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SBP PRE STRATEGY SESSION INTERVIEW RESPONSES (WHAT - VALUE PROPOSITION …
SBP PRE STRATEGY SESSION
INTERVIEW RESPONSES
WHO - RELATIONSHIPS
What can you tell me about key relationships?
Ugle Bar Foundation (Myer Trust)
Transform NSW Government into a funding Partner - need cashflow and own sustatinablity that doesn't rely on them
BCC is a customer
Vincent Fairfax Foundation
Commonwealth Funding
working at senior level with government people, keeping that relaitonship going on
Dept of Industry - Jobs NSW, building more sustainable economic relationship with them - NSW government makes committment to regional eco development ongoing
strong relationships business governments
collaborative relationships working with agencies and bodies across region
networking relationships important and strong
Mark is critical in those relationships
Mark develops and maintains key influencer relationships
Mark pulling back from role
Board aware of Mark leaving since beginning of year
3 years Mark in this role
Mark visionary and starter not maintainer
need someone to maintain and develop moving forward
Think it could be done better by another
IF MAINTAINING FUNDING IS CORE BUSINESS, THEN WHO IS ACCOUNTABLE FOR DOING IT?
systemetise relationship management in orer to derisk
IF MANAGING RELATIONSHIPS IS CORE BUSINESS THEN WHO IS ACCOUNTABLE FOR IT? BOARD, MANAGEMENT, VOLUNTEERS?
Mark leaving role, but does he still want to be involved?
keeping founders on side and engaged
managing relationships and communicating strategy
how to manage relationships so staff and volunteers stay engaged
respecting the relationships brought into the system
DE RISKING MARK'S DEPARTURE MEANS SYSTEMATISING RELATIONSHIP MANAGEMENT & RECRUITING THE RIGHT PERSON FOR THE CURRENT GROWTH PHASE
WHY - PURPOSE
What do you think your
ROLE
is in achieving this vision?
fascilitating the smooth management of overall team
make sure they have what they need whilst giving them auntonomy
get governance right
making sure SBP is integrated in the economic, social and cultureal role of the college
ethics
cultural expectations of group?
too bogged down on operational stuff and not governing
communication
leadership
transparency
to have robust discussions re strategy
what is our board strateg?
what are our goals?
what is our value proposition and how is it being communicated to community?
how do we make decisions?
what is our culture?
what are we accountable for?
what does leadership look like?
who is leading?
what do we do as a board?
board meetings around briefing rather than long term planning
who is responsible for raising funds?
mainly governance board
Board needs to be more responsible and engaged for developing key stakeholder relationships that are managed by board
need to take responsibility and pro active about funding
What is Board's Core Business?
fulfilling vision and KPIs
if its going to be sustainable, needs to shift from governance board to a more strategically involved and stabilising board
no particular decision making processes
Challenge is reporting
look at good set of numbers each month to track against vision
Define what strategy is going to be
totake control of budge and run SBP program
monitoring the activity against KPIs
how we deploy resources to keep activities moving
consensus board
activity defined by grant
keep to timetable
get everyone's input
How do we make sure the board meets do the best we can with money in front of us and keep broader SBP community engaged
communication
putting hand up to DO?
Keeping SBP going
Quality
consensus
STRATEGIC
Required Now
GOVERNANCE
Emphasised
OPERATIONAL
Hands off Over past 18 months
VALUES DRIVEN CULTURE MEANS CORE VALUES ARE EXPERIENCED BY ALL STAKEHOLDERS IN YOUR SYSTEM
transparency
communication
generosity
DOING LEADERSHIP AS VOLUNTEERS MEANS BEING STRATEGIC ABOUT WHERE YOUR ROLE AS A BOARD MOVING FORWARD
a group of people GIVING something back
CURRENT CONDITIONS REQUIRES A BALANCED BOARD FOCUS THAT INCLUDES AN EMPHASIS ON BOTH GOVERNANCE AND STRATEGY
What is the
VISION
you hold for SBP?
BALANCE BTWN Sales of Products/Services, Philanthropy, GOV funding with minimum 3 year projects
need 3 senior positions
From 500K - 750K over next two years
to build business and grow jobs
SBP establish footprint across the region
develop self sustaining funding model that board needs to take responsibility for
to grow jobs in the region
VISION provide same level of service in Byron region to other LGAs in a way that suits them
having small SBP branches in each LGA providing mentoring and core services in those LGAs
Vincent Fairfax - maintaining Byron Region and taking out to LGAs and for SBP to become a self funding Body
Get activity in all of the LGAs
EXTERNAL IMPACT
INTERNAL SUSTAINABILITY
SBP policy is not to compete with others in market place generating work and jobs
HOLDING VISION MEANS KNOWING THE EXTERNAL IMPACT YOU WANT TO ACHIEVE AND THE INTERNAL CAPACITY NEEDED TO GET THEIR
WHAT - VALUE PROPOSITION
What can you tell me about the products & services SBP delivers?
