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CILIP The Winds of Change
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CILIP The Winds of Change


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CILIP NE mini-Umbrella presentation, November 2011. By Isabel Hood incorporating material from Annie Maugher.

CILIP NE mini-Umbrella presentation, November 2011. By Isabel Hood incorporating material from Annie Maugher.

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  • 1. CILIP: The Winds of Change NE CILIP mini-Umbrella, November 2011
  • 2. Internal Context
    • Professional body
    • LIS domain
    • Royal Charter
    • Approx 17,000 members
    • Predominantly UK but also overseas
    • Cross-sector
    • Charity
    • Runs business too
    • Governed by Trustees
  • 3. External Context
    • Already lots of changes in the profession
    • Pressure on jobs and organisations
    • Global financial crisis and recession on top
    • Lot of political changes across the 4 Nations
    • Has resulted in intense pressure on the sector, organisations and jobs
    • But it’s not an even picture
    • There are variations
  • 4. Impact on CILIP?
    • CILIP much reduced income
    • Increase in membership decline
    • Cost saving mode
    • Needed a better overall strategy
    • Increased relevance and growth
    • And an evidence base that underpinned it
  • 5. Defining Our Professional Future
    • To understand the environment and the market .
    • To have enough evidence to influence its future shape.
    • To find out what members want and expect
    • Now and in the future.
    • Also what role current and potential members wanted for the professional body.
  • 6. DoPF Findings 1
    • CILIP lacks clarity in membership offer.
    • Core benefits are not specific enough.
    • Chartership is a main incentive to join CILIP but has problems.
    • Members want CILIP to become a visible campaigning body.
    • CILIP needed to embrace wider knowledge and information domain and its needs.
  • 7. DoPF Findings 2
    • Overall - People wanted to see CILIP better communicating its activities and a clearer presentation of the benefits of membership
    • And specifically –
    • Advocacy;
    • Thought leadership;
    • Networking and community;
    • CPD
  • 8. The Roadmap stage
    • Re-engineering CILIP so that
    • Relevant to its members
    • Sustainable financially
    • Advocacy becomes top priority
    • Delivers the DoPF outcomes we were asked for
    • Complete staff restructure to deliver DoPF
    • Shut businesses that were not sustainable
    • Review of qualifications products
    • Branch and Group Review
    • Sustainability strategy
    • CILIP’s long term sustainability is inextricably linked to relevance to members and to the sector.
    • Member services are therefore the core business.
    • . But supply of those services has to be sustainable financially.
    • And we have to prioritise.
  • 10. What are we trying to achieve overall?
    • Being member-focused.
    • Supporting the sector.
    • Being relevant and value for money.
    • Being sustainable.
    • Being outward looking and more responsive.
    • But, need to balance rate of change with maintaining stability
    • Need to look towards a strategy for growth.
  • 11. Strategic Plan 2012 - 14
    • Strategic Ambitions
    • 20 by 20
    • The Leading Voice
    • Setting the Agenda
    • A Powerful Network
    • Skills For The Future
    • Fit For The Future
  • 12. Does CILIP do enough?
    • Very strong emphasis and resources around advocacy now
    • Not all advocacy activity is ‘obvious’
    • It might be around an issue e.g. value of the skills of the profession, or it might be a sector
    • Run different campaigns
    • Issues and situations differ geographically and sectorally
    • Need to mix influence and challenge
    • Need to work with other bodies co-operatively
    • Shout at a someone publicly one day they don’t want to talk to you the next
    • Orgs are having to make very hard choices
  • 13. End of the day…
    • Bigger CILIP is the more clout it has.
    • More people involved the more it can do.
    • Covers a huge spectrum of activity and getting bigger.
    • It supports the wider profession, including you.
    • If things go pear-shaped it’s a support mechanism.
    • Skills, knowledge, quals, access to contacts, cross-sector.
    • The friends last.
    • CILIP has its problems.
    • But so does everywhere else.
    • Addressing them isn’t instant and the decisions are hard.
    • A lot of change.
    • But if we fragment that helps no one.
    • Changes can be good as well as bad.
  • 14. Want to influence this week? Then cast your vote if a member
    • CILIP Elections for next lot of Trustees
    • Ballot Papers need returned by 5pm 30 th November
    • Watch the eHustings
    • eHustings forum on CILIP website
    • Twitter hashtag @CILIP2012
  • 15. The eHustings
  • 16. Contact details
    • Isabel Hood
    • Leader of CILIP Council, 2011
    • [email_address]
    • T: @amusedmusings
    • With many thanks to Annie Maugher…
  • 17. Umbrella is always good, anywhere, any place, any version