Candidate Brief. Brief for the position of Managing Director, Chartered Institute of Building September

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1 Candidate Brief Brief for the position of September

2 Candidate Brief, September Summary The Chartered Institute of Building (CIOB) is at the heart of a management career in construction. CIOB is the world's largest and most influential professional body for construction management and leadership, with a Royal Charter to promote the science and practice of building and construction for the benefit of society. CIOB has almost 50,000 members (of which c. 20,000 chartered) in more than 100 countries. Its members work worldwide in the development, conservation and improvement of the built environment. CIOB accredits university degrees, educational courses and training. Its professional and vocational qualifications are a mark of the highest levels of competence and professionalism, providing assurance to clients and other professionals procuring built assets. Anyone with a management role, or who is studying for a role, can join, whether they re a project manager, the HR professional who employed them, the lawyer who drew up the works contract, or the client who signed it. Its members form the largest professional network of its kind spanning the globe. There are many routes to becoming chartered with CIOB. Whether a graduate, or those with technical or vocational qualifications or simply years of experience, there is a pathway for most in the construction sector towards chartership. CIOB s mission is simple: to help members gain an internationally recognised accreditation that will enhance their careers, boost the professionalism of organisations in the construction sector and thus raise standards of construction management around the world. Qualifications CIOB provide pathways to a professional career in the built environment though its qualifications, programmes and accrediting courses that meet CIOB standards. The CIOB accredits higher education, vocational and school-level courses covering the whole range of built environment roles, from design and construction to facilities management and demolition. CIOB accredits courses in both the UK and overseas and is a seal of approval for a teaching institute, signifying that it reaches the highest standards of governance, quality assurance and resource management. Continuing Professional Development (CPD) Like most professional bodies, CIOB believe it s essential for members to keep up to date with the latest developments and knowledge in their field CPD. CIOB expect members to keep a record on their membership profile of their CPD activities, which CIOB monitor, as a condition of membership. The CIOB routinely asks a selection of its members to produce their recent CPD record. To meet the growing learning needs of busy, knowledgeable construction professionals CIOB launched a brand new CPD portal for CIOB members

3 Candidate Brief, September Policy & Public Affairs CIOB s aim is to advance construction management education and to give access to that knowledge so that it can be shared and added to. The quality of the built environment affects every member of society. As a professional body that represents the leaders and managers of a construction project, CIOB seek to influence government, industry and other stakeholders around the world with the aim of promoting the construction management discipline and addressing the challenges that the sector faces. CIOB s membership is without doubt the broadest of any professional body concerned with the built environment. This expertise helps to form and evolve policy from a unique perspective on a whole range of issues, from the socio-economic benefits of investment in the built environment, the ethical conduct expected of construction managers, the health and safety of the workforce, and the environmental health of the planet. As a chartered professional body CIOB ultimately acts in the public interest not the industry s and provides a trusted, impartial voice. It does not shy away from difficult issues; over the past few years CIOB have highlighted corruption within construction, acted to eradicate modern slavery both in the UK and abroad, and promoted the importance of construction s flexible, migrant workforce to the continued prosperity of the global economy. Training The CIOB has put together quality training from reputable providers alongside essential learning from the CIOB, which together will provide members with the means to move ahead with their careers and provide an even better service to clients. Many of the courses have been developed especially for CIOB members and are offered at subsidised rates. They include topic areas such as Building Energy Performance & Sustainability, Project Management, Commercial Skills and Building Information Modelling (BIM). Events CIOB put on more than 500 events each year, often run by its branches and centres. There is a wide variety of events to choose from including pure networking activity through to CPD sessions, conferences, seminars, awards and even exhibitions. CIOB Academy In recent years the CIOB has introduced an array of new initiatives which have provided a sound quality assurance framework for its education and standards. These initiatives position CIOB to deliver its own training and to act as a catalyst for professional development across the industry regardless of whether participants are in membership or not. Further Education and Higher Education providers are moving away from delivering industry relevant courses as they have become more constrained by the pressures of league tables, grant funding reductions and income generation. To meet this need, CIOB has been developing the CIOB Academy, which aims to be the centre of excellence for professional education in construction

