1. A Co-Operative Business Model
Craig Thomson, CEO

2. Agenda Transformative Journey to a new business model

3. Queanbeyan to Helensburgh
Start at the End
2013
2016
Turnover
$4.5M
$11.7M
Staff (Headcount) 32
120
Service Types 1 10
Geography
Queanbeyan to Helensburgh
Added Mid-North Coast
Clients
297
610

4. What we were
Established in 1988 under auspice of Council
Provided Case Management to clients with complex needs, under a brokerage model
Operated Helensburgh to Queanbeyan
Fully grant funded, payments in advance

5. And then our world imploded …….
Introduction of CDC
Commonwealth Home Support Programme
NDIS
Case Management–where does it fit in the new world!
Created the need to function under a mission based business model offering an attractive service proposition to clients

6. Responding to Unprecedented reform ….
Understand and manage costs
Develop new sources of ‘REVENUE’
Improve/develop new Systems & processes
Expand Service Offering
Quality services at competitive prices
Marketing/Branding
Partnerships
Structure

7. This looks difficult, let’s just ignore it

8. BAU is not an option. Quick, lets Innovate and fast

9. Consultation & advice from:
First Steps
Consultation & advice from:
Sector Experts
International Experience (Research)
Staff/Board
Clients including Government Agencies
Reflection on who and what we were
Findings:
Service & Support delivered of highest quality
Wanted wider ranging services but must be different
Promotion of the organisation
Ensure flexible and competitive
Determine if we merge, remain independent or hybrid

10. Early Board Resolutions
Get rid of all baggage and preconceptions
Build on our Case Management heritage
There is no such thing as a stupid idea
Be bold and have the courage to see it through
Partnerships are fundamental
Minimise duplication
Social ventures
Independence, Innovation, Inclusiveness

11. Community Gateway – 5 Year Strategic Plan
Guiding Principles - Innovation, Co-operation and inclusiveness
1.Maximising outcomes for our clients
Community Gateway will be recognised as a provider of choice due to its client focussed business model and quality outcomes.
2.Diversify 
Community Gateway will be a leader in the provision of innovative client driven services that meet client’s needs especially where service gaps exist.
3.Strengthen the Organisation - Community Gateway will remain a strong, sustainable organisation and be viewed as an employer of choice

12. Taking a different approach
Due to not being shackled with delivering services for the past umpteen years we were able to build a more flexible program of services
We are focussed on the services not the clients package
Aimed at working co-operatively with other service providers

13. Community Hubs- Wollongong & Nowra
Central facilities offering co location opportunities to multiple service providers
Incorporates social ventures (Activity rooms, Café, Training/Conference rooms, Gym, Offices, workshop)
Flexible to enable a broad range of inclusive activities

14. Community Hubs- Wollongong & Nowra

15. Community Gateway Wellbeing Services
Case management model focussed on wellbeing and reablement:
Client centred
Client choice- flexibility and availability
Team trained in case management principles
Clients retain link with Case Manager
Supporting individual goals

16. Partnerships
Maintain & grow existing partnerships
Explore new partnerships to ‘value add’ to client proposition
Join consortiums to tender for specific opportunities
Joint Venture aimed at cost efficiencies, driving quality, more competitive approach to funding opportunities

17. Challenges
Time– juggling massive change placing enormous pressure on resources and in particular the team
Change fatigue
Cultural Change – team adjusting or not?
Uncertainty–crystal balling what the new world will look like and expect from us as a provider
Restructure was difficult
Work within existing limited resources

18. Tips
Embrace change/look for the opportunities
Don’t leave it too late
Incorporate good change management practices
Involve your team
Empower and support your champions
Consult, consult, consult
Keep a level head
Set a clear vision and focus on it
Do not lose heart, there will be setbacks
Reflect often

20. Our Journey Continues – Next Steps?
Business plan progress review, outcomes – ongoing- monitor and measure- disciplines
Flexible, do more of what works and throw out what didn’t work!
Undertaking independent review

21. “Community Gateway Client Centred Culture”
Strategy
Maximise Client Outcomes
Diversify
Strengthen Organisation
Understand our existing and potential clients – who are they and what are their needs and wants.
Partners
2. Establish Client-Centred Strategy and Action Plan. What business are we in and what is our total customer value proposition?
GC Team
CG Team
5. Align our people – educate and provide processes and skills to deliver total client value.
Clients and Community
3. Align Structure – what is the most appropriate structure for delivering client value.
4. Align our processes to deliver our total client value proposition.
Systems & Processes
Structure
CG Team
6. Establish Feedback & Measurement. Provide regular feedback in order to continuously improve on total client value proposition and strategic direction.
Partners
“A Process of Continuous Improvement”

22. Craig Thomson, CEO