Slide 1 |

David Irvine CII Area Marketing Manager

Local Institute Toolkit

Overview

• Project Outline

• Phase 1 – Branding Guidelines & Stationery Templates

• Phase 2 – Marketing Collateral Templates

• Phase 3 – Web Portal and Extranet

• Initial Results

• Next Steps

• Questions

Why introduce a local institute brand?

– Consistency and Clarity

– Recognition

– Professionalism

– Positioning

Phase 1 – Brand Development (Logo Positioning)

1.

2.

3.

Phase 1 – Brand Development (Colour Scheme)

Phase 1 – Stationery Templates

Phase 2 – Marketing Collateral (Newsletters)

National storiesalready pre-set

Insert local story and image here

Your region’s title here

Events listing

Phase 2 – Marketing Collateral (Posters and E-Flyers)

Your institute brand/logo

Insert relevant image here

Insert relevant copy here

Your institute brand/logo

Insert relevant image here

Insert relevant copy here

Phase 2 – Marketing Collateral (Events Guides)

Your institute brand/logo

Insert relevant copy here

Insert relevant copy here

Phase 2 – Marketing Collateral

Phase 3 – Web Portal & Extranet

Associated Costs

• Phase 1 – Brand and Stationery

– No cost for utilising the LI brand

– Economies of scale - key dates for ordering stock

• Phase 2 – Marketing Collateral

– Dependent on design and volume

• Phase 3 – Web Portal and Extranet

– One off cost - dependent on institute size

– Under 1000 members - £500

– 1000 – 2000 members - £750

– Over 2000 members - £1000

Initial Results• Initial Tool Kit Results

Very positive results gained across East Anglia & Scotland - awareness of LI activities in these areas is 20% above the national average after using elements of the toolkit.

• Are you aware of local institute activities?

– National Average – Yes 64%– Scotland – Yes 84%– East Anglia - Yes 88%

• Are you aware of local institute seminars and meetings?

– National Average – Yes 69%– Scotland – Yes 85%– East Anglia – Yes 88%

• Are you aware of local institute communications?

– National Average – Yes 60%– Scotland – Yes 76%– East Anglia – Yes 77%

Next Steps?

Slide 15 |

Q&A For more information contact David Irvine – 07921 234 323david.irvine@cii.co.ukJulie Hicks – 07918 674 589julie.hicks@cii.co.uk

Slide 16 |

Karen Rose, FCII FIRM Chartered Insurance PractitionerDirector, Ametrine Management Consulting LtdCurrent President of The Insurance Institute of Reading

The Role of the Deputy President

Itinerary

• Your input

• The experience and advice of others

• Local Institute Manual and help

• Succession planning

• Exceptional Service Awards

• Deputy President checklist

• Summary

Workshop Exercise

What do you consider to be the attributes of a Local Institute Deputy

President?

Deputy President Survey

• 11 Questions

• Cross-section of Past Presidents and Presidents over the 60 UK Local Institutes

• Results an aide memoire for your year as Deputy and looking forward to Presidency

• 28 Questionnaires received back

1. When did you serve?

• Range 1989/90 to current year of office

• Some have done it twice or more!

• Some may be serving again this coming year due to unavailability of proposed candidate

2. How many times has the role of Deputy President undertaken?

• 75% have done the role once

• 28% twice

• 10% have done the role twice for different Local Institutes

• 7% have done the role three times; one for one Local Institute and the other whilst a Local Institute was going through the merger with another Local Institute

3. Length of time on council prior to Deputy President role?

• 67% of respondents had served between 2 and 7 years when asked

• 17% had served 6 years when asked

• 17% had been on council over 10 years before being asked

• 14% had served 11 years or more - one for 14 years

• 1 was brought on to be Deputy without serving on council prior to appointment

• 1 spent 8 years as Secretary out of 9 years before becoming Deputy

• 5 have served on two Local Institutes and been Deputy of which 3 have been President of both

