Impact Committees Refined & Reimagined 2.0 _

Next Steps

Mar.

Apr.

May

June

Impact CommitteesReimagined Committee Chair, Board Liaison & EC Advisor. Reimagine & refine both mission & purpose.

PlanningCommittees caucus w/EC Advisor(s)

Create, agree on, and present. one (1) initiative.

Prioritize and identify tactics and strategies. Map timeline, mileposts & path forward for progress.

Review w/ Board-

Measure, monitor and adjust.

Note: Meetings requested to be limited to 1 hour and not to exceed up to 3 times monthly. Via teams and/or in-person.

Planning/Clarity + Accountability=Results

• Plan will have goals

• Goals begin with future objective.

• Goals have specific action items and pathways from today to end-result.

• Find vision for future state, not vision for roadblocks.

• Goals are time certain - with mileposts

• OK to have challenges and questions. (Discuss EC Advisor)

• Identify them and develop strategy around.

• Collaboration will be critical. Avoid paralysis.

• Communication, more often, regular & routine updates and engagement across organization is critical.

• Plan for up to 30 min. re-imagine & refine meeting w/BOD for May (spring mgr. mtg.). Future meetings will be quarterly w/EC or as may be needed or requested.

Planning Execution

• Impact Committee to have clear & agreed upon purpose.

• Optimal committees will have

• Clarity of purpose and extreme ownership.

• Initiative to be EC agreed upon with timetable & mileposts.

• 3 to 5 members with additional contributors as may be needed upon request.

• Functional process

• EC Advisor guides committee.

• Committee creates and executes plan (Board approves), which includes colleague communications, updates, and engagements.

• Committee and assignees do the work– EC Advisor for leadership, support, strategy, and oversight.

Talent, Recruitment and Development

EC Share-Needs, Assessment & Analysis

• Considerations to include:

• Talent Gap/Age Banding.

• Book Trends: Size, Complexity & Specialization.

• Service & Support Needs.

• Production & Retention Needs.

• ( 1, 3, 5 yr. lookout)

Tactics & Strategies

• Develop & refine:

• Talent Recruiting Plan: Needs, Wants & Wishes.

• Pipeline, criteria & resources.

• Recruiting candidates.

• Metrics, Peer Benchmarking & Trends

• Accountability of recruiting and staffing.

• An Internal Plan (Stakeholder Development)

• An External Plan (Stakeholder Recruitment)

• Associate – Personal and Professional Development, Mentorship, Paths and Plans.

• Career Path Mapping for Success.

Quality Management, Client Experience & Process Improvement (Merge QMC, CE, PI)

Develop career transparency

• Metrics, standards, benchmarking.

• Can’t manage what you can’t measure.

• System(s) for position validation.

• QM training plan for all positions, all disciplines & roles.

Evolution of Workflows, Processes & Procedures (Review & Improve)

• Consider:

• Eliminate

• Outsource

• Centralize

• Reimagine / Reinvent

• Apply Technology & Critical thought.

Develop & Improve Client Experience

• Educate

• To Be Determined.

Organic Growth & Business Development

Execute the process

Re-imagine sales organizationally

• Sales Leadership structure

(formal and informal)

• Commit to Growth & Business Development

• New/Addl. Cross sell. Referral.

• Introduce Accountability

Refine Tactics & Strategies, Specialization, Practice Groups

• Create objective criteria

• Refine Sales Leadership and Sales Management Structure

Build business growth plan

• Growth plan for target P&C

• Growth plan for EB, VB, Life

• Growth plan for PL

• Growth for Surety

• Specific targets for cross-sell

Marketing & Brand Sales Enablement Support

Define External Marketing Plan

• Professional Brand reset w/ Institutional Advertising

• Humanization of advertising

• Social media and allied marketing campaigns

Define Internal Promotion & Marketing Plan

• Colleague experiences

• Client successes

• Community engagement

• Player & Team Profiles

Innovation & Technology

Build systems to support sales, service, support process

Create Technology

Roadmap

• Which technologies will drive success (improve productivity & create efficiencies)

• Constituent “to drive success”

• Prioritization & Execution

• Constituents to drive success

Create aggregate Business Plan

• Engage Board/ EC Leadership in developing a specific, measurable, timely execution plan for next 3 years

• Opportunity to foster growth

• Starkweather & Shepley is unique. Leverage that fact.

• Identify stakeholders, w/diversity from within to engage and critical think on content.

Additional Consideration

Create & formalize M&A committee

• Ideal criteria, target list

• Target Practice, Specialty, EB & Surety

• S&S success stories and why sell to S&S

• Marketing campaign

Review

• Consider committee member staggered terms, and term limitations.