Present - Chartered Quality Institute

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 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
• Strategy, Operating Plans and Budgets
• Regular Reporting and Review
• Annual (Independent) Audit
• Approvals Policy
• Reserves policy
• Investments
Risk Register
• Prioritised Risks
• Risk Mitigation
• Governance Working Group (GWG) regular review on behalf of BoT
• Board review twice a year
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
Executive Organisation
Simon Feary CEO
Strategy and
Peter Lomas
Vince Desmond
Emma Cox
Otto Balsiger
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 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 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
• 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
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….?
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 Members’ Voice
We deliver value but organisations don’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 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
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
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
• Leadership Skills Framework (PPP)
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
Change agents
Cross boundary
New Chair – September 2014 – Estelle Clark
New Chair – September 2014 – Estelle Clark
Group Safety & Business Assurance Director Lloyd'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

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