Cmi regional board chairs induction 14 15 may 2013 corby
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CMI Regional Board Chairs’ Induction 14-15 May 2013, Corby. Welcome. Title. Agenda – Day 1 (14 May). 09.30 Welcome & Introduction – CMI Growth Strategy and KPIs Ann Francke, Chief Executive

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

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Cmi regional board chairs induction 14 15 may 2013 corby

CMI Regional Board Chairs’ Induction14-15 May 2013, Corby

Welcome

Title


Agenda day 1 14 may

Agenda – Day 1 (14 May)

  • 09.30Welcome & Introduction – CMI Growth Strategy and KPIsAnn Francke, Chief Executive

  • 09.50Impact in the first 60 days Susie Andrade, CMI Board of Trustees & Chair, CMI Regional Board Advisory Committee

  • 10.10Regional Challenge 1:Output = Achieving a single vision from 12 Regional perspectivesAll

  • 11.15Refreshments

  • 11.30Feedback and agreement on Challenge 1All

  • 12.15Introduction to the CMI Executive Leadership TeamLed by Narinder Uppal, CMI Director of Customer EngagementPetra Wilton, CMI Director of Strategy & External AffairsSteve Heappey, CMI Director of Service DeliverySimon Newlyn, CMI Director of Finance & Corporate Services


Agenda day 1 14 may continued

Agenda – Day 1 (14 May- continued)

  • 13.00Lunch with Operational Leadership Team

  • 14.00Regional Challenge 2:Transitional challenges Output = Achieving Region Communications & Engagement PlanAll

  • 15.00CMI GovernanceValerie Hamill, Institute Secretary, CMI

  • 15.30Toolkits & Support for Regional Boards (incl. PR & Marketing) Led by Ian Andrew, CMI Head of Member Engagement & Phillip Davey, CMI Membership Networks Manager

  • 16.30Open Q&A Forum Led by Ann Francke & Susie Andrade

  • 17.00Close and Networking


Cmi growth strategy kpis ann francke chief executive

CMI Growth Strategy & KPIsAnn Francke, Chief Executive

Title


Impact in the first 60 days susie andrade chair cmi regional board advisory committee

Impact in the first 60 daysSusie Andrade, Chair, CMI Regional Board Advisory Committee

Title


Regional challenge 1 achieving a single vision from 12 regional perspectives

REGIONAL CHALLENGE #1Achieving a single vision from 12 Regional perspectives

Title


Known challenges

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 Boards – Starting point

  • CMI Growth strategy – local interpretation

  • Key roles

    • IC

    • WiM

    • Treasurer

    • Secretary

    • Newsletter/PR

  • Key sector Champion

    • Health

    • Finance

    • Local government

    • Campus

  • Handover from Regional Forum/Branches

    • Receipt of knowledge

    • Receipts of assets

  • Networks rationale and approval 

  • Events strategy

  • Strategic links

    • Internal

      • Companions & Ambassadors

    • External

      • ABS

      • Other Prof Bods


Regional challenge 1 achieving a single vision from 12 regional perspectives1

REGIONAL CHALLENGE #1Achieving a single vision from 12 Regional perspectives

Feedback and agreement


Cmi executive leadership team

CMI Executive Leadership Team

Title


Narinder uppal director of customer engagement

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

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


Sales field inside

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

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

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

Finally…


Strategy and external affairs

Strategy and External Affairs

Title


Petra wilton director of strategy 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

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

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

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

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

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

Service Delivery

Title


Steve heappey director of 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


Accreditation qualifications that customers want and ensuring quality compliance

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 services putting the customer at the heart of the way we think and all that we do

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

Customer Satisfaction and Insight

  • continuous and actionable quantitative and qualitative feedback

  • brings together and uses feedback and data from every source

measuring and understanding

  • 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

Net Promoter how likely are you to recommend us?


Think digital make money save money and improve customer experience

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


Service enablement it providing the fundamentals for growth and delivery

Service Enablement (IT)providing the fundamentals for growth and delivery

  • 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


Improving our processes

improving our processes

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 technology

improving our technology

  • 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


Regional finances simon newlyn director of finance corporate affairs

Regional financesSimon Newlyn, Director of Finance & Corporate Affairs

Title


Regional finances

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

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

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

LUNCH Meet the Executive Leadership Team and Organisational Leadership Team

Title


Regional challenge 2 transitional challenges achieving communications engage plan

REGIONAL CHALLENGE #2Transitional challenges Achieving Communications/ Engage. plan

Title


Regional challenge 2 transitional challenges achieving communications engage plan1

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 plan2

REGIONAL CHALLENGE #2 Transitional challenges Achieving Communications/ Engage. plan

Feedback and agreement


Cmi governance valerie hamill institute secretary

CMI GovernanceValerie Hamill, Institute Secretary

Title


Overview

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

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

Finance & Audit Committee

Nominations Committee

Board of Companions

Remuneration Committee

Board of Trustees

IC Advisory Committee

Professional Standards Committee

Regional / Devolved Nation Advisory Committee

External Affairs and Insight Committee

Management and Leadership Development Committee

Regulation Compliance Committee

Board and its Committees

Soon to be created:

WiM Advisory Committee


Board and its committees principles

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

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

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

Support for Regional Boards

Title


Membership engagement team

Membership Engagement team


Regional support

Regional Support

Bernie RigbyKaren HorneClaire Coull

  • Venue bookings

  • Management Reports/ Member figures

  • Regional communications (e.g. Regional newsletters)

  • Marketing collateral

  • General support for Regional Boards


Regional buddies

Regional Buddies


Regional buddy support

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 team john milburn head of marketing

CMI Marketing teamJohn Milburn, Head of Marketing

Title


Marketing presentation tuesday 14 th april john milburn head of marketing

Marketing PresentationTuesday 14th AprilJohn Milburn, Head of Marketing


Key activities

Key activities

  • Move from traditional to digital model

  • Lead generation capability

  • Proposition development & messaging

  • Digital delivery model


Marketing lead generation campaigns

Marketing – Lead Generation Campaigns


Sales marketing lead generation

Sales & Marketing – Lead Generation


Here to support you

Here to support you

  • Ensuring the campaigns have value for you

  • Keeping you informed of campaigns

  • Managing the CMI brand

  • Marketing collateral

  • Feedback


Cmi regional board chairs induction 14 15 may 2013 corby

Building awareness through local mediaRegional Board Chairs’ Induction 14 May 2013 – Patrick Woodman, CMI Head of External Affairs

Title


Cmi s pr

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

Where are we now?

Volume and favourability of CMI coverage by region


Opportunities for regional boards

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

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

For instance…


Contacts

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


Cmi regional board chairs induction 14 15 may 2013 corby

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