4. Multi Tasking – Deputy President and any other council role?

• 39% did the Deputy role and no other

• 61% undertook one or more additional role on council

• Included Secretary, Education Secretary, Dinner Secretary, Treasurer, Programme or Social Secretary, Charity Rep, Careers Officer, Young members committee

5. Specific role and duties as Deputy President

• 39% no specific role • 32% felt underutilised• Main function to chair council meetings/attend functions in

President’s absence• But additional roles on council in many cases• Liaison between committees• Organised Charity Ball• Maintenance of member email directory• Grace at Annual Dinner• Preparing forthcoming year’s programme• Shadowing the President• Mentoring other council members to take over other existing roles

6. President / Deputy President Forward Planning

• 57% had a handover/planning meeting prior to AGM or just after

• Regular President/Deputy President meetings throughout year

• Involvement on events committee

• January - March meetings and involved new Deputy President elect once selected

• Plan council structure; remove ‘deadwood’ for coming year

7. Deputy President Planning of own Presidential year – when?

• For example: Events programme/manifesto/meeting dates

• Immediately I knew I was to be Deputy President -14%

• During Deputy President year - 67%

• After AGM -10%

• Rolling programme/planning process - 17%

• 3 months prior to year - though some said not long enough! - 39%

8. Support and guidance during Deputy President year / prepare for Presidential year

• President - 25%

• Immediate Past President - 7%

• Past Presidents - 64%

• Secretary - 14%

• Council members - 28.5%

• CII - 3%

• Officers’ Conference - 3%

• Institute Liaison (Peter Hutchinson) - 18%

• No support - 14%

9. Did you enjoy the role of Deputy President?

• Yes - 86%

• Once recovered from shock of being chosen

• A quiet, easy year for a few; busy for many

• Gave time to prepare for Presidency

• Allows you to analyse the time and commitment required for the forthcoming years

BUT

10. If you had a chance to do it all again – what would you do differently?

• An agreed succession plan/more time to prepare

• Didn’t have long enough in the role - stepped in when Deputy President resigned half way through year

• A closer working relationship with President

• Exert pressure for more help from council members; make them more productive or say goodbye. No ‘CV’ council members!

• Hard to get involvement from people today - struggling to find a Deputy President and people to take on roles such as Dinner Secretary; Exam Secretary

10. If you had a chance to do it all again – what would you do differently? Continued…

• Better contact with other Local Institute Deputy Presidents in region

• More definition of the role; be more proactive in assuming duties

• Would liked to have done more; more involved earlier in my year

• Be more relaxed

• Attend a public speaking course

• Attend Officers’ Conference and workshops for practical advice

11. What advice do you have for new Deputy Presidents?

• Preparation, Preparation, Preparation!

• Use the year to plan your Presidency/events/manifesto

• Adopt, adapt, improve - don’t just accept the status quo

• Discuss with employer, life partner and family - gain their support

• Work closely with President/Secretary/Treasurer/Vice Presidents –

continuous leadership

• Don’t be afraid to ask for support, guidance and assistance from

council/CII/Vice Presidents/other Local Institute council members

etc.

More Advice!

• Support the President - remember it’s not your year!

• Be aware of the timetable of the Local Institute year

• Actively participate and attend events during your Deputy President year; run

meetings to get experience; attend the Officers’ Conference!

• Network, network, network!

• Get to know your council members; talk to them re aspirations; motivate;

help them

• Start looking for ‘new blood’

• Regional group of institutes – share ideas and meet

• Understand all the council roles

More Advice Continued

• Participate in the President selection process/succession planning

• Be aware that this could take up a lot of your spare time

• Rise above negativity and work on altering the perspective

• Believe in yourself and your abilities

• Go on a diet before your Presidency starts!

• ‘Selected’ Deputy Presidents are on a steep learning curve as no

knowledge/experience

• ENJOY! Have fun!

