Upload
others
View
2
Download
0
Embed Size (px)
Citation preview
1
Collective Purpose Business Plan – August 2015 to June 30 2016
Collective Purpose Business Plan
August 2015 to June 30 2016
Revised version 26 August
The Outcomes we are seeking
Collaboration and innovation in an inclusive and stimulating workplace
An established efficient co-working state of the art office environment for like-minded organisations
More dynamic, capable, accountable and sustainable partner organisations
Benefits to consumers and carers through increased understanding and cooperation between peak bodies and service providers
Implementation
Overall responsibility for approving this Business Plan with its associated organisational resources rests with the Boards of the Collective
Purpose Partner organisations. The Plan will be regularly reviewed and evaluated at Governance Committee Meetings.
The Collective Purpose Steering Committee will be responsible for its practical implementation, and measuring and reporting progress.
2
Collective Purpose Business Plan – August 2015 to June 30 2016
Vision of Success for the period to June 30 2016
By June 30, 2016 we will have developed the Collective Purpose model to the point where it’s high quality operating systems and structures
are delivering improved services, producing greater efficiency in our work and demonstrating longer term cost-benefits for all partners.
Specific indicators of our success in that period will include
The financial goals budgeted for the project will be met
Revenue targets will be achieved - the project will be on track to provide $140k additional revenue by December 2016
15 tenants will be using the Hub
The partner organisations have an efficient, thriving workplace
Staff and tenants are providing positive structured feedback
Collective Purpose is able to offer the CPP Shared Services support to other organisations.
The Hub is providing a place for collaborative work amongst organisations with a common purpose
Immediate Priorities
In the period to December 31, 2015, highest priority will be given to
Finalising the working arrangements and staff appointments underpinning The Hub, including the HR and Finance Manager’s roles
Approving and implementing a Collective Purpose marketing plan, including defining our products, establishing priorities for working
with key stakeholders and agreeing the measurable outcomes to be sought
Finalising and implementing legal, governance and financial arrangements amongst the partner organisations
Finalising implementation of our investment in IT
Establishing 5 new tenants using the The Hub
3
Collective Purpose Business Plan – August 2015 to June 30 2016
Key Goals
1. Start-up phase of the Collective Purpose Shared Services and Accommodation Hub operations finalised
2. Collective Purpose product offering and protocols for potential Partners developed and distributed
3. Measurable Marketing Plan implemented to build awareness and increase Partner use of Collective Purpose facilities
4. Collective Purpose operating systems developed to enhance efficiency and effectiveness and underpin longer term sustainability
5. Collective Purpose’s management and governance strengthened and strategic plan for post June 2016 developed.
6. A program of collaborative Collective Purpose projects developed
The quality, frequency and transparency of communication
with key audiences - especially the staff – will be vital to the
successful implementation of the major changes inherent in
this Plan.
For that reason establishing and maintaining strong,
respectful and effective communication protocols and
practices is an overarching goal for the period to June 30
2016, and impacts all elements of this Plan.
4
Collective Purpose Business Plan – August 2015 to June 30 2016
Goal One - Start-up phase of the Collective Purpose Shared Services and Accommodation Hub operations finalised
Actions Proposed
Outcomes
Timeline
Responsible
Measurement
Status
Finalise hiring a new Finance Manager.
Make interim arrangements to cover the functions required.
Efficient financial management systems shared across PIC
Late Aug SC & HRM Finance Manager in place Induction successfully
completed Handover processes completed Review and development of
combined systems Combined systems in operation
Finalise hiring an Operations Manager.
Make interim arrangements to cover the functions required.
Effective operations of all areas of the new set up as outlined in the business case
End Sept SC and HRM Implementation continues while suitable candidate selected and appointed
Operations Manager in place Induction completed Operations Manager roles xxxx
Finalise new IT and telephony systems.
Develop training and
support processes.
