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CPCU Society Strategic Plan
Core Purpose: To be a dynamic community of professionals dedicated to helping each other achieve career success.

Core Values: Integrity; Mutual Support; Diversity of Views; Professional Excellence; Knowledge Based

Final Destination: The CPCU designation is seen as the most valued designation; a recognized prerequisite for success in the financial services industry.

Mission Statement: The CPCU Society (Chartered Property Casualty Underwriters) is dedicated to meeting the career development needs of a diverse membership of professionals who have earned the CPCU designation, so that they may serve others in a competent and ethical manner.

Goal 1
Make CPCU the most widely recognized, valued, and highly respected professional designation/brand in the property and casualty insurance industry by CPCU employers, key segments of the financial services industry, and other important audiences.

Strategy 1
Continue to build relationships with employers of CPCUs and increase the percentage of Society members employed in targeted organizations representing 80 percent of members by the end of the fiscal year 2011.

Strategy 2
Maintain and continue the grass-roots "Spread the Word" campaign to empower members to promote the positive attributes of their CPCU designation to employers, customers, and the general public, and measurably reach one million people annually through 2011.

Strategy 3
Promote high ethical standards by monitoring member professional performance standards through enforcement of the Society's code of ethics, adjudicating alleged violations, and ethics public awareness activities.

Goal 2
The CPCU Society and the American Institute for CPCU are working together to assure that the CPCU experience is so valuable that a growing number of people are compelled to earn the CPCU designation and join the CPCU Society.
Strategy 1
Increase the number of industry professionals that take the first CPCU exam by 10 percent each year by October 2013 through a variety of recruitment and marketing programs. Reduce the average annual attrition rate of 9 percent of CPCU Society members by October 31, 2013.

Strategy 2
Assure a level of completion by current CPCU candidates that is commensurate with the standards of the designation. By October 31, 2013, reduce, where desirable, the current percentage of CPCU dropouts after the first exam and by improving on the current 17 percent of CPCU completion rate of first exam takers over a 10-year period.

Strategy 3
Assist the industry to attract a stream of diverse, new talent through CPCU-focused programs to improve the image of the industry as an employer of choice. Benchmark and increase the number of CPCU examination passers graduating from university risk management and insurance programs by October 31, 2011.


Goal 3
All Society members have access to a continually increasing number of programs and services that position them for success.
Strategy 1
Continue to meet member and chapter demand for high-quality, unique technical insurance programs and information on leading-edge topics in the property and casualty insurance industry through 2008.

Strategy 2
Continue the steady growth of the CPCU Society Center for Leadership courses, as measured by attendance, program quality, and revenues, and fully develop the research component by the end of fiscal year 2008.

Strategy 3
Provide members with a career management safety net by delivering programs designed to improve their career management skills, giving them access to new and better jobs, and opportunities to share career management advice and support, by the end of fiscal year 2011.

Stewardship
Stewardship goals are everyday objectives that ensure successful operation of the CPCU Society as a not-for-profit organization. The Society staff works to serve its members better by focusing on such goals as new technology and streamlined operations. These routine goals, as well as those that provide direct benefits to members, will help us work together to build a strong future for the CPCU Society.

Stewardship goals include: Annual Meeting; Chapter Support; CPCU-Loman Education Foundation; Database Integrity; Diversity; Educational Legacy; Fiscal; Governance; Heritage; Human Resources; Information Systems; Interest Groups; Leadership Summit; Marketing Support; Media Relations; Member Communications; Member Intelligence; Member Resource Center; Membership Retention and Renewal; Non-Dues Revenue-Misc.; Officers' Roles; Risk Management; Strategic Planning; Task Force Management; Web Site; and Work Environment.

As of September 2007