Committee Summaries

Committee Reports

Regional/Devolved Nation Chairs – 4 June 2014

Connections with Regional Board Champions – Discussion focused on the perception that the Champions on the Regional Boards are insufficiently clear on their respective roles and what they need to deliver.  There is also a lack of clarity as to who should decide where the priorities of the Champions should lie.  Role profiles are available, but delivery of activities could be more formalised.  The IC Champions, in particular, should be receiving regular updates on developments within the IC, through close connections with the IC Advisory Committee.  The same applies to the WiM Advisory Committee.

It was agreed that an engagement event bringing Regional Board members together should be scheduled for the autumn of 2014.  This event would include group discussions, allowing the various Champions to get together.  The aims are to gain a clear and shared understanding of the Boards’ role and areas of focus; to share good practice; and to generate new ideas to be taken forward.  A communications cascade is also being developed for the Champions, to ensure that they receive key messages on a regular basis. 

Taking forward Regional strategy, business plans and KPIs for 2014/15 - Members were invited to comment on progress in their regional strategies, highlighting the issues that had arisen to date.  It is clear that the strategic focus for the Boards should be on member engagement, whilst also supporting the growth strategy by passing on leads and opening doors.

The comments made indicate that information is still felt to be lacking on central strategy, in particular the work with professional bodies and employers.  Regular updates would enable the Boards to consider what they should be doing to complement and support this work.  The central strategy is still being refined over time; and not all of those changes are being promptly communicated to the Boards, running the risk of mis-alignment. 

The Regional Boards are still discussing how to operate to best effect.  For example, NEYH has set up work streams on member engagement and partnerships; Thames Valley Board is undertaking an exercise to assess its strengths and weaknesses, and to understand where its members could bring their expertise to bear and add greatest value; in the North West a communications exercise is assessing the skills mix on the Board as well as gaining clarity on its terms of reference and priorities.

The view was also expressed that the number of, and attendance at, events is not at the level it could and should be across all Regions.  There is a need to get to the root causes of this.  In some Regions, a number of events had had to be cancelled due to low attendance levels.  It is important to share success stories around the Regions, as well as to provide templates that are shown to work, for example for email marketing.

Strategies to build Chartered Manager numbers - Members considered the overview of strategies in place to build Chartered Manager numbers, noting in particular the target figures for 2014/15 and the importance of Business School and professional partnerships in securing Chartered Manager growth.   It was suggested that the Regional Boards could arrange ‘open evenings’, as a call to action, aimed at encouraging members to go for chartered status.  Organisations that are seeking recognition through business awards programmes, including the Institute’s own awards programme, could be warm targets, as they are clearly wanting recognition for their management and leadership effectiveness.  Members need more detailed information at the outset on Chartered Manager, to answer questions such as: “Am I good enough?”; “Do I have the required level of experience?”

Complaints and Investigations Committee – 12 June 2014

Committee Chair and member appointments - A new Chair was nominated for the Committee, for Board ratification, and a Deputy Chair appointed.  Member vacancies will also be filled shortly.  The incoming Chair is Jane Noakes.

CMI and IC Code of Conduct Review - The Committee received the latest draft version of the revised Code of Conduct, as developed by the working group.  A copy of the recent member comments posted on LinkedIn discussions were tabled at the meeting, for information.  Feedback has subsequently been passed through to the External Affairs and Insight Committee.  The Committee is concerned to ensure that Investigation Panel members are able to apply the new Code, once published, as they carry out their work of investigating member complaints in relation to a possible breach of the Code.  A learning log will be maintained, as a means of reviewing and assessing the practical application of the Code.

Review of complaints handling and resolution process - Proposed amendments to the Regulation governing the complaints handling and resolution process were agreed, for submission to the Board.

Development of the Investigation Panel – Consideration was given to issues relating to the Investigation Panel and options for ongoing training and development.  The Committee’s terms of reference require the conduct of investigations to be of the appropriate standard to minimise risk to the Institute.  It is important therefore to undertake a further exercise to gauge the extent and nature of the training that was actually required to mitigate the perceived risks.  It was agreed that a quality assurance process for each investigation is critical prior to the final report being issued.  The Chair of the Investigation Panel will be responsible for overseeing this, with the Committee as a whole keeping a watching brief within the framework of its Terms of Reference.  A further important issue is to articulate the essence of each member complaint at the outset and this is a task for the Committee itself.  This scoping work sets the framework and boundaries for the investigation itself, and guides the investigators in carrying out an investigation with the appropriate depth and quality. 

On the risk management issue, it was agreed to recommend inclusion within the Institute’s overarching risk management register of a reference to member complaints, the complaints handling process, and the need to take appropriate actions to ensure a high quality investigation process, thereby mitigating possible reputational damage to the Institute.

Regulation Compliance Committee – 17 June 2014

Chair role - Judy Craske is stepping down from her position as Chair as she has come to the end of her full term of office on the Board of Trustees.  It was agreed that Nigel Spencer should fulfil the role of Acting Chair.

Update from Regulator – It was reported that Ofqual has intended to make a full monitoring visit to each Awarding Body. This inspection may also encompass a visit to an Approved Centre.