Efficient IT & telephony systems support current and potential new users
End Aug SC, JH, IT Committee IT providers
IT and telephony systems in place
Staff training completed IT and telephony systems
demonstrably meeting staff and client needs
Users promote the systems to others
5
Collective Purpose Business Plan – August 2015 to June 30 2016
Goal Two - Collective Purpose product offering and protocols for potential Partners developed and distributed
Actions Proposed
Outcomes
Timeline
Responsible
Measurement
Status
Clarify and confirm CP offerings & costing
Marketing and business planning based around clear agreed offerings
End Aug SC M&P consultant
Clear service offers and competitive pricing
Increasing demand for CP offerings
Develop protocols and tenant materials for using The Hub
Clear comprehensive information about available for existing, new & potential CP tenants and clients
End Aug Recept; EP Tenant guidelines and protocols developed
Guidelines reviewed to be effective and positively evaluated
Early adopters become advocates
Develop systems and protocols for charging potential new Partners
Efficient systems established for collecting revenue from tenants and users
ASAP Fin Mgr Financial transactions with early adopters will be timely, accurate, and efficient
Early adopters become advocates
Establish an effective induction program for existing and new Hub tenants.
New tenants settle smoothly into Hub
TBD HRM, EC EC, Ops Mgr
Existing staff familiar with and confident in new Hub systems
Staff are confident about inducting new tenants
Positive feedback from new tenants about quality and effectiveness of induction
Early adopters are enthusiastic supporters who promote the Hub
6
Collective Purpose Business Plan – August 2015 to June 30 2016
Goal Three - Measurable Marketing Plan implemented to build awareness and increase use of Collective Purpose facilities
Actions Proposed
Outcomes
Timeline
Responsible
Measurement
Status
Adopt and implement the Collective Purpose Marketing & Promotion Plan proposed by Affinity@Work
A comprehensive and resourced plan in place to launch and promote The Hub facilities A defined and resourced strategy to use the Internet (the web, email and social media) in place informed by a developing database of potential clients
End Aug – end June 16
In accordance with Affinity @Work plan
MnP Plan strategy adopted and resourced
Systematic program of work being implemented
Increasing interest from new clients for Hub facilities
Facilities usage targets met Desk utilisation targets met
Update CP website according to M&P Plan
Website reflects CP purpose & offers Web referral process operating effectively
Positive feedback about CP website
Web site receives increased hits Website traffic directed to CPP
Develop CP prospectus & information packs & distribute accordingly
Review & update materials
as necessary
Clear comprehensive promotional materials & information available
End Aug In accordance with Affinity @Work plan
CP product offerings demonstrably meet the needs of target markets
Prospectus positively received Increasing interest in CP and
demand for facilities
7
Collective Purpose Business Plan – August 2015 to June 30 2016
Actions Proposed
Outcomes
Timeline
Responsible
Measurement
Status
Information accurate & up to date Continuous improvement process
used to enhance future product offerings
Map and prioritise Collective Purpose Stakeholders and market segments
Review current CRM data
systems and processes across the three organisations
Collective Purpose knows relevant stakeholders and who to target Key stakeholders (especially funders) are fully informed about and supportive of new developments
End Dec 15
Ops Mgr Target markets for Collective Purpose facilities defined
Data systems capable of
effectively supporting direct or targeted marketing
Key stakeholders who can
influence major decisions or generate new possibilities identified and understoodare supportive
Develop communication channels to different market segments
Collective Purpose has identified and prioritised communication channels to different market segments Channels to potential market segments defined and in use
TBD Resourced in accordance with Affinity@Work plan
Marketing Collective Purpose facilities is increasingly informed by an effective database of potential clients
Customer feedback informs the usefulness of different communication channels, and effectiveness in meeting customer’s needs
Sophisticated and targeted use being made of the power of the internet
Increasing number of hits on the website
8
Collective Purpose Business Plan – August 2015 to June 30 2016
Actions Proposed
Outcomes
Timeline
Responsible
Measurement
Status
Launch Collective Purpose facilities through a variety of escalating activities -from a soft launch, open day, and official opening
Solidi awareness of Hub facilities attracts individuals and agencies to use them
From Sept 15
Ops mgr, SC
Successful soft and official launches held
Open Day promotes Collective Purpose facilities
Enquiries and expressions of interest steadily increasing
Growing number of clients utilising the facilities
Define a longer term Collective Purpose positioning for Strategic Plan 2016-2018
Collective Purpose’s positioning as a social enterprise defined in new Strategic Plan 2016-2019
June 16 SC/GC Successful facilities position Collective Purpose as a leading colllaborative agency
Growing audience of agencies working with Collective Purpose
9
Collective Purpose Business Plan – August 2015 to June 30 2016
Goal Four – Collective Purpose’ operating systems developed to maximise the efficiency of the new arrangements and underpin longer term sustainability
Actions Proposed
Outcomes
Timeline
Responsible Measurement
Status
Finances and Operations: Finalise the Financial
Management Team – roles and individuals
Effective team supporting efficient financiai operations
End Aug
15
SC, Fin Mgr Finance Team operating to fulfil client and organisational needs
Develop financial protocols for Hub clients – agreements, billing, payment protocols, receipting, tax, reporting
Income generated efficiently, accurately and promptly.
