1 M U N I C I P A L I N S U R A N C E A S S O C I A T I O N O F B R I T I S H C O L U M B I A P . 1

MIABC Video

Was created for our 30-Year Anniversary Celebration

2 M U N I C I P A L I N S U R A N C E A S S O C I A T I O N O F B R I T I S H C O L U M B I A P . 2

What we have in common •  Formed during the liability insurance crises in the early to mid-1980’s •  Many of the people who know why we were formed are no longer

around •  A new generation of people don’t know or care about the history - they

see insurance as a commodity •  And that commodity is easily available, the market is soft, competition

is intense and it is all about the cost •  How do you change the narrative?

3 M U N I C I P A L I N S U R A N C E A S S O C I A T I O N O F B R I T I S H C O L U M B I A P . 3

Storytelling Project •  The right message •  Bill Baker (BB&Co.)– Strategic Storytelling •  StoryFinding process to uncover our story •  StoryTelling helps us to express our story •  StoryKeeping helps us embed our story into our operations,

communications and culture of the organization

4 M U N I C I P A L I N S U R A N C E A S S O C I A T I O N O F B R I T I S H C O L U M B I A P . 4

Storytelling Process •  Project started in mid-2014 •  Interview management, staff, board members, members and service

providers •  Workshops to flesh out the story •  Teach everyone how to tell our story •  Storytelling tools – new graphic identity •  Illustrated Storyline – printed piece

5 M U N I C I P A L I N S U R A N C E A S S O C I A T I O N O F B R I T I S H C O L U M B I A P . 5

Storytelling Purpose •  Determine our true message •  Distinguish ourselves from the competition •  Explain the “Why” •  Consistency •  Teach people how to tell a story – the emotional connection •  Engage the membership on multiple levels •  Get the story out at every opportunity

6 M U N I C I P A L I N S U R A N C E A S S O C I A T I O N O F B R I T I S H C O L U M B I A P . 6

Storytelling => Rebranding •  Once we completed the

Storytelling project and uncovered our new story, they had to be reflected in our branding

•  New logo to reflect the new message

7 M U N I C I P A L I N S U R A N C E A S S O C I A T I O N O F B R I T I S H C O L U M B I A P . 7

Our Message

8 M U N I C I P A L I N S U R A N C E A S S O C I A T I O N O F B R I T I S H C O L U M B I A P . 8

9 M U N I C I P A L I N S U R A N C E A S S O C I A T I O N O F B R I T I S H C O L U M B I A P . 9

10 M U N I C I P A L I N S U R A N C E A S S O C I A T I O N O F B R I T I S H C O L U M B I A P . 10

Mission

•  Stability •  Experience •  Support

11 M U N I C I P A L I N S U R A N C E A S S O C I A T I O N O F B R I T I S H C O L U M B I A P . 11

Vision

•  Thriving communities •  Enrichen the lives of British Columbians

12 M U N I C I P A L I N S U R A N C E A S S O C I A T I O N O F B R I T I S H C O L U M B I A P . 12

Principles •  Membership has its benefits and

responsibilities •  Serve every member equally and uniquely •  Principles precede profit •  From Partnership comes power

13 M U N I C I P A L I N S U R A N C E A S S O C I A T I O N O F B R I T I S H C O L U M B I A P . 13

It is not over!

•  Website to reflect our message •  Library of stories •  The “Why” is always changing •  Member engagement •  Stay ahead of the competition

14 M U N I C I P A L I N S U R A N C E A S S O C I A T I O N O F B R I T I S H C O L U M B I A P . 14

Henry Ford - Industrialist

“Coming together is a beginning; keeping together is progress; working

together is success.”

15

The Threat is Real

https://www.travelers.com/business-insurance/public-entities#42129209-d954-41cb-a3d7-bc760e98cf97

16

Competitive Triggers •  Rising cost of health care along with the benefit structure has become a

recurring issue across our municipalities •  Soft P&C market gives opportunity to commercial carriers which are always

looking for new revenue opportunities •  Evolving and changing the business discussion; retirement of baby boomers

and entrance of younger staff or staff from the private sector that have little to no experience with pools.

