Garfield Southall, Chair MBBPC

WELCOME

2

Some Housekeeping

Fire / Evacuation Procedure

– In the event of fire a fire alarm will sound continuously

– Proceed to nearest fire exit – escape routes & emergency exists indicated by

green signs

– Assembly point is through Cavendish Mews North, once outside, turn left and

cross over the road (past LA Fitness)

Housekeeping

– No food or drinks in this lecture theatre

– No smoking anywhere in the building

– Smoking Area – left outside the building and at the end of the flower boxes

– Keep phones on silent / switched off

Purpose of the Spring Convention

• An opportunity to meet with other member groups and share experiences and ideas

• To find out about plans and progress from senior staff and volunteers

• An opportunity to network with volunteers involved in boards and committees and with

members of BCS staff

Who attends?

• Committee member(s) from each member group:

– Branches

– Specialist Groups

– YPG

– Other groups, such as ELITE

– International Sections

• Members of Council and Trustee Board

• Members of the Membership Board and its Committees

• The Member Groups team and other key staff members

3

Theme

The theme for this convention is:

BCS looking forward

4

Changing face of Member Group Conventions

Spring Convention

•A major event with a strong theme.

Autumn Convention

•Based around Role-based Communities

5

6

Agenda

09.30 – 10.00 Registration and refreshments

10.00 - 10.10 Welcome & Housekeeping – Garfield Southall, Chair MBBPC

10.10 – 10.30 The Year in Review Rob Deri, Group Finance Director

10.30 – 12.00 Strategy, and Local Partnerships - David Evans – Director of Community and

Policy, BCS

(Including workshop session)

12.00 – 12.20 Questions and answers

12.20 – 12.50 Hong Kong - Reggie Wong

12.50 – 12.55 President’s Address – Paul Martynenko 2017/2018 (via video)

12.55 – 1.00 BCS Voices – Video

1.00 – 2.00 Lunch & Networking

2.00 – 2.15 Liaison Role - Alastair Revell – Best Practice Committee

2.15 – 2.30 Induction Programme - Kevin Chamberlain – Best Practice Committee

2.30 – 2.40 Best Practice & Policy Overview - Garfield Southall – Best Practice Committee

& Helen Fletcher – Policy Committee

2.40 – 3.20 Apprenticeships – Jeremy Barlow – Director of Standards

3.20 – 3.30 Bobbie Richardson – BCS Apprentice

3.30 – 4.00 Feedback and questions

4.00 – 5.00 Networking and refreshments

4.00-5.00 An Unconscious Bias session will be held for any committee member who has not attended a session

in the last 12 months.

7

Paperless Approach

Convention website

http://www.volunteer.bcs.org/conventionsSlides for each session (if available), other papers and documents

Twitter hashtag

#goodforsocietyWe would welcome your feedback through Twitter

Wi-Fi link

Network – HCC

Password – hallam44

8

Council Elections Results:Specialist Group Constituency

Specialist Groups Representatives to Council:

Two valid nominations were received for election to Council

by the Specialist Groups constituency, for two vacancies.

Therefore those declared as elected by the Specialist

Groups constituency are – in alphabetical order by

surname…

• James McCafferty

• Algirdas Pakštas

Council Elections Results:Regional Constituency

Regional Representatives to Council:

One valid nomination was received for election to

Council by the regional constituency, for two

vacancies.

Therefore the person declared as elected by the

Regional constituency is

• Helen Fletcher

9

10

Council Elections Results:International Constituency

International Representatives to Council:

Five valid nominations were received for election to Council

by the International constituency, for two vacancies.

Those elected by the International Constituency are - in

alphabetical order by surname:

• Alex Chaplin

• Lakmal Senanayake

Rob Deri, FCA MBCS

Member GroupsSpring 2017 Convention

Update…

Last year’s financial summary

Membership

Media

Key Challenges

Snapshots and Outlook

Q&A

Financial Summary

13

Year ended 31 August 2016 *

• Overall Group Net Income £1.8m (2015: £2.9m)

• Continued growth in BCS L&D: Turnover £29m (2015: £22.9m)

• Consolidated reserves improves to £12.2m (2015: £10.3m)

First half of this financial year’s figures . . .

* Annual Report and Financial Statements available: bcs.org/about us/annual report

Total Income

16

18

20

22

24

26

28

30

32

34

36

38

40

2013 2014 2015 2016

£ m

illi

on

s

81% increase

over four

years

14

Summary

15

2014 2015 2016

Revenues £27.8m £35.2m £38.3m

Surplus £0.4m £2.9m £1.8m

Reserves £7.8m £10.3m £12.2m

Staff Satisifaction 62% 72% 80%

Barefoot Workshops 900 950 1100

Barefoot Registered Teachers - 19,000 26,500

Student Chapters 12 24 32

BCS Members 75,000 73218 71,025

RITTech Registrants - - 350

NPS -24 -8 -6

CAS Members 17,000 21,000 24,000

Teacher CPD Hours 40,000 56,000 80,000

Computer Science GCSEs 16,773 35,414 62,454

Membership Numbers – to date

16

66,000

68,000

70,000

72,000

74,000

76,000

2010: 70,283 2011: 70,650 2012: 71,369 2013: 74,794 2014: 75,510 2015: 73,218 2016: 71,025 2017 to date:71,737

Membership Numbers - summary to date

Existing Members - between 2015-17, key objective to stabilise current member base, resulting in:

– engagement metrics increasing:

opening emails

positive reviews

survey response rates up

awareness of our purpose of making IT good for society

member referrals

– 16 point increase in Net Promoter Score

– currently we have 71,737 members

Acquiring New Members - extensive research has enabled focus on acquiring new members:

– members to receive relevant and more accessible content

– increase member benefits

– continue to drive emotional connection with existing members

– increased ways to get involved in our purpose

– focus on student acquisition

– reposition brand to drive relevance into the market

– design standards to support frameworks across market sectors (Education and Health)

17

Month by month Media Highlights

18

During the year, we issued press releases and information, which collectively produced 1,349 pieces of

coverage to support business initiatives, including:

• Jan - Network of Excellence: CAS Network of Teaching Excellence doubles its reach

• Feb - Professor Dame Wendy Hall and Baroness Lane-Fox of Soho awarded BCS Distinguished Fellowships

• March - Lovelace Medal and Needham Award Winners Announced

• April – eHealth Week / Digital Leaders Report

• May – CAS Conference

• June - Academy response to EU vote: BCS warns that UK must focus on maintaining its place in the European

and global scientific and engineering communities post Brexit

• July – IT Impact event (Leeds) : Who are the heroes and villains regarding personal data?

• August – Apprenticeships – Radio Day/Barefoot Scotland Launched/CIO of the future – whitepaper

• September – Party Conferences: Is Social Media helping or harming Politics? - BCS initiate discussion at party

conferences

• October - BCS and IoTUK Report calls for development of Internet of Things policy standards. IT Impact event

(Manchester) : Shining a light on post Brexit Britain

• November – UK IT Awards winners announced / CCIO and CIO Networks collaborate with BCS Health to drive

digital health leadership

• December – Women in IT Scorecard

Key Challenges ReminderFocus and engagement on society

19

• A focus on goals that affect society, where BCS can make a difference

• Helping those in information and technology build a digital world for real people

• Getting personal data back under control for people, unlocking the benefits

• Ensuring everyone can be exposed to and choose to study computing and

computational thinking

• Inspiring the informatics community to create a health and care environment built

around the individual

A snap shot of BCS …

20

Last year we:

• Awarded 1 million digital skills certifications;

• Certified 16,000 Business Analysts;

• Launched RITTech;

• Invested surpluses to update Finance, Membership and Telephony

systems; and

• The 200th CAS Hub was formed.

This year we:

• Held the second Trustee Board / Council Strategy Away Day;

• Highest level of Reserves in ten years;

• Already have 450 Digital IT Apprenticeship registrations;

• Further funding from Gatsby of £1.3m+ for RIITech; and

• BCS has its 60th birthday.

A snap shot of MGs/volunteers …

21

• Held c600 events with c10,000 delegates attending (two thirds BCS

members)

• Launched new branch – Cumbria (North) and new SG - DevSecOps

• We now have more than 30 student chapters

• YPG ran more than 17 events (as well as regional events run by

local YPG reps)

• At BCS London office alone, there were more than 180 MG

committee meetings (not including teleconference and/or webinar

calls)

• Spring board – member benefit launched

BCS in 60 Seconds

22

Our Outlook

23

• Surplus invested in systems and improving Balance Sheet

strength

• Ongoing transformation of commercial subsidiary in line

with market changes

• Purpose of Making IT good for society being embedded

• Evolving Policy challenges

• Re-connecting with our Members

24

Questions?

Building on Making IT Good for Society

The next stages in our organisational strategyDavid Evans – March 2017 Member Groups Convention

Recap…

• We started the conversation about the purpose in our Royal Charter, and ‘Making IT Good

for Society’ two years ago. We have:

– Talked as a community about what that means today

– Looked at the situation we’re in today

– Tried new things

– Prepared our people and our systems for a different way of thinking and operating

– Seen success in what we do; measurably increasing pride amongst members,

retention, staff satisfaction

• We knew we needed to:

– Work in more detail on what Making IT Good for Society means and how we represent

that

– Apply what we learn to the organisation, including to our name and visual identity

Presentation to insert name here 26

What we’re going to do now is…

Hear about the diagnosis and way forward

We’re NOT going to look at a new name or visual identity…

…but we are going to talk about how we get to one

We’re going to float some ideas…

…and discuss together what we think.

We’ll then take the ideas and plan a broader consultation

Presentation to insert name here 27

Falling in love with BCS

again28th February 2017

BCS – diagnosis September 2016

What we’ve done

- 26 depth interviews and work sessions (Stakeholders, Execs, Non Execs and Trustees)- Desk research

- Review of your documents/reports etc- Audit

- Analysis

TodayYour Royal Charter

Making IT good for society

Institute and L&D

Role

Who is BCS for?