Dec 15 Fin team Clients praise clear and effective financial relationships
Develop shared Collective Purpose financial procedures , including Chart of Accounts
Efficient financial management across PiC partner organisations
June 16 Fin team Shared PiC financial arrangements working efficiently
High PiC partner satisfaction with shared systems
Efficiencies identified for SS operations
Review annual financial work program across the three organisations including key reporting, compliance and operational dates and information needs
Efficient financial planning & reporting across calendar year. Solid basis for assessment of adequacy of accounting software
TBD fFn team Financial activities efficiently delivered
Potential for future efficiency reforms identified
10
Collective Purpose Business Plan – August 2015 to June 30 2016
Actions Proposed
Outcomes
Timeline
Responsible Measurement
Status
to meet future needs
Determine if accounts system meets immediate (2-3 yrs)projected needs of the combined operation
If not, commence process to identify, purchase and install a better accounting system solution by June 30 2016
Robust assessment of capability of MYOB to adequately support financial accounting, management and reporting needs for envisaged needs of Collective Purpose
June 16 Fin Mgr Adequacy of current MYOB system assessed & recommendations made
Decisions made regarding software requirements post June 16 to support CP needs
Review and as needed develop the capability of the Collective Purpose payroll system
Efficient and accurate payroll procedures in place
Dec 15 Fin Mgr Payroll accurately and efficiently managing staff payments in the new structure
Develop financial reporting to meet needs of the Governance Committee, individual boards and fulfil external compliance needs (Funder, ACNC, ATO, ACNC)
Timely, accurate and comprehensive financial reporting supports Collective Purpose
?? Fin Mgr High PiC board and GC satisfaction with financial reporting
Compliance with all external financial reporting for all PiC partners
People
Review and as needed develop consistent and effective job descriptions across PiC partners
A consistent effective framework for employment relationships across the PiC partners
June 16 HRM Consistent PDs across Increased efficiency of
recruitment processes Fluidity of staff transfers
between PiC organisations
11
Collective Purpose Business Plan – August 2015 to June 30 2016
Actions Proposed
Outcomes
Timeline
Responsible Measurement
Status
Consistent work planning processes
Consistent performance appraisal and management systems
Review and streamline HR policies and practices across the PiC partner agencies
Streamlined & consistent HR processes across PiC partner organisations
??? HRM Efficient HR processes streamlined across PiC partners
Best practice HR systems in place
High staff satisfaction with HR processes
Review volunteer management policies and practices across the partner agencies
Streamlined & consistent management of volunteers across PiC partner organisations
??? HRM Efficient volunteer management
Positive volunteer feedback on
Review existing training and development activities & develop a shared professional development calendar
Shared common training & development activities
Dec15 HRM Structured staff feedback endorses the T &D program for helping build a common culture
Information Management Finalise implementation of
the new IT platform, including the VoiP telephones and mobile
Efficient & effective IT systems support all tenants needs
Sept 15 enerds Percentage of system availability for users
Feedback from users, particularly casual users of the office environment
12
Collective Purpose Business Plan – August 2015 to June 30 2016
Actions Proposed
Outcomes
Timeline
Responsible Measurement
Status
computing access arrangements
Review the provision of user
support across the three organisations
Users well supported
Reports from user support systems re number and nature of support requests
Develop a training program to support use of new systems, particularly for new users
Provide consistent, timely
and respectful user support services
The potential power of the IT platform is supported in reality by targeted training for users Systems support users at all levels of and assistance needs are met
Sept 15-
June 16
enerds Confidence of users in IT systems
Users of new equipment – feel supported to effectively use the equipment
Positive user feedback Efficient provision of support
IT platform provides effective base for the other systems – MYOB, CRM or other database systems in use
Where needed, different existing systems are reviewed and a cost/benefit analysis undertaken of options to align them better
