specific Interest Groups (SIGs) produced five publications: Assurance: Measures for assuring projects (on line toolkit), Benefits: SROI - A powerful tool for the realisation of benefits, Governance: Co-directing Change (update), Directing Agile Change and Programme Management: Introduction to Programme Management (update).

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Charter timeline

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Delivering APM’s Strategy

John McGlynn

Vision – aspirational, out of reach but compelling;

Mission - the reason the organisation exists

Objectives – Specific goals to fulfil

the mission

Tactics - there should be several tactics that

represent specific activities to move each

strategy forward

Sub - Strategies - there should be one or more Sub

Strategies that act as guides for meeting each objective

Board Review of Strategy - Approach

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AP

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PM

Bo

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Looking Forward

Sara Drake

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Launch Chartered Standard by Spring 2018

Raise awareness of the Chartered Standard and framework with employers and government

Raise the profile of project management as a profession and career of choice

Ensure clear, easily understood career path to ChPP, whatever start point.

1.

Chartered Thought Leadership series

Thought leadership paper series debating key issues for a 21st century professional body.

Underpin change to Chartered…..

Papers

Why Chartered?

Volunteering

CPD

Ethics

Millennials

Technology – The Robot Professional

Coming soon….

Research and thought leadership26

Launch the new Corporate Partnership Programme targeting 3-5 non-core sectors

Invest in new digital collaborative platforms

Review terminology and understanding of core collateral to engage wider audience

Revise the APM competence framework and career paths to reflect diversity of opportunities in profession

Social media based approach to reach a more diverse audience

Initiate the development of an engagement strategy with 15 – 19 year olds

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2.

Membership Growth Opportunities

Increase and Convert

Student Members

International Member

NetworkLeverage Royal

Charter

Exploit Industry

Sectors

Leverage Volunteer

NetworkDigital Marketing

and Social Media

Targeted Campaigns,

including Media

Continuous Process

Improvement

Leverage Training / Corporate

Partners and APM Qualification

holders

High Quality APM Membership

Value Proposition28

Career Paths

PM ‘life skill for all’

15-19 engagement strategy

Trailblazer apprenticeships, T levels and other qualification offerings

Maximise free student membership growth

Engagement with educational bodies and HEIs

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Focus on Millennials – meeting the needs of a new agile generation

Chartered paper on this topic

Millennials…

Work in networks rather than hierarchies

Seek to influence rather than dictate

Work beyond boundaries

Are drawn to innovation and new ways of working

Create value and liked to be involved in decision-making

Seek an ethical approach to work and practice

All of which are the things a profession should aspire to but how do we attract them?

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Develop a new Knowledge strategy

Invest 2% of APM’s commercial revenues in an innovative research programme

Create collaborative on-line platform to support knowledge sharing

Specific guidance around the delivery of projects involving digital technologies and business transformation

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3.

Research collaborations and partnerships

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Future of Project Management (FoPM)

Collaborative research production between Arup (Clients and practitioners), UCL (research and academia), APM (Professional Body)

Programme of investment in technology to ensure APM systems are scalable and future proofed

Become an employer of choice, attracting an increased number of high quality applicants

Greater efficiency in organisational structure and ways of working including outsourcing & external partnerships

Extend diversity of APM’s workforce and representation in governance model

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4.

APM: Fit for Purpose

Further development of CRM and digital capability

£780,000 invested in portfolio

Business Continuity and Disaster Recovery planning refreshed

Staff training and wellbeing events

GDPR – Data protection compliance

IASME & Cyber Essentials accredited

New London facility in Victoria

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APM Volunteers

Ambassadors for Chartered Standard

Supporting the corporate partner programme

Engaging with the next generation and diversifying our membership

Supporting research and knowledge activity

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Publish thought leadership pieces highlighting key issues, successes and good practice

Increase public understanding of how project management drives successful project delivery

Guidance and workshops to promote good practice in sponsorship and leadership and the link to successful project outcomes

Target 3-5 agreed sectors to develop awareness and recruit new corporate partners

Engagement with HEIs and FE sector

Partner with professional bodies in profile raising campaign to promote project management and Chartered Standard

Raise the profile of APM and project management in mainstream media

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5.

Policy: Collaboration and engagement

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Policy papers

Ad Hoc thought leadership

Monthly Monitors

Consultations

External engagement

Stakeholder engagement beyond membership:

– Government, public sector, industry

– Liaising with other professional bodies

Promoting project management as a profession

– APM media campaign

Diversifying and growing membership

– Developing 15 -19 strategy

Collaboration

Professional bodies

Infrastructure and Projects Authority (IPA) and government departments

Education Sector

Academy of Social Sciences

CBI

PARN

Construction Industry Council

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International

A core value underpinning the APM strategy

Member of International Project Management Association (IPMA) – member of Council of Delegates, Certification Validation Management Board and working groups

Board representation on GAPPS

ISO and BSI representation

Collaboration with sister associations on research

Licensing opportunities

Support for international members

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Future Proofing our Professional body

Chartered provides springboard for profession

Chartered offers public recognition - and over time - ‘parity of esteem’ for PMs

APM to be match-ready to support members adapt to future challenges

Value and embrace diversity of talent

Engage with Millennials

Embrace disruptors

Create shared vision for the future

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