Free tool
Retention revenue calculator for a P and C book
See what your current retention rate costs in annual commission and what a realistic improvement target is worth to the agency.
Free tool, no sign up
Ninety day renewal workload planner
Turn your policy count and line mix into the weekly hours your renewal desk actually needs, then compare that to the hours you have.
Renewal work is invisible until it is late. Policies expire on a schedule nobody set on purpose, and with annual terms roughly a quarter of the book comes up in any ninety day stretch. A commercial renewal done properly takes hours across exposure updates, loss run ordering, submission, market follow up, and a proposal meeting. A personal lines renewal is usually a review and a phone call, but there are far more of them.
This planner multiplies those two realities together. Enter your policy count, the share of the book that is commercial, the minutes each type of renewal really takes, and the hours per week you have set aside. It returns the renewals per quarter, the weekly volume, the hours required, and the shortfall. Agencies usually run the numbers once and then either shift hours or shorten the list of accounts they fully remarket.
Your result
Policies expiring in the next ninety days
300
Assumes annual terms spread evenly across the year.
Renewals to work each week
23.1
The steady weekly volume hitting your ninety day window.
Renewal hours needed each week
18.8
Weekly volume multiplied by your blended minutes per renewal.
Weekly hours you are short
4.8
The gap between the work the calendar creates and the hours you protect.
If the shortfall is more than a few hours a week, the fix is usually earlier starts and a shorter remarket list rather than working faster.
Why commercial minutes dominate the total
A commercial renewal done well is not one task. It is an exposure conversation with the owner, updated payroll by class code or a refreshed statement of values, five years of loss runs ordered and chased, an appetite check with the incumbent, a submission built for underwriters, follow up on quiet markets, and a proposal meeting with options laid side by side.
That is why a book with a quarter of its policies in commercial lines can spend the majority of its renewal hours there. When the planner shows a shortfall, the honest response is usually to decide in advance which commercial accounts get a full remarket this quarter and which get a rate check with the incumbent, rather than starting everything and finishing some of it in the last week.
Spreading the load across the ninety days
Even workload assumes even expirations, and few books are even. Many small agencies carry a January first cluster from commercial accounts and a spring cluster from homeowners written during a busy buying season. Run the planner with your real quarterly count when you know it, because a heavy quarter needs decisions made weeks earlier than a light one.
The practical move is to pull the expiration list a full ninety days out and stage the work: exposure requests in the first two weeks, loss runs ordered by day seventy five, submissions out by day fifty five, and proposal meetings booked before day twenty. Work backward from those dates and the weekly hours in the result panel stop being theoretical.
Questions about this calculator
Why divide the book by four?
Because most personal and commercial policies run annual terms, so about a quarter of them expire in any ninety day stretch. If you write six month auto policies, count each of those policies twice for the year before entering your total, or run the tool separately for that segment.
My minutes per renewal feel like a guess.
Time three of each for one week and use the real figures. Agencies almost always undercount commercial renewals because the loss run chasing and market follow up happen in scattered five minute pieces that never look like work on a calendar.
What if the shortfall is large?
Treat it as a triage problem rather than a staffing problem first. Sort the quarter by premium and by risk of loss, give the full remarket treatment to the accounts that justify it, and use a documented rate check with the incumbent for the rest. Then see whether a shortfall remains.
More free tools and working documents
Working document
The 90 day renewal control checklist
Every step a small property and casualty agency should complete between the ninety day mark and the binder, laid out by date.
Every policy behind this number still expires
You have an estimate for the book as a whole. The harder part is knowing which general liability policy sits at eighty days with no loss runs ordered and which homeowners renewal needs the call before the carrier notice reaches the kitchen table. The pipeline dates each stage against the expiration so the answer is on one screen. We will set it up with your own policies rather than our defaults.