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

1. CMI Regional Board Chairs’ Induction14-15 May 2013, Corby Welcome Title

2. 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

3. 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 PlanAll • 15.00 CMI GovernanceValerie 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

4. CMI Growth Strategy & KPIsAnn Francke, Chief Executive Title

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

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

8. Known challenges • Moving from existing Regional Forums to Boards • Moving from Branches to Networks – moving away from pure geographical groups to thematic/ sectoral

9. 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

10. REGIONAL CHALLENGE #1Achieving a single vision from 12 Regional perspectives Feedback and agreement

11. CMI Executive Leadership Team Title

12. 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)

13. 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

14. 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

15. 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

16. 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

17. Finally…

18. Strategy and External Affairs Title

19. 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)

20. 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

21. 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?

22. 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)

23. 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

24. 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

25. Service Delivery Title

26. 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

27. 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)

28. 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

29. 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?

30. 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

31. 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

32. 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

33. 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

34. Regional financesSimon Newlyn, Director of Finance & Corporate Affairs Title

35. 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.

36. 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

37. 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

38. LUNCH Meet the Executive Leadership Team and Organisational Leadership Team Title

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

40. 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.

41. REGIONAL CHALLENGE #2 Transitional challenges Achieving Communications/ Engage. plan Feedback and agreement

42. CMI GovernanceValerie Hamill, Institute Secretary Title

43. 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

44. 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

45. 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

46. 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

47. 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

48. 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

49. Support for Regional Boards Title

50. Membership Engagement team