CMI Regional Board Chairs’ Induction14-15 May 2013, Corby
Welcome
Agenda – Day 1 (14 May)
09.30 Welcome & Introduction – CMI Growth Strategy and KPIs
Ann Francke, Chief Executive
09.50 Impact in the first 60 days
Susie Andrade, CMI Board of Trustees & Chair, CMI Regional Board Advisory Committee
10.10 Regional Challenge 1:
Output = Achieving a single vision from 12 Regional perspectives
All
11.15 Refreshments
11.30 Feedback and agreement on Challenge 1
All
12.15 Introduction to the CMI Executive Leadership Team
Led by Narinder Uppal, CMI Director of Customer Engagement
Petra Wilton, CMI Director of Strategy & External Affairs
Steve Heappey, CMI Director of Service Delivery
Simon Newlyn, CMI Director of Finance & Corporate Services
Agenda – Day 1 (14 May- continued)
13.00 Lunch with Operational Leadership Team
14.00 Regional Challenge 2:
Transitional challenges
Output = Achieving Region Communications & Engagement Plan
All
15.00 CMI Governance
Valerie Hamill, Institute Secretary, CMI
15.30 Toolkits & Support for Regional Boards (incl. PR & Marketing)
Led by Ian Andrew, CMI Head of Member Engagement &
Phillip Davey, CMI Membership Networks Manager
16.30 Open Q&A Forum
Led by Ann Francke & Susie Andrade
17.00 Close and Networking
CMI Growth Strategy & KPIsAnn Francke, Chief Executive
Impact in the first 60 daysSusie Andrade, Chair, CMI Regional Board Advisory Committee
REGIONAL CHALLENGE #1Achieving a single vision from 12 Regional perspectives
Known challenges
Moving from existing Regional Forums to Boards
Moving from Branches to Networks – moving away from pure geographical groups to thematic/ sectoral
Regional Boards – Starting point
REGIONAL CHALLENGE #1Achieving a single vision from 12 Regional perspectives
Feedback and agreement
CMI Executive Leadership Team
Narinder UppalDirector of Customer Engagement
Introduction
Success Criteria: Income: Engagement, integration & support
The Team: Membership Engagement (Ian Andrew): Sales (Howard Klineberg): Marketing (John Milburn): Product Management (Ian Myson)
Membership Engagement
Led by Ian Andrew: A supporting model for the network through
» National networks team» Specialist networks team» Events team
Regional Boards and Membership Engagement working together: ‘Buddy System’ – ELT/OLT: Centralised and supportive systems and processes: 2-way communication to constantly improve
KPIs: Active networks, percentage of engaged/involved members,
number of new members, event income, lead generation
SalesField & Inside
Led by Howard Klineberg: Hunter/farmer model: New business (4) & account management (6) – Field: New business (1) & account management (2) - In: Regional coverage
Regional Boards and Sales working together: Feeding through opportunities and/or leads: Bringing together employers, LO’s, members through
engagement and involvement
KPIs: Income, No. of appointments, Lead to appointment,
Appointments to close, ARPA
Marketing
Led by John Milburn: Digital delivery model: Digital executives, web & social media & campaigns: Lead generation capability: Proposition development & messaging
Regional Boards and Marketing working together: Integrated communications and awareness: Campaign distribution
KPIs: No. of leads/enquiries from different channels, open rates, click
through rate, increasing social media engagement and commercialisation
Product Management
Led by Ian Myson: Partnership development and acquisition: Product management for the 4 product groups: Proposition development
Regional Boards and Product Management working together: Product awareness and training: Feeding back insights and market intelligence from the regions
KPIs: No. of partnerships and income, product alignment and
development against budget
Finally…
Strategy and External Affairs
Petra WiltonDirector of Strategy & External Affairs
Introduction
Success Criteria: Awareness: Engagement: Action
The Team: External Affairs (Patrick Woodman): Knowledge and Customer Insight (Piers Cain): Campus CMI Manager (Zoia Wright)
Building Awareness
Create clear propositions: brand review and testing of key propositions for target audiences – employers, learning organisations and professional bodies
Insights to drive behavioural change: use research and proof points to convince non-users
Consistency of messages: focus on core themes and simple messages: use toolkits and working as a team
KPIs: build spontaneous awareness from 7% to 9% and prompted awareness to from 28% to 32%
KPIs: Active networks, percentage of engaged/involved members, number of new members, event income, lead generation
Thought Leadership
A focused ‘thought leadership’ agenda with two key themes to drive positioning, events and lead generation:
Reinventing Management: challenging management models and perceptions to create new thinking on ‘Management 2.0’ for the digital, mobile age
Ethics – trust in the professions: practical routes to rebuild trust in business – how to change management culture and line manager behaviours?