The hardware platform supports effective use of the software operated by the PiC partners As needed Collective Purpose invests in systems development to enhance shared capability
XX enerds The hardware platform supports identified PiC partner needs
There is a planned and sustained investment in systems capability
The information required to run the business effectively and efficiently is increasingly available
13
Collective Purpose Business Plan – August 2015 to June 30 2016
Actions Proposed
Outcomes
Timeline
Responsible Measurement
Status
Review existing filing structures and record-keeping processes
Efficient filing and recording systems in place in new server to meet PiC partner needs
Dec15 TBD The information management structures in the three organisations increasingly support operating as one in the future
Implement an effective SharePoint information sharing system
SharePoint system implemented working efficiently & meets user needs
Dec15 xx SharePoint program being used effectively by PiC staff
Increasing staff confidence using Sharepoint
Positive staff feedback about Sharepoint
14
Collective Purpose Business Plan – August 2015 to June 30 2016
Goal Five - Collective Purpose’s management and governance strengthened and Strategic Plan for post June 2016 developed.
Actions Proposed
Outcomes
Timeline
Responsible Measurement
Status
Finalise legal agreements for Collective Purpose between the three PiC partners
Strong and effective legal basis for all real and potential aspects of the CP partnership
ASAP SC/GC/ boards
Agreements developed in a collaborative manner including financial liabilities, dispute resolution & relationship termination procedures
Boards confident that all potential situations can be addressed under the agreements
Agreements signed by all boards
Emerging issues are adequately covered in the agreements agree and disagree legally
In progress
Establish and agree governance structure and TOR for the roles of the Governance and Steering Committee in the Collective Purpose Project
Maximum clarity in relation to decision making authority and accountability amongst all three PiC partners
July 15 SC/MCS Governance structure confirmed
ToR for Governance Committee and Steering Committee approved.
Disagreements on contentious issues resolved efficiently
Structures approved TOR approved Processes working effectively
15
Collective Purpose Business Plan – August 2015 to June 30 2016
Collective Purpose progress supported by effective decision making consistently
Ensure meetings are well organised, run and attended, with agendas which address the main Collective Purpose issues
Monitor & review decision-making effectiveness of the governance structures
Effective & efficient oversighting & management of Collective Purpose development & operations Differing views and expectations amongst the partner organisations managed well
July 15 – June 16
MCS, SC Governance Committee meetings are assessed as operating well
The Committee provides a central ‘place’ for expression of the views of the partner organisations
Disputes & differences resolved efficiently
Positive feedback about effectiveness collaborative culture of ST processes
Positive and constructive feedback from the Boards of the three partner organisations
Feedback reflects a shared sense of good decisions being well made
Establish a Monitoring & Evaluation Plan to track outcomes & benefits from Collective Purpose
Robust Monitoring & Evaluation Plan developed for Collective Purpose. Benefits, impacts & outcomes of Collective Purpose documented
Dec 15 SC/MCS Success Indicators and measures for Collective Purpose identified & agreed
M & E plan developed and approved
Evidence of benefits & outcomes documented
Ensure developing business reporting processes are streamlined, well
Build on Reviews of the accounting system and customer data (CRM) systems
TBD Ops Mgr, Fin Mgr, SC
Reporting informs good decision making and inspires confidence at the Governance Committee,
16
Collective Purpose Business Plan – August 2015 to June 30 2016
supported by data systems and improved as business needs grow and change
Clarity, comprehensiveness and timeliness of reports continually improving
amongst the partner organisations, and in the funding body
Regularly review and update Risk Management Plan
Report on RMP to GC on a regular basis
Up to date risk Management Plan in place Collective Purpose and associated PiC partner risks actively managed to minimise impact
July 15 SC, Ops mgr Governance Committee satisfied with RMP reporting & risk management
A strong risk management culture is developed supporting the growth and development of Collective Purpose
Risk is effectively managed
Explore options and benefits of moving to separate legal entity in July 16