Membership

Permission

Your name

Visual Audit

Partnerships

Challenges

Summary

Discussion/Adjustment/Agreement

Your Royal Charter

A Chartered institute

- Nonprofit organisation

- Further a particular profession

- Engage individuals in that profession

- Engage public interest

Royal Charter:

- A formal document issued by a monarch as letters patent, granting a right or power to an individual or a

body corporate

- At least 75% of the corporate members should be qualified to first degree level standard

- Surrenders significant aspects of the control of its internal affairs to the Privy Council.

- Amendments to Charters can be made only with the agreement of The Queen in Council

Chartered professional

A person who has gained a certain level of skill or competence in a particular field of work, which has been

recognised by the award of a formal credential by a relevant professional organisation.

Your Royal Charter makes you

unique

Royal Charter (1984)

Promote the study and practice of computing and to advance

knowledge and education therein for the benefit of the public.

Covers computer science and technology and the design and

development of computer systems

A. Establish and maintain standards for people studying the

practice of computing, undertake and supervise training

B. Establish and maintain a sound ethical foundation for the use

of computers, data handling and IT systems, and to adopt

lawful means conducive to maintenance of high standards of

professional skill and conduct among members

C. Membership – keep a record and enrol qualified people as

members

D. Maintain and publish registers of these people and

organisations

E. Hold and supervise; exams and award certificates, diplomas,

prizes, bursaries or scholarships – alone and jointly with other

educational and professional bodies

F. Prepare, print and publish criteria for teaching and training in

computing and its applications

G. Confer and consult with other bodies

H. Enable and encourage all persons engaged or interested in

computing to meet and correspond to facilitate exchange of

ideas and information

I. Invite, receive, hear and publish communications – grant

awards and prizes for them

J. Print, publish, lecture, exhibit etc

K. Give bursaries, fund and employ instructors & technical

advisers

L. Keep a library/database on all aspects of computing, its

teaching and applications

M. Promote, establish and support standards and codes of

practice in data use and handling

N. Have a global presence

O. Pay people to do it

P. Buy and sell property as needed

Q. Buy and sell property as needed

R. Donations, fees, subscriptions are fine

S. Undertake and execute charitable trusts

T. Establish aid and support for others

U. Housing of employees!

V. Work with others

By Laws

3 classes of membership

1. Chartered Members

2. Professional Members (Fellows etc)

3. Ordinary Members

Promote the study and practice of computing and to advance

knowledge and education therein for the benefit of the public.

Covers computer science and technology and the design and

development of computer systems

A. Establish and maintain standards for people studying the

practice of computing, undertake and supervise training

B. Establish and maintain a sound ethical foundation for the use

of computers, data handling and IT systems, and to adopt

lawful means conducive to maintenance of high standards of

professional skill and conduct among members

C. Membership – keep a record and enrol qualified people as

members

D. Maintain and publish registers of these people and

organisations

E. Hold and supervise; exams and award certificates, diplomas,

prizes, bursaries or scholarships – alone and jointly with other

educational and professional bodies

F. Prepare, print and publish criteria for teaching and training in

computing and its applications

G. Confer and consult with other bodies

H. Enable and encourage all persons engaged or interested in

computing to meet and correspond to facilitate exchange of

ideas and information

I. Invite, receive, hear and publish communications – grant

awards and prizes for them

J. Print, publish, lecture, exhibit etc

Royal Charter (1984)

K. Give bursaries, fund and employ instructors & technical

advisers

L. Keep a library/database on all aspects of computing, its

teaching and applications

M. Promote, establish and support standards and codes of

practice in data use and handling

N. Have a global presence

O. Pay people to do it

P. Buy and sell property as needed

Q. Buy and sell property as needed

R. Donations, fees, subscriptions are fine

S. Undertake and execute charitable trusts

T. Establish aid and support for others

U. Housing of employees!

V. Work with others

By Laws

3 classes of membership

1. Chartered Members

2. Professional Members (Fellows etc)

3. Ordinary Members

‘Making IT good for society’ is

rooted in your Royal Charter

‘We’re trying to align behind something so that we can do

as much good as possible’

Making IT Good For Society – feedback

- Good as a manifesto

- How does IT interact with society, and how can we help?

- Useful to unite people behind

- Now we all have one direction

- Can mean a lot of things to a lot of people

- As a very generic statement that can be interpreted how you like, it could be

worse

- If you truly analyse it, it does come to bits, but it does give me the

opportunity to tell people what it means to me

- Feels very moral

- ‘To infinity and beyond’

- Appeals to emotions – good because we can’t sell membership based on

cost/benefit

- I can play in it the way I like

- I like it because it gives me a lot of scope

- Everyone agrees with this but there are mixed views about what sort of

organisation we need to be to achieve it

It has worked well to get everyone

pointing in the right direction

but…

‘To infinity and beyond’

Making IT Good For Society – feedback

- Good but too broad

- What do next steps look like?

- People don’t get it, even though we’ve shown them the deck

- It’s like a trump card

- Making IT good for society by…?

- We have a group of members that reject it because they joined when BCS was all about ‘you’

- Doesn’t get across why people should be involved with BCS, why they should join or what they’ll do

- L&D weren’t involved

- What does it really mean?

- IT? Society? Making?

- Good? e.g. if changes create unemployment, UBER – not minimum wage, and cannibalises existing market

- Good enough

- How much? What are the goals?

- In what way? For whom?

- How do we measure it?

- Don’t particularly like it, but understand the reason behind it

- Leaves me cold

- We agreed that this would be the positioning but how the Institute and L&D behave under it would be different

- We were told it wouldn’t become a strapline, but it has now

- Should be about excellence and best practice

- Need to understand how you know you’ve made a difference

- The phrase came first and then we tried to justify it

It’s too broad to have given a sense

of role and positioning

This has created a focus on what you

do, who you are is not clear

The Institute

Events - Conferences

- IT Impact debate- Lectures - Awards

- Competitions

London office venue hire

Membership benefits(career, networking, Knowledge, professional support)

- Branch meetings- International communities/meetings (sections)

- Specialist groups/meetings e.g. business change, consultancy- Student chapters

Institute

Institute – delivering making IT good for society

Product development

Institute - Product development Society

- Build a new product/tool that allows parents to have a free, positive experience with BCS that builds trust and adds value

IT professionals (incl Health)- Identify transition plan from current membership structure to values and capability ladder

- Develop tailored UX for IT professionals based on lifetime journeys and career development - Develop new tools and services to support lifetime journeys ie CV builders, redundancy support, recruitment

- Develop new methods to encourage engagement and movement around our offering

Organisations- Define a solution/proposition for global clients

- Develop CSR approach to include Network of Excellence funding package, Student chapter funding package, Digital Human - social education package- Define what forecast/KPIs looks like for CSR and partnerships;

- Develop a "Code of Conduct" for OM customers;- Define sponsorship opportunties and approach;

- Develop a "real-time engagement report";- Work with sales team to design and build a business community to stimulate engagement, share learnings, promote continous feedback, create a long term market view

Educational Orgs- Develop an OM product fit for Universities;- Involve org members (CSR) to support CAS;

- Improve student membership- Support apprenticeships in membership

Internal (staff and volunteers)- Review of Green Room / Intranet approach and supporting components

International - Digital content

- BCS Voices- Packaging for right areas

- Code of Conduct

Events: - IT impact talks

- Lectures- Awards

- Competitions

Learning, networking, development in chosen area of

interest/career– no accreditation

The Institute feels like it’s offering

products and services,

when actually you’re trying to

change the world!

Role

Role

- Bringing specialist communities together

- Helping the industry set its own standards

- A professional body with a societal purpose

- We can bring together a wider gathering of people that think

about the bigger picture

- Our core is our influencing capability

- There are a group of people making decisions they don’t know

the consequences of…

- Proper interrogation of what society needs, and then a cross

disciplinary discussion about how to solve it

- Both a professional body and a movement for social change

- Society needs to have a voice telling it what the challenges are

- Stopping bad things before they happen

- Driving to fix long term issues that people ignore in the short term

- Embrace, understand and communicate what the future might be

- Communicating a message of hope about what it means to be

human in the digital age

- Always about people

- We want to expand people’s minds to understand the

consequences of their actions – from P&L to the P&L of people

- IT is neutral – it’s the humans that decide

- In principle we educate everyone, in practice we’re restricted by

resource and impact

- Make profession useful to the world at large

- Make sure people engaged in IT do the right thing – ethically –

do no harm

- A professional body should campaign, but not turn into a broader

club and lose the sense of professionalism

- Education is about producing human beings that are functional

and contribute to society

- Getting groups together to fix problems

- Creating a capable workforce that puts society first

- Chartered Status – an important role in defining what an IT

professional is

- Champion and celebrate the profession

- Show the world what a professional IT person looks like in

conduct and ability

- Identifying skills gaps and risks, creating frameworks and

standards, recognise professionals and helping people thrive

- Community for those in smaller organisations

- In larger organisations making employees more compliant

- Making future generations more capable

- Technology and skills – not people

- About people and the application or consequences of application

of technology

- To be the go-to organisation for the explanation of technical

things

- Place where the people with the deepest most technical

knowledge get accredited

- Recognised and respected place for the experts to go to debate

and develop

- Take developments to society and talk in a relevant way

- Translation between geeks and outside world

- Consensus building

Who is BCS for?

Who is BCS for?

