CMI Regional Board Chairs’ Induction 14-15 May 2013, Corby

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

[email protected]

Joshua Atkins, External Affairs Officer

Open Q&A Forum