The CMI statement of compliance had been received by Ofqual.  The SQA statement of compliance is also signed off.

Risk Register - The Committee reviewed the risk register and commented that, while the risks associated with Tier 4 centres have been contained, it was recommended that an assessment should be made as to whether the Institute should withdraw approval from all Tier 4 centres.

Auditor Update - A paper was tabled showing a timescale for reviewing the Ofqual Conditions.  This work is due to be completed in November to allow for a review period before completion of the Compliance Statement in the Spring of 2015.

Commercial update - There were fewer registration numbers than last year but this situation is now turning around.  The additional registrations being gained from HE partnerships are proving to be very healthy.

Nominations Committee – 18 June 2014

Board elections - The Committee met to consider the assessment reports from the Board candidates.  Simon Ibson, of Prosper Consulting, was engaged once again this year to interview all the Board candidates – eight in total.  Based on the competency assessments reports, and having paid due regard to the matrix showing the profiles of the current Board members in terms of sector, background and specialism, the Committee agreed that five candidates should go forward to the contested election.

Committee succession planning – The Committee endorsed a recommendation from the Finance and Audit Committee for the appointment of a new member.  The Committee was also made aware of, and endorsed, the actions underway on Board succession planning.

External Affairs and Insight Committee – 24 June 2014

Terms of Reference - The Committee noted its revised terms of reference, which incorporate the Code of Conduct responsibilities previously residing with the Professional Standards Committee

All Party Parliamentary Commission - The Committee praised the high quality of the Executive Summary of the Management 2020 report.  The draft open letter to the media was also supported in terms of its content.  The Committee identified various key CEO/Employer contacts for the executive team to approach.

Code of Conduct and Practice - The draft Code of Conduct and Practice was approved for Board submission.

Ethics Research - A very successful webinar has taken place and the research for the MoralDNA part II report is continuing.  The Committee will be consulted in advance of the October release date, as to how the ethics report could best be positioned with the media, sitting alongside the relaunched Code of Conduct.

Institute of Consulting Advisory Committee – 24 June 2014

‘Chartered Management Consultant’ Project - The Chartered Management Consultant Working Group held a productive meeting and agreed its next steps.  An important element of the project plan will be substantial consultation with a wide group of stakeholders, including members and non members.

IC Champions - Communication channels and feedback - The IC Advisory Committee is keen to strengthen communication with the IC Champions, Regional Board Chairs and the wider membership.

A process to increase two way communication between the Committee and IC Champions has been agreed.  A summary of key messages will be produced within 3 working days of each meeting and provided to Committee members to enable them to brief their ‘Buddy’ (ie allocated IC Champion).  The summary will also be cascaded to the Regional Chairs.

Any issues arising and feedback to be progressed will then be passed to the Committee member IC Champions, who will be responsible for taking these forward as part of their role in maintaining the communication and engagement process between the Committee and the IC membership through the Regional Boards.

Reports and feedback from the Regional Champions will also be referred on to the next meeting of the Regional/Devolved Nation Advisory Committee.

Delivery of IC Offering - Actions agreed are:

  • Production of factsheets providing answers to frequently asked questions on different areas of the IC offering - such as the National Register - made available to Champions, Regional Boards and the wider membership
  • half hour webinars convened by the Committee Chair, on IC topics, including the IC offering.

ICMCI update and information - The Committee received feedback on the activities of ICMCI and growth across the international arena.

WiM Advisory Committee – 2 July 2014

The Committee contains within its membership five of the Regional Board WiM Champions.  Given the importance of the cascade of information from the Committee through to the Champions and on to the Regional/Devolved Nation Boards, the remaining WIM Champions were invited to attend this meeting.  Four of them were able to do so.

The WiM Offer – Diversity Toolkit - This was the key discussion item at the meeting and took the form of a group discussion and plenary feedback.  The focus is an outline framework for a diversity toolkit which could be a staged process, with a questionnaire to an individual/organisation on current diversity performance and action plans, followed by provision of a tailored toolkit of resources.  It is clearly important for the aims of the toolkit, and the potential audience(s), to be defined at the outset.  The added value to WiM and the CMI also has to be quantified.  The questions to be posed are (a) should the toolkit be a health check for organisations? or (b) is it a tool for individual development purposes?  (c) Should it focus on gender diversity or the wider diversity protected characteristics? 

The feedback from the group will now be taken forward with the support of a small working group made up of members of the Committee.  This group will review the fundamental question as to the aims and objectives of the toolkit.  A further important task is to assess the market demand, identifying who will use the tool and what they will get from it, also framing this in terms of outcomes for WiM, the CMI and individual members.  The Committee’s ongoing role in toolkit development will also be considered.  This further work will be undertaken over the summer months, aiming to make significant progress ahead of the Committee’s next meeting.

Member Engagement and Communications - It is important to ensure that regular and consistent messages are cascaded from the WiM Advisory Committee (and the other Board Committees) through the Champions to the Regional Boards; hence the issue of the Committee summary after each meeting, which the Committee members will cascade to their respective ‘buddy’.

