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bankmecu - VCOSS Finance Network Seminar

Strategic Planning

– Why, Where To, Who and How

10:00am 3rd September

Queen Victoria Women’s Centre

Joseph Connellan MC Two Pty Ltd

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MC Two Pty Ltd – Joseph Connellan

• Joseph Connellan has:

• 25 years experience in housing and disability in NFP

• Business degree and Masters in social policy

• Worked in policy and program development within Govt

• Been Executive Officer in six agencies

• Was chair of CHFV, Doutta Galla Community Health

• Completed MC Two Pty Ltd projects include in last 7 Years:

• Growth strategy for a housing provider

• Regulatory guidance for a Government

• Partner selection for a disability agency

• Strategy briefing paper for a peak body 2

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Jose

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seph

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pace

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.au

Session Structure• Introduction

• Purpose

• Practical strategic planning workshop for community sector organisations

• Overview of current community sector context to inform strategic planning

• Participants will identify and assess the financial and governance priorities

• Leave with tools and information to inform strategic planning

• Multi Part Approach:

• Where to (possible strategic directions)?

• Why develop a Strategic Plan?

• Who has leadership responsibility?

• How to develop Strategic Plans (Tools & Techniques)?

• Table Exercise 3

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Why do we need a new strategic plan? • Victorian Trends Key Trends

• Across Housing, Disability, Mental health, Residential Aged Care

• Integration of Divisions into Department of Human Services

• “Services Connect’ – single case manager across all of Human

Services for each client

• Decentralisation to a small number of DHS regions

• Services delivery transfer from Government to non Government

• Rationalisation through “Recommissioning” and Shergold

• Constrained Government future expenditure

• Introduction of consumer choice

• And then there is the NDIS 4

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What is the NDIS?• Assessing the NDIS

• Biggest social reform in 40 years

• 460,000 people nationally

• $22bn + pa implemented by 2019

• Whole of Life Cost & Consumer Choice

• NDIA administrator not State Governments

• National Market inc private providers• Key Differences from Existing

• From charitable to commercial response

• From Govt managed regional catchment to national market

• From Govt mandated service standards to consumer choice

• Migration of Govt staff and corporate knowledge

• New functions and costs of marketing and individualisation

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NDIS Development Stages

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- Focus moves to efficiency and

profitability - Unsuccessful players depart

Consolidation

- Innovative Services become

widespread- Service offering

becomes very diverse

Innovation

- The new reality- Emerging

winners

Scale Up

- Administrator (NDIA) internally

focussed- Process

sequential

System Development

- Euphoria from advocates

- Scepticism from others

Concept Development &

Commitment

We are here

Client Enrolment

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Successful and leading agencies

• Provide• A suite of scalable and sustainable services • That can be offered individually or in combination

• Engage• Current and potential clients and stakeholders • Through a comprehensive communication and marketing

strategy• Assess

• Client potential service needs quickly and comprehensively • Associated funding

• Develop• New service models continuously • Combining resources from a variety of origins

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Purposes of Non Government Organisations

• Mission of NGOs• Maximise outcomes in line with mission

• 2 biggest challenges for NGOs• Staying on mission

• (mission drift) • Capitalising on Resources

• Staff • Political capital/Moral weight• Assets

• Not for profits Vs Community organisations• Win and Die test

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Where to?Possible Strategic Directions

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Tiger(Give Up)

Telstra(No Change)

Virgin(Acquisitive

Merger)

Jetstar (Subsidary)

BHP Billiton(Merger of

Equals)

Flightcentre(Re-engineer)

Effort/Risk

Impa

ct

Who?Governance and Management Focus Continuum

• Different roles focus on different timeframes.

Timeframe of Focus

Week Month Year 3 - 5 Yrs

Staff

Manager

Executive

Board

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Role of Board “Eyes Everywhere: Fingers Nowhere”

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Recruit & Start New CEO

Management

Governance

Time

Board

Work

load

Project

Project

Event

Crisis

CEO

Movi

ng o

n

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Jose

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How?• Get the Right People in the Right Place

• Board and Management

• Get the house in order

• Sort out Problems

• Do Governance Health Check

• Get informed

• Directly & from multiple resources

• Develop a Plan

• Have an All Options Board Strategic Discussion

• Craft a single informed but flexible Board view

• Develop a defensible process (not “correct answer”)

• Secure resources

• Assemble a war chest – Money, people and friends

• Identify robust tools that can assist

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1. Strategy and Business Planning

2. Governance Prac-tice

3. Finance

4. Risk Management

5. Staff

Example of Useful Tools Epoch/MC Two Not For Profit Governance Health Check

• Focussed and informed important governance (board and

management) conversations

• Driven by surveys and key document analysis

• Presented in an accessible form

• Supported by consultant presentation to Boards

• Considers 5 key areas

• Affordable, comprehensive and quick

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ND

IS -

MC

Two

Pty

Ltd

Issues and Actions Exercise

How?

Identify key Actions?

Short Term (1 year) and Medium Term (2-3 years) term

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Direction Issue Actions

Short Term Medium Term

Get the Right People in the Right Place

Get the house in order

Get informed

Develop a Plan

Secure Resources

Jose

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Report Back Questions

Wrap Up

Follow up contact or enquiry

Joseph Connellan:Mobile: 0438 388 444 Email: josephco@netspace.net.au

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