- For the wider public’s benefit, but this is best executed through the IT professional community

- Public through professionals

- Its members – but there seems to be a binary discussion going on where we’re either about society or membership

- For everyone, with an ultimate aim to serve the public, in the context of IT, and with people that share the ambition to

make IT good for society

- We exist to serve the public – that’s the Royal Charter – we serve different sectors in different ways

- We live in a grey area so that we can be everything to everyone

- An as yet unknown society

- In the past we ‘ve existed for professionals. Going forward we’re here for the common good – better professionals,

better public understanding and use of IT

- Whole of society at every life stage

- UK focused but also in 162 countries

- For society – cradle to grave

- For the public

- For the community that we represent – anyone who forms part of the digital society, from the 18 month old daughter

using an iPad to the Granny paying bills online

- All of society, but a range of audiences

- Responsible for the capability of the sector

- For IT professionals (very broad) but also have an important role in broader society

- General public

- For its members

- A representative body – Royal Chartered Institute

Who is BCS for?

- Public

- Professionals

- Members

- Society

- Everyone

- People that share the ambition to make IT good for society

- Every life stage

- UK focused but also in 162 countries

- The community we represent

- Anyone who forms part of the digital society

- The sector

Everyone

but need the

freedom to

target different

segments

You exist for the benefit of the

public, and we need to enable you

to target and interact with different

segments and different groups in

different ways

Membership

’90% of IT professionals don’t belong to BCS,

and need to’

‘Any time anyone talks about membership as the start of strategy, I get the pistol out – purpose is the

organising principle’

‘If there’s something important to me,I don’t want to have a long term membership

– I want to dip in and out’

Membership

Them

Do they identify themselves as part of a profession, or just a

‘CMS specialist’?

If I join in, will there be greater influence for me than if I do it

myself?

Certification brings in membership (although it’s free), but

retention is shockingly bad

You get out of it what you put in

The more they’re involved, the more likely they are to review

Some cynicism about the fee

Covers a broad base, but also need to be relevant to

specialist (Special Interest Groups)

‘Are you an IT professional?’ gives flashes of all kinds if

negatives

From developers, testers and analysts to digital and film

media specialists

75% don’t speak to us at all

Average age of new members is 36 – that’s too late

‘Oh crap, I’m in the technology game and I never realised’

A professional body that demonstrates their quality

Struggle to see what they get from it

Divide into 2 groups: recent joiners (company based) and

those over 5 years or more as individuals (basically here

through inertia)

Us

Asking people to join us is hugely problematic

Need to get people to adopt

Who do we consider to be members e.g. teachers are critical for our

purpose

Is it about what I’m doing rather than my role?

An engaged community is much more valuable to us than paying

members

We’re only for people that want to make IT good for society

Those who create or apply technology in order to perform a function

Collective of people that have a responsibility to drive ethical

behaviour in our sector

We’re recruiting against activities rather than purpose

Code of conduct – ‘I’m committed to ‘Making IT good for Society’

Activate against a cause, and create an army of people driving

change

Need to be adopted – a lifestyle choice

People that engage with BCS and the big idea

Here’s a big problem we’re trying to solve, come and help

Foe entire lifetime

Target – corporations, education, training providers

Struggle to get young people in

Specialist groups should be like the Royal Colleges in Healthcare

Needs to be traditional – come and join us

There are 2 types of ‘membership’

1. Professional

2. Activist

these require different behaviours

from both BCS and the ‘members’

Professional

Different Chartered Institutes

Chartered Institutes

Chartered Institute of Bankers

Chartered Institute for Archaeologists

Chartered Institute of Journalists

Chartered Institute of Management Accountants

Chartered Institute of Management Accountants

Chartered Institute of Marketing

Chartered Institute of Environmental Health

Chartered Institute of Legal Executives

Chartered Institute of Housing

Chartered Institution of Civil Engineering Surveyors

Chartered Management Institute

Chartered Institute of Public Relations

Chartered Institute of Linguists

Chartered Institute of Personnel and Development

The Institute of Engineering and Technology

Chartered Institute of Bankers

How they talk about themselves:

‘Helped banks and bankers in the UK and around the world develop, demonstrate

and embed professional ethics...’

‘To encourage the highest standards of professionalism and conduct amongst our

members in the public interest’

‘We do what we say we will..’

‘Our work.....complements and supports the work of regulators and banks..’

‘Helping individuals... achieve, sustain and demonstrate the highest standards of

customer-focused, ethical professionalism’

‘Committed to promoting professional standards for bankers’

What they offer:• 8 different banking and financial

qualifications.• 10 day Director specific programme.

• Industry-wide professional standards for bankers - Chartered Banker

• Professional Standards Board. • On-line networking among members – The

Knowledge Hub. • Access to professional resources.

Key words:Integrity

InnovationProfessional

CollaborationExcellence

Ethical professionalism

Target market:Individuals working within banking and the financial services industry.

Membership:30,000 +

History: - Began and remains a charity under the title of

Chartered Institute of Bankers in Scotland but now trades under the name Chartered Banker Institute to incorporate the whole of the UK

- Created in the wake of the collapse of the City of Glasgow Bank

- Established in 1875 - The only remaining banking institute in the UK - England lost its old Chartered Institute of

Bankers which merged to become the Chartered Building Societies Institution in 1993 before becoming the Institute of Financial Services in 1997 which has since changed its name and meaning again

Chartered Institute for Archaeologists

How they talk about themselves:

‘Maintain or improve the protection and management of the historic environment’

‘..advance....the quality of archaeological practice’

‘An advocate for archaeology’

‘Work to make sure the historic environment is considered and protected’

‘Invests extensively in advocacy and policy work’

‘Promote high professional standards and strong ethics in archaeological practice, to maximise the benefits that

archaeologists bring to society’

What they offer:• CPC training courses and workshops

around the UK. • NVQ courses.

• Provides training guides for organistations to tailor training.

• Improves employment practices and standards of work through its Registered

Orgaisations scheme. • Lobbying and consulting on government

on policy

Key words:AdvocacyProtecting Proactive Reactive

CollaborationConsultancy

Target market:Employed individualsVolunteers working

with an interest in the historic environment.

UK & overseas.

Membership:3,100 individuals

70 registered organistations

History and difference: • Institute operates more like a society and allows

members who are involved in the study and interest of Archaeologists as a hobby as well as

a profession• Became chartered in 2014

• Pervious know as the Institute of Field Archaeologists

• Founded in 1982 by the University of Reading

Chartered Institute of Journalists

How they talk about themselves:

‘combines the role of professional society with that of a trade union’

‘principles of honest reporting, independence and being apolitical’

‘campaigns for better conditions for working journalists’

‘promotes standards and ethics throughout the profession’

‘recognised throughout the world’

What they offer:• Union IoJTU– protects and campaigns for

its members• Professional arm – standards and ethics of

the media.• Represents journalists on a number of

boards; copyright, photographic council. • Accredits the UK National Press Card and

International cards for members overseas.• Freelance Directory.

• Separate student pages.• Training to media

• companies.

Key words:Journalistic freedom

Accuracy Code of Conduct

Ethics Protect

Target market:Individuals working

within the journalistic field either as an

employee or freelancer. Students.

Membership:International Division

with members in more than 30 countries

History:• It is the oldest professional body for

Journalists in the world • Founded as the National Association

of Journalists in 1884• Received Chartered Status in 1890 upon where it changed its name as it is

known today

Chartered Institute of Management Accountants

How they talk about themselves:

‘to help people and businesses to succeed in the public and private sectors’

‘committed to upholding the highest ethical and professional standards’

‘part of a truly global network’

‘We have strong relationships with employers, and sponsor leading research’

‘helping people and businesses to succeed by developing skills and unlocking talent’

What they offer:• CIMA qualification.

• Training through accredited partners • Runs business, finance, management

and networking events around the world.

• Business Services Programme for organisations

Key words:Influence

Communication Relevant

ValueTrust

Target market:Those already in

or wanting to start in the businesses accounting profession

Membership:229,000

members and students in 176

countries

History:• Largest management accounting body in the world

• Founded in 1919 as ‘The Institute of Cost and Works Accountant’ (ICWA). At this time it specialized in

accounting techniques in manufacturing, service and public sector operations.

• 1972 ICWA became ‘Institute of Cost and Management Accountants’ (ICMA)

• Changed to its current named once it received the royal charterer in 1986

• Played a role in founding similar institutes in Pakistan, Bangladesh and the USA

Chartered Institute of Marketing

How they talk about themselves:

‘...insightful and thought provoking exclusive content’

‘...supporting, developing and representing marketers, teams, leaders and the marketing professional as a whole’

‘A network with unrivalled breadth, depth and diversity’

‘..help you share information and connect at every level in the marketing community’

‘Communities lie at the very heart of the Chartered Institute of Marketing’

‘Building skills, capability and talent for individuals, teams and organisations’

What they offer:• Operate worldwide accredited study

centers in 110 countries. • Bespoke training courses for groups,

teams and organisations. • Professional marketing awards.

• Content hub – Institute team and marketing leaders write, email and

talk about industry news and interests.

Key words:Knowledge

NetworkExpandTailoredCreative

CommunityFlexibility

Target market:Marketing students and those already in a career

in marketing.

Membership:35,000 members

and students

History:• Largest professional marketing body in the world

• Founded in 1911 as the Sales Managers’ Association

• 1960 it changed its name to the Institute of Marketing and Sales Management before

becoming the Institute of Marketing in 1968. • Although applying for a royal charter in 1936 it

did not obtain the accreditation until 1998.

Chartered Institute of Environmental Health

How they talk about themselves:

‘a professional, awarding and campaigning organisation at the forefront of

environmental and public health and safety’

‘professional voice for environmental health’

‘aim to promote improvements in environmental and public health policy’

Vision - ‘leading, inspiring and delivering a safer, cleaner and healthier world’

‘an inclusive membership body’

‘ concerned about people’s health, safety and wellbeing’

What they offer:• Over 60 qualification programmes, eLearning courses,

training services and consultancy services.• Offer corporate training solutions.

• Over 10,000 registered trainers and training centers globally.

