The Future of the Qualifications Landscape - CIMSPA
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The Future of the Qualifications Landscape - CIMSPA
- 1. The future of the qualifications landscape and how it affects our sector 29th April 2015 Tara Dillon, CEO, CIMSPA Jenny Patrickson, Commercial Director, Active IQ
- 2. The Qualifications Landscape • Apprenticeship reform & trailblazers • Vocational qualification reform • New DfE requirements • New funding requirements • Employer engagement • Ofqual and the QCF • Active leisure qualifications
- 3. Ofqual and the QCF • Closure of QCF unit bank • An end to common (shared) units • Transfer of qualification ownership • Drive for more valid, meaningful, holistic qualifications • Significant employer engagement • Clear line of sight to work
- 4. What’s happening? • Physical Activity Trailblazer (ukactive, CIMSPA, employers) • Professional Development Framework (CIMSPA) • Redevelopment of active leisure qualifications (AOs, CIMSPA, employers) What’s essential….. • Synergy, comparability and parameters
- 5. Developing a Future Fit Workforce
- 6. So what’s been going on? • SPELG ask – no real progress • Trailblazer has shown us the way • The QCF is changing – we need to get our ducks in a row • General concerns around standards of qualifications • We need to push ourselves • A genuine cross sector desire to get this right
- 7. Real concerns around a race to the bottom AOs and TPs cutting corners Confusion within the sector A single qualification framework?
- 9. So what’s the plan? A matrix A forum A timetable Ownership Leadership
- 10. 7 6 5 4 3 2 1 Operations Fitness Sport Sales Aquatics Health Spa Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards Employer Standards
- 12. What does the future hold? Physical inactivity costs England over £8bn per year (£8.2bn in direct and indirect costs) Over £1bn direct cost of physical inactivity to the NHS across the UK (£1.06bn) Inactive people spend 38% more days in hospital .They visit the doctor 5.5% more often Physical inactivity now fourth leading risk factor for global mortality.
- 13. £50bn by 2050 – estimated cost of obesity to the UK. 48% of men and 43% of women predicted to be overweight by 2030. Between 1961 and 2005 (one generation) physical activity declined by 20%. It is predicted to decline by a further 15% by 2030. If everyone in England were sufficiently active, nearly 37,000 deaths a year could be prevented. Only 6% of men and 4% of women in England are doing enough activity.
- 14. Physical inactivity is responsible for 17% of premature deaths in the UK. Also responsible for 10.5% of heart disease cases. Being inactive shortens the lifespan by 3-5 years. By 2020 the average Brit will be so sedentary that they will use only 25% more energy than if they spent the whole day sleeping. Inactive people are 59% more likely to develop osteoporosis than an active person.
- 15. It’s time • Time to come together as a sector and develop a strategy which gives us the credibility we deserve and ask for • We’ve been banging on about being a genuine solution to some of the NHS’s problems – time to say how • Time to invest in our workforce, work with our future workforce, attract and retain talent that fits the strategy • Time we had some proof that what we do really works • Time we had an Institute with real status to act on our behalf as a single voice for real change pulling on all agendas • Time to future fit our workforce and our sector.
Editor's Notes
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