4 Candidate Brief, September and the built environment and the industry s provider of choice. The Academy will be virtual and learning can be tailored to make it as appropriate for participants as possible. It will utilise a mixture of face to face and online learning blended to enable the optimum use of available resources. Chartered Construction Manager CIOB corporate Members and Fellows have been proudly adding Chartered Builder to their business cards since the Institute gained its Royal Charter in But these days, only a small proportion of people in this complex sector actually build. CIOB members could be working with BIM or setting strategies for carbon reduction. They could be on site, but equally be sitting at head office, supervising teams and setting corporate strategy. If the designation Chartered Builder is not relevant to a member s day job, The Privy Council has granted the CIOB power to award the descriptor Chartered Construction Manager. This is the culmination of years of research and development by the Institute and the result of effective demonstration by CIOB members who have shown that construction management is truly a substantive and established profession. This descriptor signals the influence that professional construction managers have within, and beyond, the built environment. Structure & Organisation CIOB is in strong financial health with stable revenues and a strong base. CIOB has an annual income of c. 10m, nearly 80% of which is received from membership subscriptions. CIOB has a strong balance sheet, with net assets of over 10m. CIOB is governed by a Board of Trustees, which meets four times a year and is informed by various governance committees. The Trustees and those of the Institute s Boards and Committees, give their time voluntarily and make a substantial contribution to the affairs of the Institute. The Council is led by a President. The main Governance Committees are Nominations, Audit and Risk, Resources and Remuneration. These Committees are formed of Trustees, with co-opted members to the Committees as required. In addition, CIOB has a Members Forum which is used as a consultative body to the Board of Trustees. The Forum is chaired by the President of the Institute. Over the course of the year, CIOB directly employed an average of 121 staff, which breaks down by region as 105 in the UK and Ireland, 1 in Africa, 13 in Asia-Pacific and 2 in the Middle East. CIOB is run day-to-day by a Chief Executive and is supported by a part-time Deputy CEO, Commercial Director, Finance Director, Director of Corporate Services and Director of Operations.

5 Candidate Brief, September OneCIOB For over 180 years, CIOB has been supporting members in their construction careers. And like any successful profession, CIOB must keep evolving to meet members changing needs. Over the last 2 years, CIOB has undertaken a major consultation with members on how it can support them better at a local level and what kinds of changes they d like to see. The outputs of this consultation are a major change programme entitled OneCIOB. The purpose of the One CIOB project is to deliver consistently high quality events and CPD for all our members, wherever they are, and whatever their career stage. In the coming year, CIOB will be introducing new services and support for members, will be making events more accessible, improving its CPD programme and online portal, upgrading management systems, as well as improving member communications and external engagement. Uppermost in this is the roll-out of a new Local Hub structure to help meet members local needs. A Local Hub is an administrative point, which will deliver events and services within a geographic area. It will have dedicated staff, budget and a committee of six elected Chartered members. Hubs can plan and deliver events, CPD, support and advice to members, as well as engaging key employers, local government and the education sector. The new structure will help CIOB become better connected with key employers, academia and government at a local and regional level. International Hubs will be rolled out from Organisational Context CIOB is about to complete the first year of its corporate plan, of which the delivery of OneCIOB is a major component. The CIOB has made huge progress during the previous five-year period. Since 2010 mainly due to the recession, the absolute number of members has barely changed. What has changed has been the make-up of the membership. More chartered members, less student members, more paying members paying a higher level of subscription as much through being of a higher grade than by price increases. So in a period of recession when the industry was under pressure the Institute did relatively well. In this lies the inherent paradox. The Institute does well in recession and not so well in times of boom. Growth in these times has been as much down to the opening of new markets such as China. The pressures in time of recession and where there is overcapacity in the market means that members are keener to a) keep their membership and b) upgrade. When skills are in short supply employers are less discriminating and so there is less pressure to at the very least upgrade. In the last five years CIOB has been through a major grade review process, has reviewed its professional review process, has achieved Chartered Construction Manager designation, has moved premises, and opened an additional office in London. Through the sale of its previous premises, CIOB has been able to ring-fence funds for future investment and give certainty in operating costs. CIOB is financially sound.