• Campaigning and trading arms of the Institute. • Develops and promotes policy with governments and

other professional health/food standard agencies.

Key words:ProfessionalSustainableExcellence Knowledge

Campaigning

Target market:Aimed at both professional individuals and

organisations involved in environmental health including food safety, health and safety,

environmental protection and fire safety.

Membership:9,000

History:

• Founded back in 1883 and called the Association of Public Sanitary

Inspectors• Became know as the Institute of

Environmental Health Officers in the 1980s before obtaining royal

charter in 1994 and becoming know as they are today the

Chartered Institute of Environmental Health.

Chartered Institute of Legal Executives

How they talk about themselves:

‘believes in progress through knowledge’

‘to secure sufficient lawyers and other qualified advisers and support staff to ensure that every

individual and every business has access to excellent legal services’

‘offer unparalleled access to a flexible career in Law’

‘lobbies for change and improvements to the legal system on behalf of its members’

‘promotes professional unity, co-operation and mutual assistance’

‘provide education, training and development of skills...for those who wish to become experts in the

law or otherwise’

What they offer:• Vocational career route into the legal

profession.• On the job and distance learning

models through its Law School CLS. • Partnered with universities to offer

degree and master qualifications. • Organisational training for staff.

Key words:FlexibleEffective

Knowledge Progress

Opportunity

Target market:Trainee and practicing legal executives, paralegals and other legal practitioners.

Organisations looking to improve the legal skills of its staff.

Membership:20,000+

History:

• The Institute as it stands today was established in 1963 with the help of the Law Society

England and Wales to provide formal training for individuals

knows as ‘solicitors clerks’ • The Institute prior to 1963 had

various incarnations dating back to 1892

• The Institute received its royal charter in 2012

Chartered Institute of Housing

How they talk about themselves:

‘to provide everyone involved in housing with the advice, support and knowledge they need

to be brilliant’

‘want to transform lives’

‘The CIH team...is about helping you to do you job brilliantly’

‘champion housing to influence the direction of policy’

‘aim to shape the housing agenda and create a better future for residents’

‘our work is based on good analysis and provide sensible solutions’

‘expert sector knowledge....strong social purpose’

What they offer:• A number of housing qualifications delivered through

approved centers to individuals or in-house to organisations.

• A range of tailored services and support to housing professionals and local councils to improve, deliver, govern

and maintain housing.

Key words:Learn

Improve Influence

CommittedPassionate Transform Promote

Target market:Those working with housing associations, local authorities, private and commercial sector bodies, social services and health

authorities.

Membership:21,000

History:• CIH can trace is original beginnings back to the work of philanthropist such

as Octavia Hill in response to the appalling housing conditions faced by much of the population in the 1880s

• In 1916 the Association of Women Housing Workers was founded which

later changed its name to the Society of Housing Managers in 1948

• The Institute of Housing founded in 1931 merged with the Society in 1965

forming the Institute of Housing Managers

• 1974 its was renamed to the Institute of Housing and granted its royal charter

in 1984• In 1999 the Institute of Rent Officers

merged with CHI

Chartered Institution of Civil Engineering Surveyors

How they talk about themselves:

The Institute was established to ‘advance the science and art of civil engineering surveying in all aspects of

the specialisations of geospatial engineering’

‘dedicated to regulation, education and training’

‘open and positive attitude towards change’

‘a culture of innovative ideas, solutions and continuing improvement’

‘to advance the science and art if civil engineering surveying’

‘internationally renowned center of excellence’

‘lead with confidence’

What they offer:• SURCO - part of ICES it supports the education and

training aspects of ICES. • Accredits universities and college courses that meet the

industry's standards.• Partnerships with companies

offering recruitment pages, suppliers and professional

insurance.

Key words:Reliability Integrity

CompetenceRelevant Leading

Excellence Change

Target market:Surveyors working within

the civil engineering sector.

Membership:4,868

worldwide

History:• Began in 1969 as the Association of Surveyors

in Civil Engineering • Acclaimed chartered status in 2009 and became renamed as the Chartered Institution

of Civil Engineering Surveyors.

Chartered Management Institute

How they talk about themselves:

‘mission is to increase the number and standard of professionally

qualified managers and leaders’

‘helping organisations achieve more’

‘practical, no-nonsense support’ for managers

‘constantly been at the forefront of all aspects of management

training and thinking’

‘professional body dedicated to promoting the highest standards in

management and leadership excellence’

‘when we speak, people listen’

What they offer:• Employer in-house staff training. • Individual learning opportunities.

• Apprenticeships.• MangementDirect – online recourse

portal offered to businesses.• Dedicated Armed forces skills

qualifications and website.

Key words:Achieve Develop

Lead Practical

Excellence Progressive Professional Passionate

Target market:Aspiring or employed managers in any commercial or public sector.

Membership:100,000

History:• In 1945 Sir Stafford Cripps,

the President of the Board of Trade, appointed a

committed to established a central institution for all

aspects related to management and as a result in 1947 the British Institute of Management (BIM) was

formed• 1992 BIM merged with the

Institution of Industrial Managers to form the

Institute of Management• Obtained its royal charter in

2002 become CMI

Chartered Institute of Public Relations

How they talk about themselves:

‘the voice if the public relations profession’

‘operating with integrity and respect’

‘recognises best practice’

‘makes an important contribution to society through effective communication and trust’

‘aid people’s understanding of the public relations profession’

‘a respected partner to the broader communications community’

What they offer:• In-house learning solutions

for organisations. • Accredits suitable university

and college courses. • Mentoring programme.

• Series of PR diplomas and certificates.

Key words:HonestyIntegrityDiversityRespect

professionalism Sustainability Collaboration

Target market:Individuals at level of their career or in any

sector of PR.

Membership:10,095

History:• Founded in 1948 as a result of a Public Relations Officers conference

in 1946.• Although the Institute began to

discuss charter status with the Privy Council in 1956 it was not

until 2005 that is was granted its royal charter.

Chartered Institute of Linguists

How they talk about themselves:

‘aims to enhance and promote the value of languages and language skills in the public interest’

‘be an authoritative and respected voice promoting the learning and use of languages’

‘a belief in equality and a respect for diversity and difference’

‘supporting and developing language professionals worldwide’

‘provide informed advice to bodies and organisations engaged in the formulation of strategy and policy affecting

languages’

believe ‘that knowledge of languages and intercultural competence benefit society economically, culturally and

politically’

What they offer:• 3 different member divisions

correlating to individuals roles in the linguist sector.

• Bespoke examination services creating new tailored exams for industry’s or groups of people.

• Runs its own education trust – IoLET.• Face-to-face workshops.

• 10 national and international societies for members to meet

socially. • Members listed on Find-a-Linguist

directory.

Key words:International

UnderstandingProfessionalism

IntegrityResponsibility

InnovationDevelopment

Target market:Aspiring or qualified

professionals for whom extensive knowledge of one or more foreign languages is a prerequisite for their work .

Membership:6,000

History:

• Founded in 1910 as the Institute of Linguists to address the lack of expertise in modern languages among

British businessmen involved in foreign trade. • Chartered status achieved in 2005

Chartered Institute of Personnel and Development

How they talk about themselves:

‘championing better work and working lives’

‘the experts on the world of work’

‘we exist to make work and working lives better’

‘we set the benchmark for professionalism in HR and L&D’

‘we have the vision, agility and strength to make a real difference to our members’

‘we’re the career partner of choice’

‘have a clear point of view’

What they offer:• Have both a CIPD learning delivery arm as

well as using approved training centers to deliver all courses and qualifications.

• Bespoke in-house training tailored to the needs of your business and staff.

• PM Jobs – job website of CIPD.

Key words:ExcellenceExpertise Purpose

AgileCollaborative

Target market:HR generalists and

specialists and Learning and Development

professionals.

Membership:140,000 - Global

presence with offices in Ireland, the

Middle East and Asia.

History:• 1913 saw the development of the Welfare Workers’ Association

formed by the likes of Rowntree and Cadbury • Towards the end of WW1 with the expansion in workers regional

workers associations came together and formed as one called the Central Association of Welfare Workers

• Further mergers from welfare societies and institutes around the country saw the creation of the Welfare Workers Institute in 1919

• WW2 and the introduction of the NHS saw the organisation change its name to the Institute of Personnel Management (IPM) in 1946

• In 1994 the IPM and the Institute of Training and Development merged to created the Institute of Personnel and Development

• Received charted status in 2000

The Institute of Engineering and Technology

How they talk about themselves:

‘Working to engineer a better world’

‘supporting technology innovation to meet the needs of society’

‘the professional home for life for engineers and technicians’

‘the most multidisciplinary’ engineering institute ‘reflecting the increasingly diverse nature of engineering in the 21st

century’

to ‘be collaborative and partner with other organisations’

IET want ‘to inspire, inform and influence the global engineering community’

What they offer:• Works with UK Parliament and

the EU on engineering related policy issues.

• Safeguards professional standards by awarding

qualifications under license from the Engineering Council.

• Publishes up to date resources for members.

• Accredits University courses and • provides

• scholarships for students.

Key words:Inform

InfluenceIntegrity

Excellence Inspire

Collaborate

Target market:Board range from Engineers, IT

professionals and Technicians to Academics who work within the built environment, design and

production, energy, information and communications and transport

sectors.

Membership:167,000 worldwide

History:

• IET was formed in 2006 from two separate institutions – the

Institution of Electrical Engineers and the

Institution of Incorporated Engineers

Royal College of Surgeons

How they talk about themselves:

‘Committed to enabling surgeons to achieve and maintain the highest standards of surgical practice and patient care’

‘Advancing surgical care’

‘A professional membership organisation and registered charity, which exists to advance patient care.’

‘Improving their skills and knowledge, facilitating research and developing policy and guidance.’

