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

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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 Income 9,467 8,474 Expenditure 8,149 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% Subscriptions 40.9% Events 6.6% Publications 5.3% Other 0.4%

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

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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 leadership

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• 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 Network Leverage Royal Charter Exploit Industry Sectors Leverage Volunteer Network Digital Marketing and Social Media Targeted Campaigns, including Media Continuous Process Improvement Leverage Training / Corporate Partners and APM Qualification holders High Quality APM Membership Value Proposition

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Career Paths

• PM ‘life skill for all’
• 15-19 engagement strategy
• Trailblazer apprenticeships, T levels and
• ther 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

• f high quality applicants
• Greater efficiency in
• rganisational structure and

ways of working including

• utsourcing & 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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