Catch22 Strategic Plan

Transcription

1 Catch22 Strategic Plan A time of challenge How we will work Catch22 the social business Preparing for the future Where we deliver our services Holding ourselves to account

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3 Catch22 s Strategic Plan : Increasing our impact as a social business Catch22 s goal is to deliver social benefit by turning chaotic lives around. We do this by innovating in how public services are commissioned, excelling in the delivery of our programmes, building trusting relationships with those service users we work with, and nurturing and investing in both our organisation and our people to be able to improve and grow the impact we achieve. This Strategic Plan addresses each of these dimensions. It outlines the approach we will take in the strategic period to increase our impact, grow our reach and influence, and bring benefit to more people in need of our support. A time of challenge, a time of opportunity Catch22 is an optimistic organisation. We see and experience the difficulties faced in the delivery of public services. But we view the combination of austerity, increased demand and historically poor outcomes as a recipe for opportunity rather than despair. This Strategic Plan outlines the approach we will take to increase our impact and strengthen our business over the next three years. Catch22 traces its history back to 1788 and the foundation of the Royal Philanthropic Society. In the late 18th century philanthropists were radical and innovative. They were social reformers, embedded within their communities. Philanthropy was active; it required effort and commitment. The monumental vision that was reshaping what was possible during the Industrial Revolution was also defining many of the social support structures and charitable arrangements that we would still recognise today. This was a formative time for the first social businesses and the enlightened philanthropists that gave them life. We are experiencing turbulent times once again. Now, as then, a new social vision is needed. Leaders of public service know that we can t keep trying to do more with less and that now is a time to do things differently. It is our mission to play a defining role in this challenge. We work across sectors to reimagine the ways that services can be commissioned, delivered, funded and measured and better outcomes can be achieved by our service users. We set out on this journey in We defined ourselves as a social business in the period of the last Strategic Plan ( ) and we will continue in this direction over the next three years. For more information on this Strategic Plan and the work of Catch22 more generally please do get in touch with us at: T: E: info@catch-22.org.uk Catch22 27 Pear Tree Street London EC1V 3AG Registered Charity no

4 Catch22 the social business Where we deliver our services Catch22 is a charity by governance, and we are proud of our social values. However we still need to demonstrate the same approach to efficiency and effectiveness as the commercial world. Consequently we strive to: We operate at the heart of four markets within which poor outcomes and increasing demand can readily be seen. By innovating and taking a tailored approach we ve been able to deliver results that buck the trends in all areas. Deliver contracts efficiently Bring additional value to our contracts Reinvest surplus in our business Continuously improve our services Focus on sustainable projects Raise capital and finance from investors It is our challenge to explain both inside and outside of the business how this social business model works. We see ourselves as part of the solution, more than part of any particular sector. Whilst many define us within their view of a voluntary organisation, we believe that organisations like Catch22 should be able to look beyond existing structures and methods, test out the untested, use our influence to convene wide ranging partners and act as a catalyst for significant change. We are less concerned with fitting into any preconception of what this means we are, and much more concerned with the degree to which this can lead to measurably better outcomes for our service users. Justice Stat: 45.2% of adults are reconvicted within one year of being released. For those serving sentences of less than 12 months this increases to 57.5%. Our Approach: Catch22 focuses on diversion and rehabilitation to break the cycle of reoffending, mainly through building meaningful relationships with offenders and providing through-the-gate support. Outcome: Our approach in Doncaster has seen the rate of re-offending of those sentenced to less than 12 months reduced by 8.4 percentage points against the 2009 baseline. Apprenticeships and Employability Stat: 14.9% 16 to 24-year-olds are workless. Our Approach: Apprenticeships and Employability at Catch22 focuses on improving the mindset of learners. Outcome: 80% of our service users complete their apprenticeship. 4