‘Important roles of training, supporting and examining surgeons, auditing clinical effectiveness, and advising the department of

health and other bodies.’

What they offer:• Supervise training of surgeons

• Educational and practical workshops • Examine trainees

• Promote and support surgical research • Support audit and evaluation of clinical effectiveness

• Provide support and advice for surgeons • Provide a mechanism whereby trusts can seek independent

advice• House a current and historical information resource centre for

surgeons • Act as an advisory body to the department of health, health

authorities, trusts, hospitals and other professional bodies• Collaborate with other medical and academic organisations• Seek to convey the importance of, and provide support for,

good, effective communication and interpersonal relationships between patients and surgeons

Key words:Achieve

Maintain Advancing

CareStandardsKnowledge

Skills Committed

Enabling

Target market:Surgeons, dentists –

members

Members 77% male

29% 31 – 40 years oldGeneral surgery 21%

Membership:20,000 members

History:• In 1800, ‘The Royal College of Surgeons in London’ was born on presentation of a

new Royal Charter• In 1843, a new Royal Charter changed the name to ‘The Royal College of Surgeons

of England’, and expanded the remit outside the city of London. The Charter also created a higher qualification, the Fellowship of the College (FRCS)

• Specialist subjects were introduced, and from the 1880s the exams were held jointly with the Royal College of Physicians, resulting in the conjoint qualification

‘MRCS LRCP’• In 1906 women were allowed to sit the College exams for the first time

• In 2010 The three-phased project transformed the College's education facilities into a national centre of excellence for surgical education, training and

assessment, and provides the UK with one of the most advanced surgical teaching facilities in the world.

Key words found on different Chartered Institute websites

Key words found on different Chartered Institute websites

BCS

The Chartered Institute for IT - BCS

How they talk about themselves:

‘committed to making IT good for society’

‘fosters links between experts from industry, academia and business to promote new thinking, education and knowledge

sharing’

‘We champion the global IT profession and the interests of individuals, engaged in that profession, fro the benefit of all’

‘We use the power of our network to bring about positive, tangible change’

‘seeks to promote professional practice’

‘Together we can progress your career’

What they offer:Offer various IT qualifications through accredited training

providers. Consultancy team work with

businesses to improve the digital and IT skills capabilities

of its employees. Academy of Computing - a

society dedicated to promoting computing as an

academic discipline. Apprenticeships.

Key words:Making IT good for Society

ProgressAction

SupportCommunityExcellenceLeadership

Target market:Individuals and students who work within the digital and computing

industry.

Membership:73,218

(annual report 2015)

MAKING IT GOOD FOR

SOCIETY

BCS, under its Royal Charter,

is required to establish and

maintain standards of

professional competence,

conduct ethical practice for

information systems

practitioners.

The Chartered Institute for IT - BCS

Making IT good for society – “why we exist”

- Trust needs to be regained

- We need to put people first and technology second

- Our members can make a real change

- The IT industry, the IT profession, but crucially, it’s also about IT’s interaction with the

world around us.

- This all goes beyond technology to societal impact

“We use the power of our

network to bring about positive,

tangible change. We champion

the global IT profession and the

interests of individuals,

engaged in that profession, for

the benefit of all.”

The Chartered Institute for IT - BCS

Taken from ‘about us’ page and ‘making IT good for society’ pages - www.bcs.org

The Chartered Institute for IT - BCS

BCSOther Chartered Institutes

Need to articulate your professional

excellence in a way that is relevant for

today

Permission

Permission

- We can’t achieve anything without the

core IT community behind us for voice

and influence

- Use our expertise from our member base

- Computer Science = thinking about

thinking

- Independent, specialist, technical experts

- Authority comes from the Charter and the

Trustee Board (elected by the members)

‘We’re not credible in the front end bit without doing

the back end bit!’

‘Don’t change it from a professional body, that

changes the nature of the organisation’

Your technical expertise is the

foundation of your change agenda

and creates permission for you – we

need to put even more value into it

Activism is about joining in

with a cause I believe in

‘Membership’

Professional = exclusive/selective

Activist = inclusive

‘We can be the best sort of professional body, and do

campaigning as appropriate’

Your name

BCS History

- The forerunner of BCS

was the London

Computer Group (LCG)

founded in 1956.

- In 1957 the LCG merged

with an association of

scientists to form the

British Computer

Society Ltd.

- In 1966 BCS was granted

charitable status and in

1970 it received Armorial

Bearings including the

shield and crest.

- 1984-5 BCS is

incorporated by Royal

Charter as a Chartered

Body.

- In 2009 BCS went

through a transformation

and rebranded itself as

BCS – The Chartered

Institute for IT.

Name

Whole

- You can’t say the whole name all the time

- Confusing

- Stuck in a half-way house

- View was originally that Chartered Institute would take off

and overtake BCS

- Didn’t choose one or the other

- Feels very 1970s – male, techy

- Can’t come up with a better one

- It causes so much confusion, we just need to grasp the

nettle and become The Chartered Institute of IT

- There’s the Royal thing that some people like

BCS

- Too broad

- Should just drop BCS

- Not too bad

- I would drop BCS (regretfully)

British Computer Society

- Sounds stuffy

- A challenge – there’s 3 words wrong with it

- I was quite happy with British Computer Society

- I don’t recognise the term ‘Society’ – sounds like a railway

society

- A problem

IT

- Should it just be ‘Technology’?

- Computing is not IT

- What is it? What does it cover?

- It’s ‘Technology’ not IT

- People see it as the tec people that run our systems or fix

your PC

- IT in schools – often seen as changing the printer cartridge

or sorting out the wifi

- How do we automate the creation of knowledge?

Chartered Institute

- At least says something, and it’s a good thing

- Like it

- Don’t like it, because people in the digital community don’t

think it represents them

- Creates a good feeling

- Quite a mouthful – it doesn’t cover ‘computing’

- Generally they’ve got a bad name – old fashioned

- I like The Institute

‘It causes so much confusion, we just need to grasp the nettle and become

The Chartered Institute of IT’

Chartered Institutes on a similar journey

Chartered Institute of housing CIH

“To promote the

science and art of

housing, its

standards and

ideals, and the

training and

education of those

engaged in the

profession of

housing practice".

We provide members:

• Training and

development

opportunities

• First to know – news,

advice, policy info

• Network of peers

• Flexible ways to study

Issue leads (response to problem):Appalling housing conditions.

Pioneered by Octivia Hill and the women she took on.

Growth: Due to a growth in the association, a

change of name was necessary.

Merger:Local government officers from housing departments formed the The institute of housing. This institute and the society of

housing mangers merge.

Their role:

To reflect the wider role being

undertaken by housing professionals.

Charter:

The Institute received its Royal Charter.

Chartered Institute of housing CIH

History

Octavia Hill (1838-1912) initiated the profession of housing management, first managing two small

groups of dilapidated houses in Marylebone, London in 1865 and 1866. She rented her properties on

weekly or short-term tenancies, employing trained female housing managers, who were equipped to

deal with repairs, welfare issues and rent accounting, to collect rents in person.

Hill established a method of letting properties on short-term tenancies and trained a group of women to

manage the properties by collecting rents and dealing with repairs and tenants welfare issues. The

Association of Women housing workers, founded in 1916, carried on the pioneering work and housing

advocate Irene Barclay was a leading figure in it.

The organization changed its name to Society of housing managers in 1948.

The Institute worked alongside the Society of Housing Managers until finally the two groups merged in

1965, forming the Institute of Housing Managers - this marked the start of the modern era for CIH.

In 1974 the organisation was renamed the Institute of Housing to reflect the wider role being undertaken

by housing professionals. The Institute received its Royal Charter in 1984 and reflected this in its name

in 1994, when it became the Chartered Institute of Housing.

http://www.cih.org/thecihstory

Chartered Institute of housing CIH

Chartered institute of personnel and

development Our aim is to

drive sustained

organisation

performance

through HR,

shaping

thinking,

leading practice

and building HR

capability.

Membership equips you

with the resources and

connections to progress

your career.

Issue leads:

Britain’s labour force was of a poor standard,

leading to a lack of competitiveness.

Growth & mergers:

Concerned at the splintering of the welfare movement, the WWA

adopted a new constitution with a branch structure that

incorporated the local associations and renamed with ‘central’ in

the title. They then renamed again to Welfare Workers Institute.

Industry consolidation & industry terminology:

The period saw further consolidation of the

management profession.

Changing nature of the function:

During the 1920s, jobs with the titles of ‘labour manager’ or

‘employment manager’ came into being in the engineering

industry and other industries where there were large

factories. Members of the labour management movement

had become a loosely connected group and aspired to form

their own professional association, quite separate from the

IIWW, hence the change in name.

Areas of personnel work expanded considerably

Mergers:

Formed through the merger of the Institute of Personnel

Management with the Institute of Training and

Development.

Charter:

The Institute received its Chartered status.

Chartered institute of personnel and

development

Chartered institute of personnel and

development

“From 1917-1924

the association

went through five

changes of name.”

“Having achieved unity

amongst the personnel,

training and development

traditions within a single

institute.”

Finding a name that is inclusive in the

profession

The Chartered Institute of Personnel and Development (CIPD) is a professional association for human resource management professionals.

In 1896 to look after its women and child workers Rowntree's appointed their first inspector - a Mrs E M Wood. Edward Cadbury of Cadbury

Brothers in 1909 called together employers to discuss industrial welfare work and as a result 25 employers formed an association with Mrs

Wood of Rountree's as Secretary. The work of 'welfare workers' came to public attention during a trade show in 1912 at Olympia in London.

The forerunner of the CIPD, the Welfare Workers' Association (WWA) was formed at an employers' conference in York on 6 June 1913.

Thirty-four of the employers present decided that the WWA be founded as...an association of employers interested in industrial betterment

and of welfare workers engaged by them.

