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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

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


The cqi1

The CQI


The cqi board main responsibilities

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


The cqi2

The CQI

Financials

  • Strategy, Operating Plans and Budgets

  • Regular Reporting and Review

  • Annual (Independent) Audit

  • Approvals Policy

  • Reserves policy

  • Investments


The cqi3

The CQI

Risk Register

  • PrioritisedRisks

  • Risk Mitigation

  • Governance Working Group (GWG) regular review on behalf of BoT

  • Board review twice a year


The cqi4

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


The cqi5

The CQI

Executive Organisation

Simon Feary CEO


The cqi6

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


The cqi7

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


The cqi8

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


The cqi9

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


The cqi10

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


Is this our profession

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


The cqi11

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


The cqi12

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


The new quality professional

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


The cqi13

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)


The new quality professional1

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


New chair september 2014 estelle clark

New Chair – September 2014 – Estelle Clark


New chair september 2014 estelle clark1

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)


Old chair pete bennett

Old Chair – Pete Bennett


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