Appendix A from Istanbul (Updated 1 October 2003

International Council of Management Consulting Institutes (ICMCI)
Towards a Common Global Framework for CMC®

To support a robust mechanism for the reciprocity of CMC standards between ICMCI member countries, the following agenda and principles are proposed for discussion and agreement by the ICMCI Professional Standards Committee.

1.0 Vision

“To have an international set of standards, relevant to the profession of management consultancy and its clients and, in particular,  the ‘CMC®’ (Certified Management Consultant) seen internationally as a mark of consistency and excellence in the practise and standards of management consulting.”

2.0 Goals

1. To improve the consistency with which a CMC designation is granted by members of the ICMCI and the process for maintaining that consistency
2. To support global reciprocity of the CMC designation, recognising national differences.
3. To drive the continuing development of the ICMCI CMC Standards Framework and underlying principles and standards.
4. To support the ICMCI process of quality assurance against this CMC Standards Framework of the national CMC standards of member institutes.

3.0 Objectives for the ICMCI Professional Standards Committee

1. To establish and have approved an agreed route forward with specific deliverables for presentation and agreement at Istanbul 2003.
2. To identify and assess existing best practice models, standards and tools which meet these standards by end of 2003.
3. To identify, develop supporting best practice standards and models by mid 2004.
4. To be in a position to enhance reciprocity based on the above steps by the end of 2004. 

4.0 Strategy

Phase 1: To table a draft ICMCI Standards Framework for discussion and overall agreement at the Istanbul Congress and finalisation by end of 2003.

Phase 2: To review / agree audit and assessment process for identification of existing best practice which meets the international CMC Standards Framework, evaluate existing tools and promote appropriately.

Phase 3: To identify gaps and prioritise development. For example Statement of Best Practice for CMC assessment tools, techniques and processes,  common body of knowledge as a framework that can be used or modified for adoption by members of ICMCI.

CMC: Statement of Principles and Guidelines

1. The ICMCI and its member institutes and associations exist to promote standards and ethics in management consultancy. 
2. A principal expression of these standards is the CMC® qualification.  This draws on a set of core standards for management consultants which define the role, are recognised internationally and can be applied globally facilitating reciprocity between member institutes and associations of ICMCI.  CMC encourages continuous professional development by striving for high standards, rather than ‘controlling’ or constraining’ individual consultants. It recognises the validity of national differences, and the continuing evolution of management consultancy practice.  
3. The role of the ICMCI Professional Standards Committee is one of guardian of the international CMC Standards Framework; and promulgator of best practice and standards. Rather than prescribing a definitive detailed model, at any one time the standard for CMC is captured as operating in the best audited models of member institutes, audited and mapped for equivalence. This list will  change over time as new leading practice emerges.  In this way, best practice can evolve without the need to develop a centralised ICMCI model i.e. the standard is set by a small number of equivalent audited models which are continuously evolving. 
    
4. The role of the quality assurance audit team is fundamental to the credibility and viability of an international CMC standard, and becomes one of constructive support and critical friend in developing national standards and identifying and sharing best practice. A member institute may either adopt an audited standard already developed by another country or propose their own which will require to be audited.  In either case the actual implementation of the standard will be subject to audit.  
5. All national CMC standards must include all the elements set out in the ICMCI CMC Standards Framework (attached).This framework sets out the core mandatory elements which describe a CMC and must be interpreted for relevance in each market. In exceptional cases, there may be a need for additional standards to cover specific national issues (for example legal or regulatory requirements.) In this case, one or more modules may be added by the member Institute. These modules will need to be assessed as met for CMCs transferring into the member country concerned.  
6. The national standards must be supported by a process with a suitable range of robust assessment tools and techniques. The role of the ICMCI Professional Standards Committee is to identify, endorse and promote best practice processes, techniques and tools which can be made readily accessible by member institutes. Reciprocity needs to be facilitated by a statement of best practice (to be developed).  
7. CMC is about increasing access to learning and continuing professional development. In this respect, the role of the ICMCI Professional Standards  Committee is also about ensuring exchange of best practice in respect of learning providers. This could range from sharing course syllabuses which meet the CMC standards, to working with global learning providers and academic organisations.  
8. In respect of all of the above, member Institutes should seek delivery via internet technologies as the preferred means to support global access and delivery.  
9. Development will build on existing accepted principles across ICMCI regarding reciprocity, quality assurance and audited and approved standards.

ICMCI CMC Core Competency Framework 

A Certified Management Consultant (CMC) is defined as a management consultant who meets the ‘core competences’ set out below.

The three components are:

1. values and behavioural skills
2. technical, consultancy and specialization skills
3. business acumen

 Glossary of terms