5 Education Stat: Last year only 1.3% of pupils in alternative provisions achieved five or more GCSEs at grade A* to C including English and maths. Our Approach: Catch22 provides young people aged four to 18 with alternative education in order for them to progress and succeed in sustained education or employment. We do this through high quality teaching and learning based on effective relationships that enable the achievement of life skills and meaningful qualifications. Outcome: 82% of include learners went on to education, training or employment. Young People and Families Stat: It costs eight times more to react to the problems of troubled families than it costs to invest in early intervention and prevention. Our Approach: Catch22 provides specialised delivery to children, young people and their families with additional or multiple needs. Outcome: Our intensive support and intervention with families in Wirral has seen a 91% reduction in the number of incidents of domestic violence, an 83% reduction in antisocial behaviour and offending and an 83% improvement in children and young people s attendance and behaviour at school. All of these services share the same broad goal: To improve the outcomes achieved by service users by reimagining the way that services can be configured and delivered flexibly around their needs. Each however is influenced by the conditions within its market. Some are opening rapidly and welcome radical change (Education). In some our objective is to consolidate and continue to improve our delivery (Justice). For some we can see the change that is coming but have further to travel to prepare for it (Employability) and for others, (Young People and Families) the markets are still developing and we are driving and influencing them. We are committed to harnessing the expertise we have across our business, the relationships with commissioners, funders and investors, the energy, enthusiasm and commitment of our staff and volunteers, and the vision we have to deliver significantly better services. The aim of this is to become known as an organisation that brings solutions to our customers to be proactive and agile enough to adapt our approach to fit customised problems. 5

6 How we will work Since launching as a social business in 2013 we have: increased our geographic coverage invested in HR, finance and IT systems reduced our operating overhead, grown our income developed the underpinning of our theory of change raised our profile as a forward thinking deliverer of public services within local and central government conducted acquisitions and integrated new service teams, staff and brands into our organisation developed relationships with partners in new sectors. And at the same time we have increased the number of service users we have worked with will be a story of continued fast paced change for Catch22. Three years ago we restructured ourselves to better address the above service markets. Since then we have focussed on developing innovative product offers better tailored around the needs of our service users and customers. This focus needs to continue over the next three years, as the public purse is further cut and competition increases. We will increase focus on: adding value developing new solutions building evidence bases rooted in our practice and experience attracting new sources of funding and investment being bold about the role that cross sector collaborations can bring. It is also important that we demonstrate the following behaviours: codesigning services with service users, funders and operational staff unlocking community assets and organising them around the challenge of improving outcomes enabling the potential of well organised, trained and managed volunteers and peer mentors sharing information and managing our customer and funder relationships more powerfully bring our expertise and influence early to the design of new services and contracts introduce innovation and fresh thinking into the specification of contracts and funding vehicles acknowledge that our impact is delivered by our staff. Investing in workforce development, as well as encouraging the values that unite our staff is a critical investment. The above will be achieved within the context of a significant corporate change programme that also communicates this across the business, raises the profile of our vision, aligns our staff around a set of shared Standards and improves our ability to share information, better manage relationships, jointly develop products and leverage one another s expertise in business development and service delivery. This is for the benefit of our service users and we would hope that these changes would lead to a noticeable improvement to the experience and outcome achieved by our staff and service users within our services and beyond. 6

7 Preparing for the future: The Catch22 Pillars and Standards Growth Sustainability Assets Performance In order to achieve this change we must strengthen our organisation and invest in our people. Accordingly this Strategic Plan lays out a number of Pillars (for our organisation) and Standards (for our people) in which we will invest our focus on this improvement. Finally we must lay out the measures by which we hold ourselves to account at the end of this strategic planning period. Our Pillars are the organisational underpinnings we need to strengthen in order to support our business units to grow and achieve greater impact. Pillar 1: Reach Over the next three years we will grow in terms of the value of the services we deliver, the scale of these services, the numbers of service users we reach, the impact we deliver on our service users lives and the resources we have at our disposal in order to achieve this. There are several routes to achieving this; retaining and winning new contracts and business, effecting acquisitions, winning funding and investment for the introduction of new services and entering into new partnerships that broaden our reach. Pillar 3: Assets, form and structure Being fit for the future means maintaining a strong balance sheet that we can leverage to win a new scale of business. This is not easy to reconcile within an external environment that places charities in a box labelled should not make profit. It is right that we question and explore what the arrangements might be that enable us to both retain our socially driven purpose, and provide the conditions for growth and investment to win new business and reach out to more of our beneficiaries. Pillar 2: Financial strength To win new business we must maintain a strong financial position. This won t be achieved simply by charging more or spending less. We must look to achieve savings and protect our bottom line of course but the answer lies more broadly in reviewing our financial structure, accepting that investment may replace more traditional funding, and that service payments will increasingly be based on outcomes and results rather than cost recovery. We also need to build on the strong foundations we have laid in the past strategic planning period and ensure that we retain and maintain a strong and dynamic order book. Pillar 4: Performance and results It is vital we can measure our impact in a way that is meaningful to our service users, staff, funders and customers. As the public purse shrinks, competition increases, new solutions are sought and funding shifts to outcomes payments, so too the demand for evidence based interventions is growing. We already have a footprint in this field. But there is some work still to do until we are fluent in capturing, understanding and sharing the right performance data and using this in programme design. 7