At this particular meeting the WiM Champions provided feedback on the activities and discussions within the Boards, both from a WiM and wider Institute perspective.  Common themes emerged, including:

  1. low level of overall member engagement at events across a number of Regions;
  2. a number of specific and focused event topics that have proved to be resounding successes, such as those arranged by the Management Futures Network in the Thames Valley Region;
  3. a perception of significant email overload coming from CMI, the result being that messages are not read.

This important feedback on communications will be taken on board.  The Committee could itself give a steer in terms of a WIM focus.  Committee members agreed to support WiM awareness raising by ensuring that a WiM contribution is included in each issue of Membership Matters, The first article will focus on the WiM mission, vision and strapline.


Thought leadership agenda - The schedule of thought leadership activity was provided to the Committee members and Champions.  This is considered to be extremely useful in terms of helping the Boards to frame their own activities and take advantage of this significant content. 

Board of Companions - 10 July 2014

Key topics on this Committee’s agenda were:

  •  Strategy and External Affairs update
  •  Report from Companions’ Assessment Panel

Strategy and External Affairs update on policy and research activity- The Board received the Executive Summary of the results of the APPMG Parliamentary Commission into Management 2020, which sets out a strategy for a better managed Britain.  A draft open letter was also presented and endorsed, which has subsequently been published in the Daily Telegraph.

There was support for the online self appraisal tool, which will enable best practice to be benchmarked across three key areas: purpose, people and potential.  Board members are being encouraged to complete the tool and to encourage staff within their organisations and other contacts to do likewise.

The Board also received a report from the Ethics Research Advisory Group.  The Group has now completed the first draft of its second report, which focuses on organisations, and is scheduled to be published this October.

Report from Companions’ Assessment Panel - Work is now underway to enhance Companion selection processes, and there will be further follow up at the Board’s October meeting.

Meeting of Regional Board Chairs and Board of Trustees – 16 July 2014

This meeting took place in Management House, Corby, and was followed by a networking dinner.  The agenda focused on 3 key topics, as summarised below:

Achieving Strategic alignment – Discussion took place on the degree of alignment between central and regional strategies.  Broadly speaking, the Regional Chairs indicated that, in overall terms, their work is indeed aligned to the central strategy.  However, it is important to recognise that the activities of the Boards must also reflect the local context.  A further point to be stressed is the need to focus on a manageable number of core themes and initiatives.  It was agreed that all Boards should be clearly aligned in terms of ‘what’ they are to do; the Boards will then play to their own strengths in terms of the implementation – the ‘how’.  There are clear areas of focus to concentrate on, in particular HE relationships and member engagement. 

There was agreement that the Boards, in taking forward the strategic objectives agreed by the Trustees, should apply the following formula:

  1. focus on a total of 5 or 6 tangible deliverables
  2. agreement on two areas of strategic focus that all Boards will deliver on, namely:
    • HE strategy
    • Member recruitment and retention
  3. Boards to choose two areas of activity from a longer list of options; this list will include:
    • Thought leadership
    • Professional body relationships
    • A balanced member engagement programme
    • Relationship building with FE/private training providers;
  4. Boards to choose one ‘wildcard’ – an initiative with a purely regional and local context;
  5. underpinned by core responsibilities to be fulfilled, such as financial accountability, and overarching initiatives to be delivered, such as the awards programme.

Enhancing member engagement - Data sheets were provided on the level of member event activity within the Regions.  Whilst there is some feedback in terms of lack of activity, it has to be remembered that some Regions are re-building from a low baseline, as part of the transition from the former branch structure.  The larger regional events in particular have tended to be a success story, in particular events with strategic partners.  Delivering high quality events will help to build momentum in the Regions.  An important point of principle is that member engagement does not only take the form of events.  There are also innovative ways to define events, such as Student Diploma presentations; a Student breakfast club.

Actions agreed were that each Board will consider, within its own local context, what member engagement should look like, taking a wider perspective than a focus only on events.

Communication cascades – Actions are now being taken to ensure a cascade of consistent key messages from the Board and central Committees through to the Regional Boards – in particular through the Regional Board Champions.

It was agreed that Regional Board meeting agenda should include specific items on IC and WiM, to report back on activities through the Champions.  There should also be an item to feed back on the outcomes of each Regional/Devolved Nation Advisory Committee meeting.

Finance and Audit Committee – 17 July 2014

The Finance and Audit Committee met immediately prior to the Board meeting.  Top of the agenda was discussion with the Institute’s Audit Partner from BDO LLP, looking at the outcomes of the external audit and reviewing the year end statutory accounts.

Don Bawtree, the Audit Partner, took the Committee through the audit report – in summary, an unqualified opinion was presented on the Institute’s financial statements for 2013/14.  The draft statutory accounts show total revenue of £11.03m.  The profit generated by the trading subsidiary was £82k, which has been transferred to the charity as gift aid. 

The Committee also received a strategy update, reporting on a strong outturn from Quarter 1 of the 2014/15 financial year. 

Review of risk management register – The updated version of the register was discussed in detail, with a focus on reductions in the net risk ratings for items including partnerships, financial reserves and cashflow.