2020 AGM Slides - Association for Project Management
Transcript of 2020 AGM Slides - Association for Project Management
Association for Project ManagementAnnual General Meeting 2020
16 November 2020
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Agenda
(Vice) President‘s Address Approval of 2019 AGM Minutes Annual Report and Accounts for Year Ended 31
March 2020 Election Results Members’ Questions
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Agenda Item 1(Vice) President’s Address
Paul Chapman
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Agenda Item 2Approval of 2019 Minutes
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Agenda Item 3 Annual Report and Accounts to 31 March 2020
Debbie Lewis, ChairDebbie Dore, CEOMark Hepworth, CFO
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Debbie Lewis, Chair
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APM Vision, Mission and Objectives
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2020 Coronavirus Pandemic
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Close monitoring of situation by Executive team and Board
Took all steps necessary to protect health and wellbeing of staff
Took all necessary precautions to minimise impact on business activities
Ensured members and stakeholders fully supported through this period
Organisation continues to adapt and is emerging stronger
Significant revenue impact but APM remains in a strong position to retune to growth in 21/22
Governance Through This Crisis
Increased frequency of Board meetings
Detailed financial planning scenarios
Mitigations put in place, acting promptly but flexibly
Thinking both short and longer term on the actions taken
Managing risk and reserves
Providing focus
Adopting new ways of working and leading
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Update on 3 Key Strategic Developments- topics discussed at the last AGM
Project Data Analytics (PDA)
Climate Change
APM Brand
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APM Role in Project Data Analytics (PDA)
Data Advisory Group
Bringing together partner organisations including professional bodies, government departments, funding providers and thought leaders in the field to explore how we can support the project profession on its data journey
Aim to raise awareness of the use of data and analytics, sharing knowledge and improve ‘data literacy’, sponsoring research and working with partners to set standards. APM is creating a content hub to build knowledge and understanding signposting relevant activity and developments
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Funded X3 research studies on: Can AI learn to be a professional project manager? (University of Manchester), The use of Project data in complex projects (University of Southampton) and Leveraging the value of lessons learnt through the power of intelligent agents (University of Sheffield). All to be published spring 2021.
PDA Pathfinder report – published Oct 20
Supporting PDA Task Force led by Projecting Success
Supporting PDA Research Network led by Warwick Uni
Supporting Project X theme on Data, and hosting and supporting APM and external PDA webinars
Wider project data and analytics work
Climate Change Statement and Focus
Raise awareness and encourage debate about the consequences of climate change and how individuals and organisations can make a difference now and in the future
Guide, advocate and promote the need for investment in climate change adaption, mitigation and sustainable development
Encourage, identify and celebrate good practice within the project profession that responds to the climate change challenge
Share and disseminate knowledge and research to encourage the take up of project innovations which are responsive to climate change and sustainability challenges
Promote education, training and professional development opportunities to help members gain the knowledge and skills to respond effectively to climate change
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Leading by example – committed to APM being carbon neutral by 2050
Joint statement signed with 27 other professional bodies (including CIC, UK Building Council and the Edge)
APM as case study in PARN 'Greening Professionalism' paper
Challenge paper released on climate change, clean growth and sustainability as part of projecting the future
Action plan for coordinated action by project professionals across all sectors developed with five key objectives
Strong interest in sustainability being included in revised competence framework
Statement and Focus Actions
APM Brand
APM’s current brand identity was launched 15 years ago Decided in 2019 to review our brand to determine how it
should evolve to best reflect the organisation we’ve become
Ensuring we stand out and remain relevant to our current members, as well as appealing to new members and audiences
To ensure the opportunities of chartered status were being leveraged
Engaged Frank Bright & Abel, a brand communications consultancy, to conduct the review and develop a strategy to meet these demands
Comprehensive internal and external research programme – the largest qualitative research we’ve ever undertaken – spoke in person to around 100 members and non-members, and conducted surveys
Looked across our communications and applications –publications, website, events, brochures, etc
Phase 1 Brand story
– A clear story emerged that is framed by the wider world context, setting the bar high for the future, and provides a rich community for our members
– We have a key role in the project management world Brand attributes, values and behaviours and tone of voice
principles– A clear direction that builds on our strengths and builds
in a bolder voice and more truly progressive stancePhase 2 Visual brand
– What’s served us well may need change, to reflect the organisation we’ve become and where we’re going
– Consider a name change to incorporate charter but there are very limited options available so needs careful consideration and so no decision yet
Development Implementation
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Delivering Public Benefit and Looking Forward
Continue to support the organisation through COVID Continue to develop the membership proposition Refresh the 5-year strategy for flexibility in uncertain times Develop the best Board to support but challenge the
organisation APM's 50th Anniversary in 2022
Keep our charitable objects as the compass : “advance the science, theory and practice of project and programme management for the public benefit”
Looking Forward
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Debbie Dore, CEO
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2019/20 Highly Successful Year for APM
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Revenue growth of 9.5% overall
Qualifications revenue + 14%
• MAPM increase 4%• FAPM increase 20%• Student increase 45%
Membership revenue +4%
Association Awards
Golden Thread
Best Companies Top 100
Membership Survey
35%30%25%20%15%10%
5%0%
0 =Extremely
unlikely
1 2 3 4 5 6 7 8 9 10 =Extremely
likely
How likely would you be to recommend APM membership?