Develop business case for moving to separate legal entity if appropriate
Business case for moving to separate legal entity developed. Plan for moving to separate legal entity developed
March 16 June 16
SC, ?? Benefits, risks & options for moving to separate legal identity identified
Robust business case presented to PiC Governance Committee & boards
Plan implemented to move to separate legal entity
Develop criteria & processes for inclusion of new partners
Clear agreed process for inclusion of new partners
Criteria for new partners agreed
Processes for introducing new partners agreed
Potential new partners identified
Develop a Strategic Plan for the period 2016 – 2018
A robust Strategic Plan 2016-2019 developed for Collective Purpose
June 16 SC/consultant
Draft Collective Purpose Strategic Plan 2016-2019 developed
17
Collective Purpose Business Plan – August 2015 to June 30 2016
18
Collective Purpose Business Plan – August 2015 to June 30 2016
Goal Six – A collaborative program of shared Collective Purpose projects is developed
Actions Proposed
Outcomes
Timeline
Responsible Measurement
Outcomes Achieved
Establish collaborative cross organisation working party
Map potential mental health projects to be shared by the three partners
Substantial scope of collaborative projects that demonstrate benefits and greater impacts
July 15 TBD Collaborative Working Party operating effectively
Identified collaborative projects established
Benefits of collaborative projects demonstrated
Evidence of growing culture of collaboration
Develop an annual calendar of activities for potential collaboration
Establish planning processes to support events collaboration
Activities implemented as collaborative endeavours A strong evaluation and learning component
TBD TBD A small number (five?) of existing activities are enhanced to become collaborative processes
Structured evaluation processes provide future learnings
Establish a systematic process to assess future opportunities for new collaborative activities in the mental health environment, and/or the NDIS context
Consult key stakeholders on their hopes for collaborative Collective Purpose projects
Potential new collaborative activities identified
TBD TBD A small number (five?) of new potential activities are identified and assessed for implementation in 2016
Collective Purpose increasingly well-known for collaborative activities
19
Collective Purpose Business Plan – August 2015 to June 30 2016
Actions Proposed
Outcomes
Timeline
Responsible Measurement
Outcomes Achieved
Develop a mental health community learning and development program to be run from the new facilities, to meet the needs of identified target groups
Utilise the common location to combine mental health knowledge and networks, and shared knowledge of directions in relation to mental health to design a market leading education and learning program
TBD TBD Collective Purpose has a well worked out and fully costed business proposal for a learning and development program utilising its office set up and its existing knowledge and mental health industry linkages
Resources found to implement the Program
Monitor and evaluate the shared information lines approach
Assess how well the service meets the mental health community’s needs, and assess how to improve the service
TBD TBD A continuous improvement process used to develop the joint service
Measures relating to the number of calls, who they came from, how well the information base supported the calls, what the outcome was in place and actively shaping ongoing service delivery
Monitor and evaluate the effectiveness of the joint advocacy committee
Assess how well the work of the Committee meets the needs of the mental health community, and assess how to improve its impact
TBD TBD A continuous improvement process used to develop this joint service
Regular assessments undertaken of the issues tackled by the Advocacy Committee, the positions put forward, how they were explained to the Collective
20
Collective Purpose Business Plan – August 2015 to June 30 2016
Actions Proposed
Outcomes
Timeline
Responsible Measurement
Outcomes Achieved
Purpose audience, what the outcome was?
Monitor and evaluate the effectiveness of the e-newsletter
Assess how well the E newsletter works in terms of the time required to produce the material, the potential overlay with a more developed website, a number of addresses to which it is sent, and the feedback received
TBD TBD The E newsletter is aligned with Collective Purpose’ approach to its use of the internet – the website and social media
Benefits are clearly
demonstrable, and the E newsletter is shown as an effective communications channel
Resource Centre/library + information tables
Maintain and add to internal resources as possible