6 Candidate Brief, September The plan sets down the major projected developments over the next five years, including: Improving the profile of CIOB's qualifications amongst employers and stakeholders Providing better access to high quality continuing professional development (CPD) delivered through a variety of media to suit the way people live and work Ensuring that the Institute, through the actions of its members, their standards and their quality of work, is increasingly held in the highest regard Creating an unrivalled reputation for respecting those who work in the industry, with the strongest commitment to their welfare and development Continuing to grow membership of the Institute, to place it at the forefront of construction management globally. CIOB plans to achieve this by: Developing the CIOB Academy to provide excellent training and information Refining CPD policy to ensure sufficiency of CPD activity Forming a central assessment function at HQ Revitalising research capacity to deliver content for the knowledge hub, publications and CPD Providing a clearer definition of Construction Management Developing relevant products for Industry client organisations including conferences, training and a model PQQ Exploring the opportunities for strategic alliances both in the learning and research areas and in the area of public affairs International growth Of c. 20,000 chartered members, CIOB currently has more than 4,000 chartered members overseas. The CIOB aims to grow chartered membership and be recognised for providing relevant, value-added and consistent services to its members wherever their career within the construction industry takes them in the world. Therefore, the CIOB is underway on a new global chartered membership growth strategy, aiming to support the main principles of the Institute s overarching Corporate Plan. The global construction market is forecast to grow by 85% by When looking at the construction industry India, China and US are seen as promising markets; it is predicted they will account for 57% of all global growth in the construction and engineering market by Growth of CIOB membership has been predominantly organic to this day and as the CIOB has made significant changes to its infrastructure over the past couple of years, it is well positioned to advance its growth globally. The CIOB has had a successful emergent strategy to this date and a more structured approach is now possible, building on past experience. This strategy sees the UK at the forefront presenting home-market strength and dominance to enable growth overseas. The proposal is to stretch growth targets to focus the CIOB on delivering Chartered membership growth of 27% by 2020.

7 Candidate Brief, September The appointment of a Managing Director It is clear that as CIOB goes through the implementation of the current corporate plan and the delivery of OneCIOB, a major objective is to build resilience and bandwidth in its management structure and ensure that it is future proof. The strength of the structure is not just about people. It requires appropriate support systems and processes. These range from operational business process, to the remuneration and benefit system, to flexible working policy and implementation, to training and development and internal communications. With so much organisational change over the last five years, almost all of it positive, the organisation needs now to reflect on how it can increase its organisational capacity and resilience to further grow and develop from this position of strength. At the same time, there is no doubt that the Institute has grown both in terms of members, but also in influence and its perception in the wider stakeholder community. CIOB has taken on a more direct external role and shaken off the cloak of invisibility. Over the course of the last ten years the CEO role has been that of change manager. This is now changing and increasingly focused on external relations in the UK and internationally. As a consequence of increased demands on the CEO to play an international external role, and also with increased management challenge as described, it is proposed to create the role of Managing Director, the post-holder being responsible for the day to day running of the Institute. It is anticipated that the management structure will change with the arrival of a Managing Director. The Managing Director will report to the Chief Executive, and line manage the Institute s Directors (excepting Finance and Special Projects). The Managing Director will enable the Chief Executive to spend more time focusing on developing the Institute s external reputation, at a time when there is a significant structural change programme internally. Both need equal focus concurrently, and thus this restructure. The Director team is strong, but developing. A Managing Director will bring substantial organisational experience, perhaps from a range of different operating environments. S/he will act as wise counsel, line manager and performance coach to the Directors. CIOB is in a fundamentally strong position. In order to maximise its opportunities, both in the UK and internationally, it will require a high performing and cohesive senior team, supported by strong internal system and process. The new Managing Director will work closely with the Chief Executive to develop this.