Given the predominance of women at the Association's inaugural meeting in June that year - convened by Seebohm Rowntree - it is poignant

to note that the same month witnessed the death of suffragette Emily Davidson, who threw herself under the King's horse at the Derby.

To consolidate this growth the WWA adopted a new constitution and branch structure to incorporate a growing band of local associations and

in 1917 renamed itself the Central Association of Welfare Workers (CAWW) which then became the Welfare Workers Institute in 1919.

Notably an end to autocratic management and the introduction of works councils. Nonetheless, the period saw further consolidation of the

management profession. The Institute was incorporated in 1924 and became the Institute of Industrial Welfare Workers (IIWW).

It is perhaps no coincidence that there was a coming together of the various professional strands of welfare work and labour management

when in 1931 the Institute became the Institute of Labour Management reflecting the changing nature of the function. The Institute's journal

was retitled 'Labour Management' and the Irish branch was formed in 1938.

This set the tone for much of the initial post-war era, the growing personnel profession becoming more significant across the economy in both

large private sector companies and public corporations. Personnel departments became a distinct feature of the workplace. In1946 the

Institute of Labour Management changed its name to the Institute of Personnel Management (IPM).

In 1994, the Institute of Personnel and Development was formed through the merger of the Institute of Personnel Management with the

Institute of Training and Development.

Chartered status was granted in 2000 and the CIPD came into existence from 1 July of that year. On 1 October 2003, the CIPD awarded

chartered status to over 37,000 full Members, Fellows and Companions of the Institute.

Chartered institute of personnel and

development

The institute of engineering and

technology

The IET is working to

engineer a better world by

inspiring, informing and

influencing our members,

engineers and

technicians, and all those

who are touched by, or

touch, the work of

engineers.

Created due to no relevant body/society:

Telegraph engineers had the option of joining

one or other of the existing Institutions. The

Institution of Civil Engineers was founded in

1818 and the Institution of Mechanical

Engineers in 1847 but by 1870, felt that their

profession had attained such a standing that its

needs were inadequately met by the other

bodies.

Industry/technology change:

To reflect the changes in electrical

technology (1880).

Scope/Growth:

To reflect its representation of the body of

electrical engineers in England (1887).

Mergers:

The SoE was absorbed in to the Institution of

Incorporated Engineers (IIE) and then later in

2006 the IIE merged with the Institution of

Electrical Engineers (IEE) to form the IET

(Institution of Engineering and Technology)

The institute of engineering and

technology

History

Telegraph engineers had the option of joining one or other of the existing Institutions (The Institution of Civil Engineers

was founded in 1818 and the Institution of Mechanical Engineers in 1847) but by 1870, felt that their profession had

attained such a standing that its needs were inadequately met by the other bodies.

The Society of Telegraph Engineers (STE) formally came into existence on 17 May 1871 and its purpose was for the

general advancement of Electrical and Telegraphic Science and for facilitating the exchange of information and ideas

among its members.

In the early days the focus of the Society was on telegraphy alone. However, it was decided that it would need to broaden

its scope to include electrical science as this was a concern of every Telegraph Engineer and was not already represented

in a separate learned society. The STE grew from strength to strength mainly because engineers required a Society of

their own to reflect and represent their needs in a world where new uses for electricity were being rapidly developed.

At the General Meeting of the STE on 22 December 1880 it was decided to alter the title to reflect the changes in electrical

technology of the day and was renamed The Society of Telegraph Engineers and of Electricians.

At a meeting of the Council on 10 November 1887 a motion was put forward to alter the name to the Institution of

Electrical Engineers to reflect its representation of the body of electrical engineers in England. On 1 January 1889 the

Register of Joint Stock Companies issued his Certificate of Incorporation to the Institution of Electrical Engineers (IEE).

In 1924 the IEE obtained from the Privy Council the right for corporate members to describe themselves as Chartered

Electrical Engineers.

In 2005 the SoE was absorbed in to the Institution of Incorporated Engineers (IIE) and then later in 2006 the IIE merged

with the Institution of Electrical Engineers (IEE) to form the IET (Institution of Engineering and Technology) and now has

over 150,000 members worldwide.

The institute of engineering and

technology

Professional bodies keep changing

their names to fit what their members

do

Your name is confusing

You need a name that represents

who you are,

and doesn’t need to change as

employment roles change

Visual audit

Your name

Strapline/s

– Many additional straplines across the organisation

– Confused hierarchy with headings and titling

– Multiple messages create confusion

Brand Mark

– Acronym and descriptor are consistently locked up

– Corporate and uninspiring

– Dated

– Badge/shield extremely well applied across all applications

– Unmemorable and meaningless

– Predominantly seen in green

– Device shape created for lockup

– Curve from brand mark creates graphic system

Subbrands

– Some evidence of subbrands

– Magazine has a more distinctive masthead as a subbrand

– Mostly subbrands are typeset using the corporate font – DIN

Some subbrands:

– Academy of Computing

– BCS Partners

– BCS Voices

– IT Now

– The IT Impact ??

– CITP

– CIO of the Future

Partnerships

– Multiple partnerships in

place

– No or little partnership

principles in evidence

– Partnerships vary –

Business/organisation

bodies through to consumer

brands such as Intel

– Sponsorships in use on

award/accreditation

collateral

Colour

– Strong use of green/black and white evident

– Occasional use of secondary colour palette in support

– Use of supporting colour in illustration and infographics

– Evidence of colour principles in use

Imagery – Photography

– No imagery principles or brief evident

– Generic

– Deliver IT through people shots (hygeine)

– Style varies however consistent in its theme – IT/Computing

– Looks like stock library

– Expected and undistinctive

– Pockets of application where use of distinctive styling comes

through

– Pockets of abstract imagery evident

Imagery – Illustration/infographics

– Underused and undervalued

– Where used, look fresh and accessible

– Infographics look informative and help engagement

– Friendly, less corporate look and feel to comms when they are

used

Typography

– Typographic principles in use

– Clear use of corporate font family across communications

– Consistent in application and design

– Well organised

– Clean and clear hierarchies of information used

– Home page is clean and simple.

– Large banner image

– Strong use of green, greyand white

– Clear and consistent use of font across the site

– Copy heavy throughout site

– Drop down navigation heavy

– Website uses templates which are unresponsive for mobile and

tablet users

– Pages below top levels lack pace, flat and one dimensional

– Video media featured onsome pages

Website

- Social network sites present similar content

- Actively managed and updated regularly

- Large number of followers/readers

Social media

- 10,688 likes- Very active and regularly

updated- Wide range of posts about advice, education

links and IT based articles- Contains user reviews of

charity- Some links to resource

websites such as TED.com

Facebook

- 13.8K tweets- 15.4K followers

- Very active and regularly updated

- Wide range of tweets about technology, resource, advice,

events etc.

Twitter

- 10.2K followers- Active and fairly updated

- Wide range of links to articles about technology,

resource, advice,events etc.

LinkedIn

Messaging

– Multiple strap lines in use

– Overuse of the word ‘IT’ in phrases

– No brand personality – ‘very dry’

– Descriptive

– Corporate and unengaging

– No core brand message evident

– Some pockets of engaging language (Supporting you,

supporting society)

Overall

– Name: Unengaging and disconnected from descriptor

– Colour: Single minded use of colour

– Messaging: No core brand message

– Many brand lines/descriptors overlapping

– Imagery: generic and stock

– Typography: organised and consistently applied

– Illustration: underused but effective

– Online: consistent look, copy heavy, unengaging

– Social media: Consistent in look and tone, good content

– Partnerships and architecture:No strong look and feel, no visual

organisation

Graphic design/marketing capability

is not your problem – communicating

who you are, and what’s special

about you, is

You feel like you’re one of the

companies in the sector you serve

Partnership

BCS Partner Levels

Accredited – Have achieved BCS accreditation, but not on the Partner Programme

Partners – Evolving BCS products to help improve digital skills across the industry

Sliver – working with BCS to identify skills gaps and develop the products or initiatives required to fill them

Gold – industry leaders who work with BCS to make IT good for society, by driving and improving standards

Displaying BCS partnerships

Gold Partner With text Just Logo

Partners Accredited

BCS accreditation alongside that of trademarked products created by AXELOS

The Institution of

Engineering and

Technology

- Founding member of SFIA framework used by BCS

- Offer ICTTech qualification (I Technician qualification)

- Offer The Chartered IT profession status CITP – links back

to BCS, bodies award the CITP under license from BCS

- Offer membership which includes advise, access to

learning and professionally published materials and

conferences

- Online Career Manager for professional development,

record and develop skills online

Partnerships are key for you

we need to find a way of creating

more value in them for you and your

partner

BCS Brand

- Some of L&D’s products need the BCS brand, some don’t

- Gives weight and credibility – a sales advantage

- ECDL in schools is a product with a strong brand of its own

- BCS has a reputation as a supplier next to BPP and QA

- L&D is helped by the BCS brand

- Difficult history

- Opens doors

- 90s look

- Useful to be an institute, providing you can be modern and dynamic

- The fact that L&D is related to a ‘Not for Profit’ helps – stealth sales, gravitas, we’re

trusted

- Credibility, recognition, seat at the right table

- CAS link needs to be stronger

- Helps L&D get into corporates but has also held us back

- A BCS validated course should mean more than one from another organisation

- We need to make more of the heritage

- Schools will never have heard of BCS, but have heard of ECDL

- Need to create more status

- Absolutely helps us in L&D

- Needs to be the pinnacle – accredited and valued

Your brand has some baggage, but

it’s heritage and status is recognised,

and we need to find a way of creating

more value for both L&D and the

Institute

Reputation

- People have usually heard of BCS but don’t know

why to join

- Computing in schools was deliberately not done with

BCS, then when it was a certain scale and a big

brand, they decided to partner with us

- I imagine that BCS is full of ex IBM players that

remember the old days

- Had an identity crisis for years

- We’re an aging organisation – young people don’t join

in the way that they used to

- British Computer Society – seen as a really old

fashioned club and members and volunteers still work

in that way

- Old boys club

- Gained the Royal Charter, but not properly acting as

one

- Market sees the Institute as a bit stuck in its ways

The way you look and feel prevents

an outside understanding of what an

exciting organisation you are

Why you’ve got the right

Royal Charter

Technical Expertise and Specialism & Public Interest

(Membership)