Local Institute Manual

• Available online at http://www.cii.co.uk/cii/localandglobal/li_manual.aspx

• To help all Local Institute officers during their year of tenure

• Not a rule book; rather guidance notes and aide memoire

• ‘Job’ descriptions including roles of President and Deputy President

• Guidance notes on:

– Annual Dinners

– CII Exceptional Service Awards

– Succession planning

Local Institute Help

• Local Institute Development Committee (LIDC)

• Public Speaking – Peter Mueller

• Local Institute Personnel list on website

• CII Personnel directory

• Regional Council Representative

Succession Planning

• Planning a succession of future Presidents

• Appraisal process

• Willingness of council members

• Move through council roles

• CF bringing someone on board specifically for the Deputy President role

• Preparing for the role

• Communication process

Succession Planning

• Vice Presidents to identify potential candidates

• Do they all want to be President?

• Alternate disciplines for Presidential role e.g. broker; insurer; loss adjuster; PFS member

• One to one discussions with council members to ascertain ambitions

• Establish career path for each council member

• Barriers to succession planning – things change!

Succession Planning

• Contingency planning

• Event committee/support team e.g. Belfast, Reading

• Assistant officers to share roles

• Monitor situation throughout the year

• Keep up to date with market events and changes

• Ongoing review

Succession Planning

• Advertise for council members

• Write to local market asking for support

• Check exam results. Qualification completions = potential candidate

• See Local Institute Manual on succession planningwww.cii.co.uk/downloaddata/13.1%20Succession%20planning.pdf

• Build your talent pool

Succession Planning; our survey said… • Yes we do try!

• Annual Vice President/President/Deputy President meeting to discuss

• One Local Institute lined up 2009 and 2010’s Deputy Presidents but candidates moved jobs

• Specific route to President role via Education Secretary, Deputy President and President

• In ideal world, should have done a number of roles including Secretary

• Keen to appoint new blood but struggle to find them and more importantly, the right sort of council member

Succession Planning; our survey said…• Days of being able to rely on stable council for 5 years are gone - mobility of

market; mergers and acquisitions; redundancies; workload pressure means less time for Local Institute involvement

• Running out of willing candidates and having to do the job ‘second time around’

• Some may be deterred by ‘closed shop’ succession list of future Presidents of joining council

• One year term of President not long enough - two terms better to achieve aims

• Several Local Institutes have had problems to upset the succession plan - illness, job moves, redundancies can mean earlier ‘promotion’ of a junior council member

CII Exceptional Service Awards

• Something to consider during your Deputy President year

• CII letter sent out to Presidents/Local Institute Secretaries in November

• Any likely candidates amongst your Council?

• Discuss with President and your Deputy President elect

• Ensure the issue is raised at council meeting November/December

• Secretary to handle nomination process with President

• Handout for guidance on the process

• Preparation, information and support is key to a successful nomination

• Check no duplication in support letters; personalised tributes

CII Exceptional Service Awards - Timeline

• Request for nominations sent early November (circa 3rd Nov 08)

• Closing date for nominations end of January (30th Jan 09)

• Full adjudication meeting early March (3rd Mar 09)

• The Awards Panel may need to seek further clarification from the nominator(s) thus the timetable allows sufficient time for such consultation.

Deputy President - CHECKLIST1. Ensure that you have a handover meeting with your predecessor2. Get to know your council members and their aspirations3. Know your constitution4. Work closely with President, Secretary and Treasurer5. Keep a list of potential events, speakers, topics ready for your Presidential year – work

on your programme6. Annual dinner - think about speakers for your dinner/sponsorship/new guests7. Network where possible with other Deputy Presidents and other Local Institute council

members 8. Get to know CII personnel9. Public speaking - do you need assistance? Arrange a course! 10. Listen to other Deputy President and Presidential speeches to help write yours11. Ensure you attend your council events and talk to the members12. Get feedback on events; what could have been done differently? What worked well?13. Attend the Vice Presidents meeting to select your Deputy President elect14. Hold a handover meeting with the successful candidate and assist with planning their

year

Summary

• Attributes

• Survey - results and issues

• Advice

• Local Institute Manual

• LIDC help

• Succession planning

• CII Exceptional Service Awards

Enjoy the role … Good luck!