CILIP The Winds of Change


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

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CILIP The Winds of Change

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