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Presentation to NAVCA CORE about the work we have done in changing the business model of support to frontline voluntary and community organisations.
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Business Model Innovation- Risky Business - CVATplusCORE - York
Naomi Sampson
Development Manager
18 September 2013
Presentation overview
About Tameside
and CVAT
Our history of
income generation
Key questions we
asked ourselves
Planned vs.
organic growth
Culture change
Where are we
now?
Next steps
Important
principles / lessons
learnt
About Tameside and CVAT
Part of greater Manchester city region
Population 220,000
• 51st most deprived area in England
‘Established’ VCS relatively small
CVAT – new organisation (formerly Tameside Third
Sector Coalition and Volunteer Centre Tameside)
• Income £850,000, 27 staff
• Good relationships with sector and partners
• Traditionally done some ‘low key’ income generation
Our Income Generation Journey
2008 (?) increasingly asked:
• “do you know a consultant who can.....”
• “could you do....”
Board aware of ‘impending financial doom’
• Lots of eggs in same basket
• Target to diversify income
Formed income generation sub group
• Board and staff involvement
Some key questions for us
What are we good at?
What assets have we got?
What do people want to buy?
What could we do that could be profitable?
How would it fit with our mission, aims and
values?
How much financial risk do we want?
Marketing: why T3SCplus?
Strong awareness of our ‘brand’ across
greater Manchester
Plus = “in addition to”Helps demonstrate that activity is on top of
‘core’ offering
• Helps us to differentiate what is ‘free’
‘CORE’ SERVICE
Generic infrastructure services
‘Free’ to frontline groups in Tameside
‘ADDED VALUE’
SERVICES
DEVELOPING ORGANISATIONS
Governance reviewsStrategic and Business planning‘Fit for Purpose’ reviewsPerformance Coaching
CIVIC PARTICPATION
Participatory eventsImproving 3rdSector ‘Voice’
GRANT SCHEME DEVELOPMENT &
MANAGEMENTScheme evaluationsParticipatory Budgeting
EQUALITY AND DIVERSITY
Obligations and ‘in practice’
Organic or planned growth?
Planned growth• Positive:
• Clear strategy / goal
• Easier to see what
success looks like
• Negative:• Higher start up cost
• Higher financial risk
Organic growth• Positive:
• Can try different ideas
out / flex
• Lower financial risk
• Negative:• No focal point
Organic or planned growth?
• CVATplus grown organically
• No clear brand or strategy until this year
• Low levels of investment
• No start up cost
• No dedicated staffing
• Marketing cost = £500
Culture change - internally
Expectations within staff team
• “everyone can do something”
We’re charging: can we meet the quality
expectation?
We’re asked our view / expertise – it’s okay
to ask about payment!
Financial systems and processes
Growing skills
Culture change - externally
Honesty with frontline organisations
Ensuring we still meet our mission
One size doesn’t fit all – flexibility
Alternatives ways to ‘pay’ for services
Money, money money (a-ha)
Income generation target factored into
budget
• But its not real money ‘til we’ve secured it
• Risk if not achieved – deficit position / reserves
What is the real cost?
Cashflow is king
• Agree payment profiles with clients
• Invoice promptly
Where are we now?
• 2012/13 generated £64,227
• Variety of products delivered • Business planning / ‘Fit for Purpose’ reviews
• ‘Building third sector engagement’ for 2 LAs
• Grant programme development / grant management
• Bespoke training delivery
• equality and diversity; sustainable funding, volunteering
• Clearer about pricing model
• Separate trading arm
• Exploring a membership ‘offer’
Development Service
A
‘Self Serve’ – via website (with online assessment tool which then produces report and signposts you to relevant resources online and e-learning courses.Optional 1 hour mentoring session with DW (can be done online/telephone) to help steer in right direction to relevant resources.
Free (except e-learning charge)
B
3-5 hours IAG / mentoring – likely to be used for:• Start up support (legal form; governing doc; committee dev; planning)• Funding advice – development of bids / critical friend service• Problem solving – financial management•Volunteering support re best practice•Accessing courses within L&S programme (online or f2f)• Supported/underpinned by provision of toolkits / resources
Free
C
Performance Improvement Service (intensive support 5 hrs +); may use Specialist Support Fund to cover)• Strategic / business planning • Bespoke training• Quality Assurance work• Funding strategy development work • Marketing strategies
£ (based on charging model)
Important principles for us / lessons learnt
Fit with mission, aims and values
Core offering remains free at point of access
‘Pay what you can afford’
• CVATplus for Tameside VCS orgs
Not always about ‘money’ – other ways of
doing business e.g. sharing
Important principles for us / lessons learnt
Bringing people with us
• Staff and stakeholders
Happy clients best form of advertising
Work with associates you trust
Understand your costs
Be aware of your competition and your USP
Contact details
Naomi Sampson
Community and Voluntary Action Tameside – CVAT
Website: www.cvat.org.uk
Tel: 0161 339 4985
E-mail: [email protected]