Customer Insight and Knowledge
Start of a journey....: Data collection and analysis: External market intelligence: Getting closer to customers
Engaging expertise and knowledge: Growing CMI Faculty (1,800 members): Reviewing and judging articles and books: Co-creating content with members: Celebrating best practice
KPIs: content created (1,250), total downloads (260,000) and Faculty members (1,900)
Partnerships – an example in HE
“Delivering an engaged curriculum” – creating a “practical MBA”
: New partnership with the Association of Business Schools (ABS)
: Regional reviews led by CMI and business schools to:» embed Chartered Manager alongside MBA» help build engagement with local businesses» update curriculum design with practitioner input» develop teaching case studies
: Developing proposal for initial announcement by ABS on 21 May
: Project plan for end of July and roll-out from September
And back to the future…
Campus CMI
- a practical and inspiring initiative to give young people CMI qualifications and membership
- success will depend on local engagement and roll-out....
- www.managers.org.uk/campus-cmi
Service Delivery
Steve HeappeyDirector of Service Delivery
Introduction
Success Criteria: Retention and Growth: Enabling fundamentals: Supporting you
The Team: Accreditation – Penny Summerfield: Customer Services – Matt Roberts: Think Digital – Dan Symonds: Service Enablement (IT) – Phil Goff
Accreditationqualifications that customers want and ensuring quality compliance
Led by Penny Summerfield: maintaining and developing our qualification
portfolio: ensuring compliance with all regulatory
requirements: leading our quality assurance process
Regional Boards and Accreditation working together: seeking your input to developing our qualification portfolio and
improving our services
KPI’s: regulatory compliance, sanction and quality management,
student satisfaction (joint)
Customer Servicesputting the customer at the heart of the way we think and all that we do
Led by Matt Roberts: customer services in one place
» Members (CMI & IC)» Employers (CMIE)» Learning Organisations
: service standards: championing our customers - seeCMI: “golden record” driving best use of our Merlin system
Regional Boards and Customer Services working together: feeding through opportunities and/or leads: seeking your input to service development
KPIs: Net Promoter, Retention, ARPA
Customer Satisfaction and Insight
• continuous and actionable quantitative and qualitative feedback• brings together and uses feedback and data from every source
Net Promoter how likely are you to recommend us? • satisfaction with our products• satisfaction with our services• how we can improve them• how we can grow value• how we can retain customers• learning from every contact
measuring and understanding
Think Digitalmake money, save money and improve customer experience
Led by Dan Symonds: open new route to market: transactional capability: digital processes that add value to customer journey: Improve our knowledge and insight: exploit our content and products – digital shop and
e-learning
Regional Boards and Think Digital working together: providing a platform for engagement and knowledge sharing: seeking your input to developing our digital services
KPIs: revenue per visit, home page bounce, visitor conversion
Led by Phil Goff: managing our corporate technical infrastructure: facilitating Lean process thinking: leading technology development and exploitation: driving service enablement across the organisation
KPIs: delivering SEG and LeanCMI programmes and outcomes: maximising core system availability: preventing and quickly resolving technical problems
Service Enablement (IT)providing the fundamentals for growth and delivery
Lean
• is our approach to improving customer satisfaction, eliminating waste and improving efficiency by focusing on value added processes
• provides the roadmap, principles, and tools to build processes that help us compete and win in a rapidly changing and increasingly demanding world
• is how we will make it easier for customers to do business with us• will help us work smarter, challenge things that we don’t need/can’t
afford to do anymore, eliminate waste and get it right first time, manage value and standardise and automate wherever we can
• has >200 business processes split into 3 phases and 20 streams• has 20 trained LeanCMI champions across the business and growing• will become simply the way we do our business
improving our processes
Led by SEG – pan-business management group empowered and accountable
£0.5m investment programme approved by the Board 7 work-streams
: our technology fundamentals: telephony: Think Digital: core business CRM system Merlin: our content MLD portal Management Direct: our Accreditation system the Hub: our processes – LeanCMI
delivering transformation incrementally through 2013 and beyond
improving our technology
Regional financesSimon Newlyn, Director of Finance & Corporate Affairs
Regional Finances
The Basis of Regional Funding
….an annual operating plan is agreed each year for
every region/network, and then the required funding
is made available to enable its delivery.
