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The CQI

The CQI. The Board of Trustees Peter Bennett (Chair) Margaret Rooney Ian Mitchell Estelle Clark (Vice Chair) David Watson Colin Head Tim O’Hanlon Tony Harper (Treasurer and Chair GWG) Malcolm Bird David Armstrong Sandy Sutherland A N Other

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The CQI

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  1. The CQI The Board of Trustees • Peter Bennett (Chair) • Margaret Rooney • Ian Mitchell • Estelle Clark (Vice Chair) • David Watson • Colin Head • Tim O’Hanlon • Tony Harper (Treasurer and Chair GWG) • Malcolm Bird • David Armstrong • Sandy Sutherland • A N Other Board Competency Framework

  2. The CQI

  3. The CQI Board – main responsibilities • Royal Charter and Charity Commission (Annual Submission) “The Hallmarks of an effective Charity” • Governance (For Public Benefit) • Legal (HR, H&S, Financial, Ofqual etc) • Strategy and Operational Plans • Management of Risk • Investments and Financial Audits • Financial, Budget and Operational performance • Delegation to and Authority of the Executive - Challenging and supporting the Executive • Annual Report • Legally responsible • Calendar of Board business

  4. The CQI Financials • Strategy, Operating Plans and Budgets • Regular Reporting and Review • Annual (Independent) Audit • Approvals Policy • Reserves policy • Investments

  5. The CQI Risk Register • PrioritisedRisks • Risk Mitigation • Governance Working Group (GWG) regular review on behalf of BoT • Board review twice a year

  6. The CQI Governance Working Group (GWG) Sub Group of board (Members of Trustees, Council, Executive) • Compliance with the Royal Charter, Bye Laws, The Charity Commission and UK Legislation • Governance • Regulations and Terms of Reference • Risk • Investments

  7. The CQI Executive Organisation Simon Feary CEO

  8. The CQI Panels (Reporting to Board, Delegated to Executive) • Professional Policy Panel • Regional Operations Panel • Education and Skills Panel • Editorial Advisory Panel • Industry Panel • Standards Panel • Special Interest Groups - no formal reporting

  9. The CQI The journey so far 2008 to 2012 • Consultants report • Financial Control, Audits and Reserves • People issues • Management Team • Director General to CEO • Sub Boards • Supporting Members • IRCA - Cash Cow • IT & Systems • Headquarters • Annual Conference

  10. The CQI The next 5 years • 2019 Centenary Year • Repositioning The CQI • The Profession Brand Framework • Quality Profession Skills Framework • Review of Membership and Learning/Development Services • Stakeholder Mapping • Body of Quality Knowledge

  11. The CQI • 2019 Centenary Year - Our Aims • To lead a new, modern Quality profession • To have repositioned The CQI as the Global thought leader • To have grown a global membership community • To influence beyond the traditional boundaries of the profession • To have become an excellent organisation

  12. The CQI Our Problem… • CQI Membership is flat-lining at around 9,700, and CQI Qualifications are flat-lining with around 300 new student enrolments a year. • Our Brand - The traditional Quality Professional that we represent is not valued by employers. • Our Products - Given the above, we are unable to adequately define the professional standards for ‘Quality Professionals’ or support development through our learning and knowledge services. • Our Customers Focus - We have focussed on selling CQI membership, qualifications and training ‘bottom up’ to the ‘Quality Manager’ and not focussed enough on understanding and meeting comprehensively the requirements of employers or senior quality professionals • Our Pace of Change - We fail to translate emerging requirements into change at pace

  13. Is this our Profession….? • Most people don’t understand quality • Rare presence in the boardroom • No clear definition • Quality is all about compliance and inspection • Profession parameters are unclear • QPs can’t agree • QPs don’t speak business • QPs’ value isn't recognised • Quality has a low profile • Members accept their profession is 2nd tier

  14. The CQI The Members’ Voice We deliver value but organisationsdon’t get it. We want the CQI to… • Improve the perception of Quality Management in industry • Improve the perception of the ‘Chartered’ Quality Professional with employers to make me more employable • Improved membership benefits, especially through knowledge and CPD services

  15. The CQI The Employers’ Voice The traditional Quality Professional does not deliver value. We want the CQI to help us:- • Increase capability of the quality profession to provide value to organisations • Increase capacity by making quality an attractive career option • Provide industry solutions to Learning & Development • Act as a focal point for industry to improve Quality Management • Ensure our products and service are appropriate and accessible globally to support our international operations

  16. The new Quality Professional This profession must:- • Change the way it is perceived • Emphasise the value-to-business aspects • Emphasise the leadership aspects • Develop a credible definition • Sell itself i.e. emphasise value

  17. The CQI Our Customers Focus:- • We must focus on understanding and meeting the requirements of employers and senior quality professionals and developing a global community of Quality Leaders who advocate on behalf of the CQI Our Pace of Change:- • We must refocus our processes and resources (executive and volunteer) on repositioning the QP and the CQI at pace, through effective change management. • Leadership Skills Framework (PPP)

  18. The new Quality Professional Words we want associated with the profession:- • Generates value • Reduces cost • Protects our reputation • Increases efficiency • Risk & opportunity focussed • Assuring business outcomes • Entrepreneurial • Change agents • Cross boundary

  19. New Chair – September 2014 – Estelle Clark

  20. New Chair – September 2014 – Estelle Clark Group Safety & Business Assurance DirectorLloyd's Register 2007 – Present (6 years) Vice Chair at CQI / Group Director of Safety and Business Assurance at Lloyd’s Register May 2013 – Present (8 months) Quality Director - Financial Ombudsman Service February 2005 – May 2007 (2 years 4 months) Quality Director - FOS 2005 – 2007 (2 years) Vice President Quality – Alstom 2000 – 2004 (4 years)

  21. Old Chair – Pete Bennett

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