What you do

Why you’ve got the right

Membership

Consultancy

Lectures

Specialist Groups

Forums

Awards

Training

Accreditation

Apprenticeships

Qualification

Standards/frameworks

Royal Charter

Technical Expertise and Specialism & Public Interest

(Membership)

Areas of focus

What you do

Why you’ve got the right

Children

Young people

Unemployed

Employed

Retired

Education

Health & Care

Personal Data

Capability

Membership

Consultancy

Lectures

Specialist Groups

Forums

Awards

Training

Accreditation

Apprenticeships

Qualification

Standards/frameworks

Royal Charter

Technical Expertise and Specialism & Public Interest

(Membership)

Areas of focus

What you do

Institute L&D

What

Good behaviour

Intention

Ethics/values

Share/celebrate

Open access

How

Good job

Capability

Implement

Enable

Monetise

BCS

Why you’ve got the right

Children

Young people

Unemployed

Employed

Retired

Education

Health & Care

Personal Data

Capability

Membership

Consultancy

Lectures

Specialist Groups

Forums

Awards

Training

Accreditation

Apprenticeships

Qualification

Standards/frameworks

InstitutionalisationSocialisation

Royal Charter

Technical Expertise and Specialism & Public Interest

(Membership)

Areas of focus

What you do

Institute L&D

What

Good behaviour

Intention

Ethics/values

Share/celebrate

Open access

How

Good job

Capability

Implement

Enable

Monetise

BCS

Why you’ve got the right

Children

Young people

Unemployed

Employed

Retired

Education

Health & Care

Personal Data

Capability

Membership

Consultancy

Lectures

Specialist Groups

Forums

Awards

Training

Accreditation

Apprenticeships

Qualification

Standards/frameworks

InstitutionalisationSocialisation

Outcome Change

Excellence

Making IT good for society

Royal Charter

Technical Expertise and Specialism & Public Interest

(Membership)

Areas of focus

What you do

Institute L&D

What

Good behaviour

Intention

Ethics/values

Share/celebrate

Open access

How

Good job

Capability

Implement

Enable

Monetise

BCS

Why you’ve got the right

Children

Young people

Unemployed

Employed

Retired

Education

Health & Care

Personal Data

Capability

Membership

Consultancy

Lectures

Specialist Groups

Forums

Awards

Training

Accreditation

Apprenticeships

Qualification

Standards/frameworks

InstitutionalisationSocialisation

Outcome Change

Excellence

Making IT good for society

Who you are?

Royal Charter

Technical Expertise and Specialism & Public Interest

(Membership)

Who you are is special

– both you and the world

need to understand it!

Summary

Your Royal Charter makes you unique

‘Making IT good for society’ is rooted in your Royal Charter

It has worked well to get everyone pointing in the right direction

It’s too broad to have given a sense of role and positioning

This has created a focus on what you do, who you are is not clear

Both the Institute and L&D have a role in delivering to the Royal Charter

L&D feels like one of its competitors – but it’s more special than that

The Institute feels like it’s offering products and services, when actually you’re trying to change the world!

The roles of the Institute and L&D are complementary

You exist for the benefit of the public

and we need to enable you to target and interact with different segments and different groups in different ways

There are 2 types of ‘membership’; Professional, Activist

these require different behaviours from both BCS and the ‘members’

Need to articulate your professional excellence in a way that is relevant for today

Your technical expertise is the foundation of your change agenda and creates permission for you – we need to put even more

value into it

Activism is about joining in with a cause I believe in

Professional = exclusive; Activist = inclusive

Professional bodies keep changing their names to fit what their members do

Your name is confusing

You need a name that represents who you are, and doesn’t need to change as employment roles change

Graphic design/marketing capability is not your problem – communicating who you are, and what’s special about you, is

You feel like you’re one of the companies in the sector you serve

Your brand has some baggage, but it’s heritage and status is recognised, and we need to find a way of creating more value for

both L&D and the Institute

The way you look and feel prevents an outside understanding of what an exciting organisation you are

Who you are is special – both you and the world need to understand it!

Summmary

Part 2 – Brand Strategy

Areas of focus

What you do

Institute L&D

WhatGood behaviour

IntentionEthics/values

Share/celebrateOpen access

HowGood jobCapabilityImplement

EnableMonetise

BCS

Why you’ve got the right

ChildrenYoung peopleUnemployed

EmployedRetired

EducationHealth & CarePersonal Data

Capability

MembershipConsultancy

LecturesSpecialist Groups

ForumsAwards

Standards

TrainingAccreditation

ApprenticeshipsQualification

Standards/frameworks

InstitutionalisationSocialisation

OutcomeChange

Excellence

Making IT good for society

Who you are

Royal CharterTechnical Expertise and Specialism & Public Interest

(Membership)

You are currently split into two

- Institute- L&D

but you have three different behaviours..

Institutional Resourcing

Campaigning

Behavioural Framework

Behavioural Framework

Behavioural Framework

Behavioural Framework

Behavioural Framework

Behavioural Framework

Behavioural Framework

Behavioural Framework

Behavioural Framework

Behavioural Framework

which means that we need to position you in

three different ways

Institutional

royal

prestigious

with heritage

pure

aspirational

exclusive/selective

think tank

informative

Resourcing

commercial

efficient

professional

expert

educational

Campaigning

a movement

understanding

welcoming

inclusive

challenging

observing

Institute, Alliances &

Resourcing

- Change your narrative

- Clean up what you have

- Create what’s missing

- Less about ‘me’ more about ‘you’

- Be indispensable

- Be generous

How you think about

yourself

Guardians of the Royal Charter

To promote the study and practice of computing

and to advance the knowledge and education

therein for the benefit of the public.

Institutional

Open access standards

Resourcing

Paid-for capability resources

Campaigning

Accessible actions

and commitments

Creates and provides the profession with

open access standards, expected in:

- Ethics

- Practice (capability)

- Training

Capability

Capability

Standards &

Resourcing

Ethics

Open access

industry standard

Ethics

Code of Conduct for the profession

= expected of everyone

Ethics

Code of Conduct for BCS

Means you can be a…

Industry

BCS

Ethical Code created for…

Professional

Member

Ethical codes

Ethical Standard for

Computing

The ethical benchmark for professionalism

ESC

The ethical benchmark for professionalism

The Escape key's

creation is credited to

Bob Bemer, a computer

programmer who worked

for IBM. He created the

key in 1960 to allow

programmers working

with diverse machines to

switch from one type of

code to another.Wikipedia

Means you can be a…

Industry

BCS

Ethical Code created for…

Member

Ethical codes

Ethical Standard

for ComputingProfessional

BCS Code of Conduct

BCS Code of Conduct

The people that shape the industry and drive progress and change

Badge of ethics/capability/leadership

Association/kudos

Involvement

Consultation

Setting standards

Specialist groups

Think-tanks

CPD

Cross disciplinary working

Idea generation

Campaigning

Called… Means you can be a…

Ethical Standard

for ComputingIndustry

BCS

Ethical Code created for…

Code of Conduct Member

Ethical codes

Professional

Called… Means you can be a…

Ethical Standard

for Computing

A campaign

Industry

BCS

Ethical Code created for…

Code of Conduct Member

Ethical codes

Professional

The Pledge

1.“I believe that…”

2.“I pledge to put the public at the centre of …., share ideas so that I

develop myself and those around me, and be held to account for doing

the right thing”

3.“As part of my commitment, I will take the following actions…”

Called… Means you can be a…

Ethical Standard

for Computing

A campaign

Industry

BCS

Ethical Code created for…

Pledge

Code of Conduct Member

Ethical codes

Professional

Called… Means you can be a…

Ethical Standard

for Computing

A campaign

Industry

BCS

Ethical Code created for…

Pledge

Code of Conduct

Partner

Member

Ethical codes

Professional

Challenge

Creating Alliances

Campaigning

Setting Standards

Resourcing

Membership

Education Health Capability Personal data

ALLIANCE

STANDARD

RESOURCE

MEMBERSHIP

CAMPAIGN

CHALLENGE

The journey so far

Education Health Capability Personal data

ALLIANCE

STANDARD

RESOURCE

MEMBERSHIP

CAMPAIGN

CHALLENGE

The journey so far

Education Health Capability Personal data

CAS

Community

ALLIANCE

STANDARD

RESOURCE

MEMBERSHIP

CAMPAIGN

CHALLENGE

The journey so far

Events

Teaching

Resources

Discussions

BCS

Certificate

Policy

Documents

Education Health Capability Personal data

Fed-IP

CAS

Community

ALLIANCE

STANDARD

RESOURCE

MEMBERSHIP

CAMPAIGN

CHALLENGE

The journey so far

Events

Teaching

Resources

Discussions

The heart

of IT

BCS

Certificate

Policy

Documents

Education Health Capability Personal data

Fed-IP

CAS

Community

SFIA

ALLIANCE

STANDARD

RESOURCE

MEMBERSHIP

CAMPAIGN

CHALLENGE

The journey so far

Events

Teaching

Resources

Discussions

The heart

of IT

BCS

Certificate

Policy

Documents

SFIA

Foundation

SFIA+

L&D

resources

membership

Education Health Capability Personal data

Fed-IP

CAS

Community

SFIA

ALLIANCE

STANDARD

RESOURCE

MEMBERSHIP

CAMPAIGN

CHALLENGE

The journey so far

Events

Teaching

Resources

Discussions

The heart

of IT

BCS

Certificate

Policy

Documents

SFIA

Foundation

SFIA+

L&D

resources

membership

BCS Local Partnerships

Supporting & Growing our Communities

Context

Objectives:

• Build a regional approach to BCS communities

• Provide a regional context and impact for ‘Making IT Good for Society’

• Involve, serve and partner at a regional level

Background:

Local engagement is variable, enable more activity with relevance to local communities and current affairs.

