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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
2
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
4
£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
5
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
7
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%
8
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
9
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
11
12
13
14
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
15
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).
16
Charter timeline
17
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
19
AP
M E
xe
c A
PM
Bo
ard
20
21
22
23
Looking Forward
Sara Drake
25
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
27
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
29
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?
30
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
31
3.
Research collaborations and partnerships
32
33
34
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
35
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
36
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
37
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
38
5.
Policy: Collaboration and engagement
39
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
41
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
42
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
43