Regional Finances - The Transition Plan
As at 30 September 2013: the current bank accounts operated by branches will be closed and the
remaining balances transferred to the regional current bank accounts: “deposit” accounts will not longer exist at the branch level
Regional accounts from 1 October: Each region will operate with a current bank account (Barclays): Additional funding will be available for drawdown based upon the
balance of the 2013/14 annual funding unspent at the end of the transition phase
: This should provide sufficient funding to deliver the remaining elements of the 2013/14 operating plans
Regional Finances – Looking Forward
The process for future funding: Each year an annual operating plan is prepared for every network
and/or region and is fully costed: A summarised regional operating plan is submitted to the Regional
Board for consideration: Any amendments to the plans are communicated back to the affected
network/region and a full year regional funding budget agreed: The agreed annual funding is made available for drawdown to each
region from 1 April every year, but there will be no facility to carry forward funding balances to the following year
The administrative options : The transition working party is currently considering whether the
financial administration of the regional funds should performed by either the Regional Treasurer or the CMI Finance Team in Corby
LUNCH Meet the Executive Leadership Team and Organisational Leadership Team
REGIONAL CHALLENGE #2Transitional challenges Achieving Communications/ Engage. plan
REGIONAL CHALLENGE #2 Transitional challenges Achieving Communications/ Engage. plan
Q1. Top 3 items for your first board meeting
Q2. Top 3 ways that the board will engage with existing chairs & volunteer
network
Q3. Top 3 ways on how the board will engage with new and non-active customers (including members)
Supplementary individual question
What is your passion? And where you would like to contribute more.
REGIONAL CHALLENGE #2 Transitional challenges Achieving Communications/ Engage. plan
Feedback and agreement
CMI GovernanceValerie Hamill, Institute Secretary
Overview
CMI as Chartered Body and registered charity Governance via Board of Trustees and its
Committees
Recent developments: Regional/Devolved Nation Boards Regional/Devolved Nation Advisory Committee IC Advisory Committee
Best practice principles
CMI Governance Overview
Chartered status in 2001, enabling creation of Chartered
Manager
Charitable status – focus on education and development, and
public benefit
Governed by Charter, Bye-laws and Regulations
IC as ‘organisation within CMI’ and dormant company
WiM as Specialist Network – soon to have Advisory Committee
Board and its Committees
Board of TrusteesBoard of Trustees
Nominations CommitteeNominations Committee
Remuneration CommitteeRemuneration Committee
Finance & Audit CommitteeFinance & Audit Committee
IC Advisory CommitteeIC Advisory Committee
Professional Standards Committee
Professional Standards Committee
Management and Leadership Development Committee
Management and Leadership Development Committee
Regulation Compliance Committee
Regulation Compliance Committee
External Affairs and Insight CommitteeExternal Affairs and Insight Committee
Board of CompanionsBoard of Companions
Regional / Devolved Nation Advisory Committee
Regional / Devolved Nation Advisory Committee
Soon to be created:WiM Advisory
Committee
Board and its Committees - principles
Governance arrangements - an enabler, not a barrier
Consistent processes for appointment and election – 6 year rule Role specifications Two-way reporting re Board of Trustees
Evaluation processes – effectiveness reviews Assessment of achievements against terms of reference
Conflict of interest policy Gifts and hospitality policy Level of meeting attendance Adherence to CMI and IC Codes of Conduct
Regional/Devolved Nation Advisory Committee
A means of sharing good practice
Evaluating and measuring strategic developments
Overseeing network development and member engagement outcomes