8 Candidate Brief, September Job Description The job exists to provide leadership and management of the day to operations of the Institute team and to contribute to the development of the CIOB business strategy and the delivery of the agreed performance targets. The role reports to the Chief Executive and sits at board level. Reporting into the role are Commercial Services, Education, IT, HR, and Operations. The Finance Director will have a reporting line to the Chief Executive but will be line managed by the Managing Director. Scope of the Role Planning and measurement Develop a coherent set of strategies and operational plans to deliver the 5 year Corporate Plan Oversee the infrastructure supporting both the membership and commercial functions to ensure maximum effectiveness in meeting customer and member expectations Strategy Achieve continuous growth in membership with particular emphasis on the demographic issues facing the Institute. Specifically, to further develop and implement strategies for: The creation and ongoing management of effective business partnerships whether by initiating new commercial services or engaging in joint ventures Ensuring that the One CIOB is fully implemented and that all parts of the organisation are fully integrated into the service model The qualification structure continues to meet the needs of the industry and learners The business infrastructure develops to meet business needs. Management Support the Chief Executive and management board by effective leadership of a multi-disciplinary team to ensure the achievement of organisational, team and individual KPIs. Develop staff structures that are appropriate and ensure the effective operation of manpower. Ensure that objectives are achieved in line with CIOB policies and procedures.

9 Candidate Brief, September Duties & Responsibilities Planning and measurement 30% Develop a coherent set of strategies and plans (together with SMART KPIs) to ensure that business services address the needs of members and the wider construction industry in line with the corporate plan as revised from time to time. Oversee the infrastructure supporting both the membership and business development functions to ensure the achievement of goals. Maximise membership subscription revenue and other fees and income Strategy 10% Review the Global Growth Strategy and adjust as necessary to address demographic and other challenges. Specifically to further develop and implement strategies for: The creation and ongoing management of effective business partnerships The development of One CIOB in such a way as to maximise the value to the CIOB and the members. Regularly review CIOB infrastructure needs and make sure they represent the best for the institute Develop and implement strategies to increase business partnerships and income from new sources and products. Management 50% Run an effective operation to enable achievement of the CIOB s business goals. Ensure that staff structures are developed appropriately to ensure the effective business performance and growth. Promote the CIOB s policies and procedures to ensure fair and consistent treatment for all. Communicate regularly to ensure that all staff are aware of the business plan, any revisions to objectives and that financial information is made available. Training and development 10% Ensure that staff are trained and developed for the effective performance of their roles. Regularly appraise staff and give feedback about performance, dealing with difficult issues as they arise.

10 Candidate Brief, September Person Specification Qualifications Degree or equivalent Membership of a Professional Institution preferred (not necessarily in the construction industry) Skills & experience Demonstrable success achieved in a managerial role involving management of multi-disciplinary teams. Significant experience, gained in commercial environments, of achieving demanding financial goals and/or business growth. Extensive marketing background in a business to business environment Requisite IT skills developed from using IT to support business change Board level exposure and the ability to influence at this level Working in a customer focused environment and continually improving service levels Demonstrable success in the development and operation of business partnerships Working with and for volunteers at all levels Substantial knowledge of the professional body environment A high degree of self-motivation is needed, together with excellent communication, negotiation and team skills

11 Candidate Brief, September Timetable Date 10th October End October / Early November End November Schedule Closing date Odgers Berndtson interviews Final panel interviews How to Apply Application is by CV and a cover letter. To apply online (preferred), please visit and click on the apply button at the bottom of the page, following the instructions that appear. If you are unable to apply online, please your application to 59342@odgersberndtson.com. If you are unable to use , please post your application to: Cassie Howe, Odgers Berndtson 20 Cannon Street London EC4M 6XD Please quote reference: Further information If you would like to have an informal conversation before submitting your application, please contact the Odgers Berndtson team: Alex Hamilton Baily: Closing date for all applications is 10 th October 2016.