NPS+45
Promoters55% of surveyed members
Detractors10% of surveyed members
Passives34% of surveyed members
NPS has considerably improved, rising from +29 to +45
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2019/20 Highlights
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20,000+ people achieved an APM Qualification/Standard 1,000 ChPPs achieved December 2019 APM Body of Knowledge 7th Edition launched Over 100 university, school and college events Extended our international reach e.g. United Nations Office of
Project Services Wellbeing, diversity and inclusion focus groups established Increased diversity of opportunity in volunteering leading to many new
volunteers engaging with APM
Portfolio Deliverables 2019-20
Chartered updates November 2019
Pro-rata renewal dates Improved online directory for
Register of ChPPs
Community Platform Early 2020
A secure community space for the profession
Qualifications Platform From March 2020
Improved and seamless candidate experience
Candidates can take the APM PMQ online from June 2020
Paperless Direct Debit /Automated RenewalsJanuary / February 2020
Simpler customer journey when it comes to renewing
Digital Development Project Rollout from 2020
Develops the ability to bring online features to Members faster
Revised PMQ and PFQ aligned to the APM Body of knowledge 7th edition May 2020
Ensures our qualifications continue to equip learners with the most relevant knowledge
PFQ Online - Open ExamMay 2020
Allows candidates to sit the one-hour multiple choice exam at anytime from anywhere
PPQ Revision August 2020
Shaped by input from the profession and corporate organisations
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Continued to engage across government with IPA, NAO, NIC and various government departments
Collaborated with other professional bodies and associations where working together has greater impact
Continued to develop the APM voice contributing to and commenting on relevant reports and research outcomes
Key research delivered 2019/20 includes Research Fund papers, Research Summary Series and Salary Survey
'Responding to Complexity’ (with Brighton University), and 'Wellness’ (Manchester University ) research
Partner in Government's Project X research partnership
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External Affairs & Research
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Golden Thread Research
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Projecting the Future – The Big Conversation
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We Significantly Invested in Our Digital Services
Online Qualifications
Digital partner
MS Teams and InEvent
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Focus Now is on the Remainder of 2020
Forward focus with clear plans and deliverables
Remains a highly uncertain period
Recovery will be slow
Sustaining energy and productivity will become more challenging
Find new ways to deliver what people are missing
Ensure we don’t lose a year of creativity and future planning
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Webinars Meet ups Blogs Articles Conference speakers +10,000 attendees at webinars during this
period
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Volunteers
2019/20 Financial Report
Mark HepworthChief Financial Officer
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Summary Income and Expenditure
£'000 2019/20 2018/19
Total Income 12,689 11,583
Total Expenditure (12,509) (11,167)
Operating surplus 180 416
Net Gain/(Loss) on Investments (307) 151
Net Income/(Expenditure for the year) (127) 567
Funds brought forward 6,565 5,998Funds carried forward 6,437 6,565
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Operating Income
£'000 2019/20 2018/19
Subscriptions 4,205 4,010
Examinations and other contractual income 7,148 6,258
Publications 554 502
Events 716 761
Investment Income 66 52
Total Income 12,689 11,583
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Total Expenditure
£'000 2019/20 2018/19
Subscriptions 5,075 4,116
Examinations and other fees 5,074 4,422
Publications 863 978
Research and development projects 549 457
Events 928 1,176
Investment management costs 20 19
Total Expenditure 12,509 11,168
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Individual Membership
31 March 31 March2020 2019
Life Members 10 10Honorary Fellows 103 97Fellows 574 463Members 14,874 13,763Associates 7,846 8,808Students 9,620 6,604
Total 33,027 29,745
Paying Members 23,294 23,033Non-Paying Members 9,733 6,712
33,027 29,745
20,000
22,000
24,000
26,000
28,000
30,000
32,000
34,000
2016 2017 2018 2019 2020Year ending 31 March
Individual membership 2016-2020
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Balance Sheet
£'000 March March March March2020 2019 2020 2019
Fixed Assets Current Liabilities due within one year
Intangible Fixed Assets 1,026 914 Trade creditors (597) (642)Tangible Fixed Assets 925 1,126 Other creditors & accruals (1,097) (1,108)Investment Portfolio 3,753 4,008 Subscriptions received in advance (1,936) (1,885)
Taxes and social security (261) (257)5,704 6,048 (3,891) (3,892)
Current Assets Net Current Assets/(Liabilities) 1,196 1,073
Investments - Term Deposits 2,192 2,589 Total assets less current liabilities 6,900 7,121Stocks 22 13Debtors 1,973 1,717 Liabilities due in more than one year (463) (556)Cash at bank and in hand 900 646
5,087 4,965 Net Assets 6,437 6,565
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Coronavirus Pandemic – Financial Impact
Membership base holding up Chartered applications remain strong Immediate and significant impact on qualification income
– Online qualifications’ platform accelerated by three months to April 2020
Shift to digital content delivery and engagement– Physical conferences replaced by virtual
Investment portfolio recovered Costs reviewed
– Contracts re-negotiated, lower priority expenditure deferred
Management of reserves through rigorous planning – Ready to exploit opportunities as and when confidence returns
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Agenda Item 4 Election Results
Mike RobinsonCompany Secretary
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APM Board Election Results 2020
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Reflecting APM's desire to reduce its carbon footprint, 2020 was our first ballot conducted entirely online. This saved funds and a significant quantity of paper.
The number and calibre of candidates was excellent once again.
Turnout was a new record at 26.6% reflecting excellent levels of engagement. A third more votes were cast than last year's during last year's previous record.
The ballot delivers proxy votes to the AGM. We can confirm three new trustees, each with three-year terms of office.
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APM Board Election Results 2020
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Agenda Item 5 Members’ Questions
Debbie Dore
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Final Thoughts and Closing Remarks
Paul ChapmanDebbie Lewis
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…for attending