17

A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty.

-Winston Churchill Opportunities multiply as they are seized.

-Sun Tzu

Turn Threats into Opportunities

18

Strategic Plan involving staff and Board –  Expanding Effectiveness and Value of Membership Services –  Enhance the effectiveness of League communications –  Bolster the role of field staff so all members know the League is

available to meet their risk management needs and health insurance challenges, and provide myriad other League services

–  Maintain League financial health by expanding utilization of existing services and developing an array of new services available to members

–  Develop new and enhanced products for the League’s Risk Pool http://www.nclm.org/about/Pages/Vision2030.aspx

NCLM Response: Vision 2030

19

NCLM Response: Relationship Selling 1.  Realigned field staff and set new sales and marketing approach that align with our members. Our

solutions, offerings and behavior will fit our municipalities requirements. 2.  Focused and strategic contact. Strategy is as much about denial as it is about execution. 3.  Engage all staff in the relationship. Every person adds value and everyone can tell our story.

Identify the right people, solutions and resources (internally and externally) to meet the needs of our members.

4.  Tell the story of the pool and then go beyond. Legislative Advocacy, technical assistance, communications and marketing assistance, safety grants and wellness grants as well as all of our risk management tools and preferred partners that add valuable discounted services (as well as non-dues revenue for us). #wearehere.

20

21

HISTORY AND MARKET CONDITIONS •  “We were founded 40 years ago to serve our Cities”

–  Staff & Elected Official turnover a key factor –  Viewed as a commodity –  Static story in a dynamic market

•  Market Conditions:

–  Soft market conditions means that pricing has reduced but also means coverages have expanded – national carriers can match coverages.

–  Soft market conditions have also led many carriers to reduce underwriting questions and reduce loss control requirements.

»  Have we become harder to do business with than our competition?

22

SERVICES CAN HELP DIFFERENTIATE OUR PRODUCT –  Risk Control:

•  Specialized to municipal exposures vs corporate staff that lack many areas of expertise needed in our cities

•  Level of staffing – detail your service level

•  Do you utilize a service calendar? •  Is it customized for each member instead of a standard

boiler plate document? •  Are you getting credit for this service level?

•  Customized services for cities

•  Law Enforcement Advisory Committees and Training •  Online Training Programs for cities •  Safety Grant Programs •  Water, Wastewater, Playground Inspections, Public

Officials Liability issues, Employment Practices Liability issues, etc.

•  Disaster Recovery Services

•  Cities have unique exposures and we have the specialized staff to reduce your total cost of risk – what is your approach?

23

CLAIMS SERVICE •  Differentiate the level of service between your Pool and a typical Commercial Carrier

–  Staffing levels

–  We know you by name

–  We start at “Yes”

–  Long term relationship approach vs an Annual Purchase

»  Who can you call when you disagree with the claim decision?

24

TELLING YOUR STORY •  Find your story •  Identify your audience(s) – Elected officials, Managers, Staff •  Develop a connection – Testimonials •  Be flexible – Kinetic process that will constantly change

•  FMIT 40th Anniversary Video: https://youtu.be/66y4RCVt27c

25

WE ARE YOUR LEAGUE •  Disclaimer – All Pool & League relationships may be different but we are all sponsored by our

State League

–  City Rights are under attack nationally, ranging from labor protections to taxing authority

•  See www.nlc.org/preemption - “City Rights in an Era of Preemption”

»  42 States limit local fiscal authority through tax and expenditure limitations

»  Multiple States with Heart and Lung Workers Compensation Presumption Laws

»  Multiple States with Cancer Presumption Laws

•  The State League & NLC are the only consistent entities fighting for our cities

•  Don’t be a vendor – Be The League

26

COMMUNICATING THROUGH THE LEAGUE

–  Consistency in design, logos and message –  British Columbia – Stability, Experience, Support –  Florida – Resource, Advocate, Partner

• ALL League personnel should know the basic message –  Know a brief elevator speech

»  Why the League matters »  Why the Pool matters »  Key Personnel for referrals and answers

–  Social Media – Be consistent

–  Keep updating – Stay ahead of the competition

27

Questions?