Collective Purpose Business Plan

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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.

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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

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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.

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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

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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

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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

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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

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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

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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

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Actions Proposed

Outcomes

Timeline


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

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Actions Proposed

Outcomes

Timeline


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

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Actions Proposed

Outcomes

Timeline


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

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Actions Proposed

Outcomes

Timeline


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

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Goal Five - Collective Purpose’s management and governance strengthened and Strategic Plan for post June 2016 developed.

Actions Proposed

Outcomes

Timeline


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

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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,

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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

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Goal Six – A collaborative program of shared Collective Purpose projects is developed

Actions Proposed

Outcomes

Timeline


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

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Actions Proposed

Outcomes

Timeline


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

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Actions Proposed

Outcomes

Timeline


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

Collective Purpose Business Plan

Documents

Transcript of Collective Purpose Business Plan