Direct link through to Board of Trustees
Links through to IC Advisory Committee and prospective WiM
Advisory Committee
Support structure
Member engagement Team / Executive Leadership Team /
Operational Leadership Team support for all Boards
Secretariat support for Chairs - as members of the Advisory
Committee to the Board of Trustees
Closed user website
Digest e-newsletter – communicating on developments across
the Board and its Committees
Refreshing governance as required
Support for Regional Boards
Membership Engagement team
Regional Support
Bernie Rigby Karen Horne Claire Coull
Venue bookings Management Reports/ Member figures Regional communications (e.g. Regional newsletters) Marketing collateral General support for Regional Boards
Regional Buddies
Region Buddy
Eastern Narinder Uppal
East Midlands Penny Summerfield
London & South East John Milburn
North East, Yorkshire & Humberside Valerie Hamill
Northern Ireland Patrick Woodman
North West Howard Klineberg
Scotland Ian Andrew
Southern Steve Heappey
South West Matt Roberts
Thames Valley Ian Myson
West Midlands Simon Newlyn
Wales Suzanne Matheson
Regional Buddy Support
Attend Regional Board meetings to support the Regional Board Chair
Provide Boards/Networks with updates on CMI activities
Attend key events in Regions/for Networks
Provide feedback from Boards/Networks to member engagement team
Actively engage in any Regional Networks as they develop
CMI Marketing teamJohn Milburn, Head of Marketing
Marketing Presentation
Tuesday 14th April
John Milburn, Head of Marketing
1. Move from traditional to digital model
2. Lead generation capability
3. Proposition development & messaging
4. Digital delivery model
Key activities
Marketing – Lead Generation Campaigns
Sales & Marketing – Lead Generation
Ensuring the campaigns have value for you
Keeping you informed of campaigns
Managing the CMI brand
Marketing collateral
Feedback
Here to support you
Building awareness through local mediaRegional Board Chairs’ Induction 14 May 2013 – Patrick Woodman, CMI Head of External Affairs
CMI’s PR
Key route to building awareness and understanding of CMI
2013-14: focus on improving understanding
Thought leadership themes – “reinventing management” and “ethics: trust in the profession”
Drive CMI products/services, data capture, lead generation
Achieved over 2,700 pieces of coverage in 2012-13
Key target for 2013-14 based on Gross Rating Points (reach x frequency): target 2,250
Where are we now?
231 215179 166
132 130 118 116 11083
61 52 44
0
100
200
300
North West
West Midlands South East Yorkshire
& HumberEast of
EnglandEast
MidlandsSouth West Scotland London Wales North East Ireland Channel
Islands
Strongly Favourable 53 52 31 37 33 38 22 15 23 19 13 2 8
Slightly Favourable 178 163 148 129 99 92 96 101 87 64 48 50 36
Slightly Unfavourable 0 0 0 0 0 0 0 0 0 0 0 0 0
Strongly Unfavourable 0 0 0 0 0 0 0 0 0 0 0 0 0
Total 231 215 179 166 132 130 118 116 110 83 61 52 44
Num
ber o
f arti
cles
Volume and favourability of CMI coverage by region
Opportunities for Regional Boards
Key PR opportunities include: Appointments: Events – especially with newsworthy topics/speakers: Local successes e.g. Chartered Managers
Regional spokespeople for national launches
…you tell us!
How the CMI PR team will work with you
Regional PR toolkit: What does the media want?: Building media relationships: Guidance on CMI positioning - how to write & talk about CMI: Template press releases, boilerplate text, key facts & figures: Briefings & updates through the year: Toolkit to be revised over summer
Contact details for local newsdesks and journalists in your region
Feedback loop – coverage in your region
PR webinar for Regional Board Members – 25 June, 12pm
Template release for announcement of your appointment
For instance…
Contacts
Any questions?: Feedback: Suggestions for webinar on 25 June
Patrick Woodman, Head of External Affairs, CMI
Email: [email protected]
Telephone: 020 7421 2704
From 28 May 2013: Dana Dzubas, PR Manager
Joshua Atkins, External Affairs Officer
Open Q&A Forum