8 Standards Social Business Values As we grow and diversify we need to understand what holds us together. We need to understand what makes us distinctive and foster those competencies. If we get this right then we will see this reflected in our products, services and relationships, and this will support us in our growth. Our Standards will become the competencies and values that we will seek to nurture and share. We will learn and embed these over the next three years. We will seek to measure the difference this is making to our business and our service users at the end of that time. The Catch22 Identity Service Delivery Expectations Innovation Managing our Resources Impact Relationships Service Design Open Public Services Managing Ourselves Standard 1: Social business values We know what it means to be a social business, can articulate that, and give examples of programmes Catch22 conducts that illustrate it. We know, understand and demonstrate the values that underpin Catch22 the social business and we live these values. Standard 3: Innovation We are imaginative about the way we can bring solutions to our programmes and partnerships. We think creatively about the role we can play, and we question what is traditionally thought of as being a charity. We see ourselves as being part of the solution rather than part of any sector. Standard 2: Relationships We believe that it is the trusting relationships that we build with our service users that lie at the heart of our ability to help them. We can articulate how our services are designed with this in mind, and we seek to reinforce and improve this in our work. Standard 4: Impact We know what the impact of our services is, and we can measure and articulate this. We know what it is that we do that makes the difference in our work. This is a hallmark of a Catch22 service. 8

9 Standard 5: Service delivery expectations Our customers, service users and funders all expect a high standard of service from our staff and we expect that from each other. Managers are trained to and selected for their ability to instill this excellence amongst all the staff they manage. Standard 8: Managing our resources We make best use of our resources and leverage others through delivering in partnership. We are commercially and financially aware and understand the link between shepherding our own resources and delivering the best outcomes for our service users. Standard 6: Open public services Staff can articulate the characteristics of transformed public service delivery, and they know what their role is in helping Catch22 achieve its vision of transforming the way that public services are delivered. Standard 9: Service design We understand what best practice is in service design, we observe that and look to continually improve. We co-design our services with our service users, customers and partners. Standard 7: The Catch22 identity We are engaged with and can articulate corporate messaging and information. So for example our staff can articulate Catch22 s values, and we know what the brand stands for. We have access to and are familiar with the organisation s strategy and know that of our own Directorate as well, and understand how it fits in to the wider picture. We know what we do and why we do it. Standard 10: Managing ourselves We provide inspirational management. Our managers are accountable to their teams and provide clear direction and support to all our staff. 9

10 Holding ourselves to account Reach Financial strength Form & structure Performance Standards Over the period of this Strategic Plan we are committing to reach more service users and achieve a greater positive impact in their lives. And the world within which we do this will continue to change dramatically. It is difficult to predict exactly what the external environment will look like, but we can be focussed on strengthening ourselves from within and will measure the degree to which we do that in the following ways: Reach We will have grown in terms of the value of the services we deliver, and the number of service users we reach by The scale of this increase will be measured according to the targets set out in our Directorate business plans. We will improve both the retention and win rates of existing and new contracts year on year. We will do this by reviewing and strengthening the way we work collaboratively in bid teams, communicating value to customers, and ensuring quality standards are maintained in our proposals. We will publish organisational performance figures on our business intranet so that all our staff can see how we are progressing towards our goals, and key organisational metrics will be transparent and proactively shared. Form & structure We will be bold in exploring new service delivery structures and vehicles both within our own control and through innovative and flexible partnerships with third parties. Performance measurement Each Directorate will use a small number of top level impact measures that communicate the outcomes achieved by the services and will report against these regularly on our corporate intranet. Catch22 will have increased the proportion of its work that is explicitly designed using evidence based practices. 10 Financial strength We will review and set our reserves and net current asset target in line with both our charitable objectives and to reflect the level of growth and efficiency that we will drive through the business. We will expect the organisation s net current asset value to be strong yet flexible enough to invest in supporting growth, improved outcomes and delivering excellent service to our users. Standards We will have conducted an internal communications programme to cascade and communicate each of the Standards to all of our staff and volunteers. The Standards will be publically available and will be recognisable by all our staff. We will conduct a review of these Standards at intervals and they will form the basis of a two way exchange of views and comment at all levels of seniority within Catch22.

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12 CATCH22 A SOCIAL BUSINESS DELIVERING M E A S U R A B L Y BETTER OUTCOMES FOR SERVICE USERS catch-22.org.uk