AGM 21 November 2017 Annual Report and Accounts 2016/17 Agenda - PowerPoint PPT Presentation

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

Summary of financial activity £k 2017 2016 Income 9,467 8,474 Expenditure 8,149 7,506 Net income 1,318 968 Funds brought forward 4,809 3,841 Funds 6,127 4,809 carried forward 5

Sources of income Income by category Publications Other 5.3% 0.4% Events 6.6% Examination and other contractual income 46.8% Subscriptions 40.9%

Individual and corporate membership 2017 2016 2017 2016 Full 13,759 13,128 A 361 362 Associate 7,416 7,427 B 108 103 Student 1,304 740 C 38 38 D Fellow 348 313 19 20 Other 173 748 HEI 78 74 Total 23,000 22,356 604 597 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 Year PARN average APM 2013 1.0% 4.2% 2014 2.3% 2.9% 2015 4.6% 2.4% 2016 2.4% 3.3% Data source Professional Association Research Network Financial Benchmarking reports 8

APM qualifications 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 9

Expenditure Expenditure by category Portfolio 4.8% International 2.9% Professional standards 4.8% Payroll 22.6% Business development 4.0% Volunteer engagement 2.6% Events and forums 9.0% Overheads 15.4% Publishing and journals Marketing and external affairs 4.4% 8.4% Accreditation Qualifications 1.8% 13.9% Membership 5.5%

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

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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 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

Board Review of Strategy - Approach Vision – aspirational, out of reach but compelling; APM Exec APM Board Mission - the reason the organisation exists Objectives – Specific goals to fulfil the mission Sub - Strategies - there should be one or more Sub Strategies that act as guides for meeting each objective Tactics - there should be several tactics that represent specific activities to move each strategy forward 19

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Looking Forward Sara Drake

1.  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. 25

Chartered Thought Leadership series  Thought leadership paper series debating key issues for a 21 st century professional body.  Underpin change to Chartered….. Papers  Why Chartered?  Volunteering  CPD  Ethics  Millennials  Technology – The Robot Professional Coming soon…. Research and thought leadership 26

2.  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

Membership Growth Opportunities Increase and Convert International Member Continuous Process Leverage Royal Student Members Network Improvement Charter Leverage Volunteer Digital Marketing Targeted Campaigns, Exploit Industry Network and Social Media including Media Sectors Leverage Training / Corporate Partners and APM Qualification High Quality APM Membership 28 Value Proposition holders

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 3. 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

Research collaborations and partnerships 32

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Future of Project Management (FoPM) Collaborative research production between Arup (Clients and practitioners), UCL (research and academia), APM (Professional Body) 34

 Programme of investment in technology to ensure APM systems are scalable and future 4. 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

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 5.  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

Policy: Collaboration and engagement Policy papers Monthly Monitors Consultations Ad Hoc thought leadership 39

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