Evidence:

Member engagement data and discussions with branches including a recognition of ‘competitive’ groups.

Changing Needs:

Hybrid physical and digital. Experiment with diverse venues and formats.

Risks:

1) Perceptions of ‘threat’ amongst key stakeholders 2) Sustainability of funding 3) Timing and expectations 4) Governance 5) Conflict between metropolitan and rural needs 6) Difference in needs across UK nations and English regions - risk inconsistent approach

Initial Concept

• 8-10 ‘hub’ regions

• Invest more resources

• Enable wider local involvement (education, healthcare, local government, businesses etc.)

for a richer, more relevant BCS experience.

Findings summary

• Chair interviews

– Branches are sometimes seen as in competition with other local groups. These groups are

seen as better resourced and as gaining greater traction in the local community.

– Chairs were all open to collaboration with both other local organisations and also other

BCS groups.

– Access to speakers and knowing which topics will entice an audience were seen as the

biggest struggles.

• Desk research

– There are a number of organisations already working on a local basis around tech, IT,

skills etc. There is much crossover in what some local organisations are doing and there

are opportunities to join up with these organisations. It seems more beneficial to share

expertise than duplicate work.

– Hubs model has replication issues, governance issues etc. - we don’t want to over

complicate.

• Partner discussions

- There is much overlap in what some local organisations are doing and they welcome

collaboration. This will raise the profile of BCS locally and concentrate on local issues with

local businesses and local people.

BCS Local Partnerships

• ‘Process: BCS local

partnerships’; an activity not a

structure

– Identify local issues /

opportunities (consultation w/

members, stakeholders)

– Proposal, central approval

– Build partnerships towards

solutions

– Activity plan: events, papers,

whatever is useful; projects not

standing structures

– Regular reviews / impact

assessment

• Allows total flexibility in any region

/ nation

• ‘permission’ for any part of BCS to

be involved

BCS Local

Partnerships

BCS Branches

& SG

Orgs with

shared agenda

Local

corporations /

employers

Local / national

governmentBCS central

programmes &

resources

• Challenges / issues

– Lot of strategic moving parts at the moment

Our plan on local partnerships…

• Pilot this approach in a suitable area (outside London)

– If successful, gradually expand to other areas

• Focus on:

1. Consulting with members and partners on the top issues for that area and the role

BCS can play

2. Building alliances locally; events, content to build bridges and understanding

3. Build our network of advocates, including recruiting leaders into Membership /

Fellowship

4. With partners, run local campaigns:- actions and commitments

5. Monitor and understand the results

Presentation to insert name here 216

A lot to take in, a lot to talk about!

• Feedback on the diagnostic and brand framework

• Reactions to:

– Ethical Standard for Computing

– Local partnerships

• How you’d like to see us shape a wider consultation with members on the brand

framework and the name / visual identity

• What we’re going to do now:

– Break into groups, take 5 minutes to write some post-its with your reactions on the

above (put a number 1-10 on the corner to indicate strength of feeling – 10 being lots of

feeling!)

– Take 10 minutes to talk about your feedback and reactions

– Take a further 5 minutes to advise on how to consult

• We’ll then hear feedback (but want to collect everything)

Presentation to insert name here 217

Reggie Wong

Sharing of organising ICTAwards in Hong Kong

219

About The Hong Kong ICT Awards

•The Hong Kong ICT Awards was established in 2006 with the collaborative efforts of the industry, academia and the Government.

• Steered by the Office of the Government Chief Information Officer of Hong Kong SAR Government, and organised by Hong Kong ICT industry associations and professional bodies.

220

About Hong Kong ICT Awards

BCS (Hong Kong Section) was granted as the organizer of the following Awards

(1) Hong Kong ICT Awards – Best Professional Award (2009 - 2012)

(2) Hong Kong ICT Awards – Best SME ICT Award (2013 - 2016)

221

222

223

Judging Cycles (1)

First Round: Paper Screening on all applications by Assessment Committee

Second Round: All applicants are interviewed by Assessment Committee, with 5 or more assessors, to select some qualified applicants to Final Judging Panel.

Final Round: All short listed applicants are interviewed by final judging panel, with 7-9 judges, to select Gold, Silver and Bronze Awards of the Category

224

Judging Cycles (2)

Grand Award: After all Gold Awards are confirmed, the judging panel will select one applicant as the Grand Award for that Category

“Award of the Year” for Hong Kong ICT Awards: 10 Grand Award winners from 10 different Award Categories will run for the “Award of the Year” by the Award of the Year Judging Panel. The winner of “Award of the Year” will receive the award from the Chief Executive of Hong Kong SAR Government.

225

Award Presentation Ceremony organized by BCS (Hong Kong Section)

226

Award Presentation Ceremony organized by BCS (Hong Kong Section)

227

Grand Presentation Ceremony & Dinner – Group Photo with Guest of Honour Chief Executive of HK SAR Government

228

Grand Presentation Ceremony and Dinner – Group Photo with All winners

229

Benefits for BCS (Hong Kong Section)

•Promote the corporate image of BCS to ICT Industry in Hong Kong, as well as South part of China

•BCS gained recognition from the general public and local government via various competition and related promotion campaigns.

230

Benefits for BCS (Hong Kong Section) (2)

•To strengthen the connect between BCS (Hong Kong Section), BCS members and senior ICT professional and Companies, via different rounds of judging meetings, award presentation ceremony .. etc

231

Idea of organizing a global ICT award -“The BCS World ICT Awards” (1)

•Background: BCS have many International Branches with thousands of local BCS members

•Objective: To enhance the corporate image of BCS as Professional Society in those countries or economics via local BCS branches outside UK

•Benefits for BCS UK and BCS Branches: Similar as stated in previous slides

232

Idea of organizing a global ICT award -“The BCS World ICT Awards” (2)

Idea from BCS Hong Kong Section:

BCS can consider organizing a global ICT Award – The BCS World ICT Awards. All International BCS Branches can organize their local Awards competition via existing or new award selection campaigns to select final winners to compete in the Final Judging Panel of BCS World ICT Awards at London yearly or bi-yearly

233

Q & A

Paul Martynenko 2017/2018

President’s Address

Linda Johnston, Head of Brand

BCS Voices

13:00 – 14:00 Regent Suite

Lunch & Networking

Alastair Revell

Best Practice Committee

Liaison Role

Kevin Chamberlain

Best Practice Committee

Induction Programme

Why?

• Need to encourage more members to join Member Group

committees

• Barriers to entry

–Time commitments – organise to suit individuals

–Attracting candidates – need an interesting programme

–Knowledge – lack of understanding about how BCS works.

• Feedback from Role based communities at Autumn

conventions

How?

• Develop a “New committee member – Induction course”

–Delivered online as Webinar

– Including Q & A sessions

• Role based communities – extended to online presence

• Build up reference library of resources

When?

• Committee Induction

–Already started – First webinar last week

–Plans to run on monthly basis

• Role Based Communities

–Autumn Conventions

–Extended online

• Volunteer Portal

–Already holds a wealth of information

–http://volunteer.bcs.org

The future

• Develop role specific training

• Encourage more young professionals onto committees

• Enable Member Groups to be more active in promoting BCS

• Encourage more committee members to get involved in BCS governance

Member Group Elections to Council for 2017

The vacancies were:

• International Representative to

Council (2)

• Regional Representative to Council

(2)

• Specialist Groups Representative to

Council (2)

The nominations:

• International Representative (5)

• Regional Representative (2)

• Specialist Groups

Representative (1)

Best Practice & Policy Overview Garfield Southall & Helen Fletcher

Jeremy Barlow

Director of Standards

Apprenticeships

Policy landscape

245

• New, employer-defined

standards – ‘Trailblazers’

• Greater breadth of

standards and modes of

delivery

• Institute for Apprenticeships

• Apprenticeship levy

Apprenticeship levy

• Any organisation with a salary bill of £3 million

• 0.5% of annual salary bill

• Applies across the UK

• Apprenticeship funding and delivery is a

devolved issue

246

IT Apprenticeships

12,50014,000

30,000

60,000

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

2015 2016 2018 2020

247

Apprenticeship framework (as was)

248

Qualification

Functional/

key skills

ERR

Other

components

Work

ing } Apprenticeship

Trailblazer model

249

On the job

training

Evidence

portfolio

Knowledge

modules

Independent

end point

assessment} Apprenticeship=

IT Trailblazer apprenticeships

250

Cyber Intrusion Analysts

Cyber Security Technologists

Data Analysts

Digital Marketers

Infrastructure Technicians IT Technical Salesperson

Network Engineers

Software DevelopersSoftware Development Technicians

Software Testers

Unified Communications Trouble-shooters

Unified Communications Technicians

Degree apprenticeships

• 20 universities involved

• Standards available:

251

Cyber Security Analyst

Data Analyst

Business Analyst Network Engineer

Software Engineer

What does this mean for BCS?

252

On the job

training

Evidence

portfolio

Knowledge

modules

Independent

end point

assessment} Apprenticeship=

BCS L&D

What does this mean for BCS?

• Membership

• Professional registration – RITTech

• Accreditation of apprenticeship

programmes

253

Bobbie RichardsonJunior IT Support Technician

Feedback and questions

2 November 2017

BCS London

Next Convention

Networking and refreshments16:00 – 17:00 in Regent Suite

Unconscious Bias training Council Suite 16:00-17:00

Thank you for attending