CQI Defence Special Interest Group (DSIG)

3 Year Strategy(2019-2021)

“Promoting quality as a career pathway of choice in the Defence Sector”

Our Part in supporting CQI Strategy

Establish a Defence Sector presence and framework that:

• Promotes Quality as a career pathway of choice in the Defence Sector.

• Provides Defence sector representation to the CQI.

• Provides Defence context on CQI strategy.

• Provides a challenge into the CQI for proposed changes to its service offering that may impact the Defence sector.

• Integrates with other strategic partners/ groups to align approach and reduce duplication.

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“Supporting People & the Profession”

DSIG & CQI-Principles of engagement

• DSIG Steering Committee to include CQI as an Attending Member.

• CQI to provide update on performance against its goals at each DSIG Steering Committee meeting.

• DSIG strategy and supporting forward programme to be shared with and endorsed by CQI.

• DSIG to be consulted/ provide Defence Sector context into all relevant CQI initiatives.

• CQI to provide support to DSIG web/ social media streams.

• CQI to endorse, support and provide representation at DSIG events.

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Defence Special Interest Group Steering Committee

Terms of Reference

OPERATING PRINCIPLES FROM 2018:

1. A Defence Industries Special Interest Group Steering Committee shall all be members of the Chartered Quality

Institute (CQI) and shall be constituted in line with the following:

a. Chair - 3 years with an annual review

b. Secretary and Deputy Secretary - 3 years with an annual review

2. A maximum of 12 and a minimum of 5 committee members from Defence Industries, who can influence and

promote change within their respective businesses, will be required in order that the committee can be

effective.

3. Steering committee members from the same Business Unit / Line of Business shall be considered and agreed as

defined for any new Steering Committee member.

4. New members will make the request to the Chair and will be accepted / rejected by the Steering Committee by

majority vote with the Chair holding the casting vote if a consensus cannot be reached.

5. A representative from the CQI Next Generation Network shall be invited as an attending member of the Defence

Industry Group Steering Committee.

6. The Steering Committee will maintain continued alignment with, and influence the CQI, where appropriate, to

ensure a common, coherent approach to the development of functional competence across the Defence

Industry.

7. Steering Committee shall conduct its business in line with the DSIG endorsed, published principles of

engagement with the CQI; aligned to CQI Terms of Reference for SIG governance.

THE STEERING COMMITTEE SHALL:

8. Meet a minimum of 6 times per year; minimum of 4 Steering Committee members in attendance in order to be

quorate. The Secretary or Deputy Secretary are required to be in attendance.

9. Maintain a coherent communications framework [aligned with the CQI] across the membership base.

10. Resolve conflict by Steering Committee vote; Chair holds the casting vote if a consensus cannot be reached.

11. Aim to hold periodic events, in line with the endorsed DSIG plan, subject to take up from the member base.

12. Maintain interfaces with key sector forums, such as the Defence Industry Quality Forum (DIQF).

Delivering our strategy

A governance framework that delivers the key aims of the Defence Special Interest Group (DSIG), aligns with the CQI strategy and supports the defence sector.

A costed and resourced plan that adopts industry best practice, leverages key relationships and establishes Quality as a career pathway of choice in Defence.

DevelopThe functional competence of quality professionals within Defence.

Engagement with the DSIG member base, ensuring their voice is heard.

ImproveThe value proposition of the quality professional in the Defence Sector.

The DSIG as the authoritative voice on quality competence across the defence sector.

Sustain

Our Mission-To promote quality as a career pathway of choice in the Defence Sector.

Our Vision-Enhanced utilisation of the quality function across the Defence Sector through the achievement of standardised levels of training & competence.

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2019

2020

2021

• Agreed high level principles and governance between CQI and DSIG

Developing • Endorsed 3 year plan released to DSIG for review

• Align CQI strategy with a coherent approach that supports Quality in defence

Route Map-Defence Special Interest Group Strategy

Improving• Deliver [with CQI] an

enhanced governance framework for SIGS

• Develop/ enhance [with CQI] DSIG web and social media presence

• Develop/ deliver a Defence Body of Knowledge that sets out a coherent framework for Quality across the Defence Sector.

Sustaining

Improving Quality in Defence

• Improve the DSIG value proposition, leveraging relationships with key

strategic partners/ groups

• DSIG Event

• Fully resourced 3 year plan linked to CQI goals.

• Develop DSIG as defence centre of functional excellence

• Develop Defence Sector Code of Practice

• Cross sector SIG collaboration on key CQI initiatives

• Adoption & implementation of career pathway

• Review of DSIG performance against CQI strategy

• Define, with the CQI, a framework for standardising quality career pathway, aligned to CQI member grades; includes early/ new careers

• Develop and improve the DSIG member base.

• Define/ develop Defence Quality 4.0

2019 Objectives

• Develop DSIG 3 year strategy-Jun; endorsed by CQI.

• Agreed high level principles and governance between CQI and DSIG.

• Deliver [with CQI] an enhanced governance framework for SIGS.Improved

Governance

• Define, with the CQI, a framework for standardising quality career pathway, aligned to CQI member grades; includes early/ new careers.

• Develop/ deliver a Defence Body of Knowledge that sets out a coherent framework for Quality across the Defence Sector.

Developing

Competence

• Produce DSIG endorsed comms plans that informs DSIG engagement with its stakeholder groups.

• Develop and improve the DSIG member base.

• Improve the DSIG value proposition, leveraging relationships with key strategic partners/ groups.

• Enhance [with CQI] DSIG web/ social media presence.

Enhanced

Communications

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The 2019 objectives are key enablers for delivery of the DSIG three year programme.

Outcomes

Resets and redefines the relationship with the CQI, setting the groundwork for cross sector collaboration with other Special Interest Groups (SIG’s)

Underpinning work to develop a coherent career pathway that supports delivery of enhanced utilisation of functional resource.

Reconnects the CQI with the Defence Community and provides a voice for the sector in influencing and shaping future strategy.