Innovation Hub SBP manifestation in practical terms
core services mentoring to start up, small, medium sized
educational
sourdough business women
lunches
workshops
seminars
start-up services in Byron and LGAs
ideation sessions
pre accelerator sessions
industry meet ups
raising awareness for start ups and opps that are present in Byron and region
people understand what our core services are
people know who we are and what we dso
only in start up space for under a year
less known in start up space
projects in start up space
Will incubation project funding continue to support and promote start up services?
launch in Lismore and Ballina
CONNECT
To build ecosystem of entrepreneurship
EDUCATE
To grow fundamental business capabilities
RESOURCE
To provide start ups with knowledge, access and, I.P.
don't find mentoring or start up strategy clear
Don't know if it's part of a bigger strategy
The pre-accelerator will now own the incubator so it won't product under SBP - why did this happen?
Being told it's happening so never get engaged, could be disheartening
Like to understand the balance between the mentoring and the events - why do they exist and the value creation
Don't understand the baackground about mentoring
Why are we giving this away
Where was the process around selcting pre acclerator home
careful about pushing people into business models that don't make money
using more up to date tools
ARTICULATING VALUE PROPOSITION TO USERS WITH MENTORING AS SBP HALO PRODUCT
COMMUNICATING STRATEGIC CHOICES TO ALL DELIVERING SERVICES IS ESSENTIAL FOR MAINTAINING THEIR ENTHUSIASM & ENGAGEMENT
HOW - RESOURCES
What can you tell me about
GOVERNANCE
?
1 legal entity - BCC, money, accountability and gov regulation fits in this
SBP is not separate from the college
provides faith and trust in org, firm legal structure, the board of the college delegates authority to a sub committee, SBP board has people from Board on subcomittee, which meets every month which takes on recommendations of sub committee, BUT COLLEGE BOARD IS OVERALL AUTHORITY
Board members are conduit
sub committee is smooth communication flow
College board holds risk
College board holds accountablity
SBP is just brand and trading name
All legals fit in under constitution of BCC
challenge with reporting
could be mis match of skills
used to be at SCU, then NORTEC, then BCC
2018 needed to create a more formal structure to manage govt money due to reporting expectations
tension btwn reporting and what group in SBP wanted
living under auspice of college creates a set of conditions that informs decision-making
college decision making is not report making
does good governance for government reporting
BCC HOLDS FIDUCIARY RISK AND DELEGATES GOVERNANCE AND STRATEGY TO ADVISORY BOARD
What can you tell me about
STAFFING CAPACITY, full time equivalent
?
20% of the work is keeping external partners well informed, MANAGING THE PARTNERSHIP AND FUNDING PARTNERS
Reporting
Salaries are confidential - so not officially transparent
Fair rate
3.5 full time equivalent - up to 5 3 senior roles with 5 in total
need more resillience with senior people
recruitment and industry benchmark in terms of rates
who is responsible for raising funding?
if SBP was to survive, management team needed to take on seeking funding rather than board
Mark is doing fund raising
RE-DEFINING ROLES WIHTIN MANAGEMENT TEAM AND BTWN BOARD AND MANAGEMENT LAYERS
Clarifying people's roles
What can you tell me about
INFRASTRUCTURE
?
What can you tell me about how
MONEY
flows to resource operations?
SBP has its own budge that sub commitee keeps eye on
working to a set budget
have own accounting system in college
Money coming in with finance officer, if there's a funding agreement that we comply with that money, so each Sourced Funds are accounted for separately
aware of each funding doc that are funding agreements and what we are accounting for, what our milestones for and what money is meant to be spent on
Some overlap, overall college overheads, that are costed out within the project
from time to time, the college will invest in projects that aren't funded and BCC will cover it because it relates to adult learning
College - promoting and delivering adult learning - when there is overlap with SBP we can provide extra support
BALANCE BTWN Sales of Products/Services, Philanthropy, GOV funding with minimum 3 year projects
Operating Budget - 160K for core services, Fiona, Mark & Admin support
historically money needs to be matched - muiltiple orgs matching against one another
Revenue - 300K 2019, 200K for next year?
numbers?
what funding do we need
takes 15 - 18 months to convert a philanthropists
philanthropists work together
funding not revenue model - FIXED COST BASED
Would like to get to a REVENUE MODEL so we can match funds
Flinders - program for local councils - attitudinal program within the council - discrete piece of business
keep us well engaged with council
FUTURE FUNDING/REVENUE MODEL SBP at 50/50 split of recurring income and philanthropic money
ALIGNING ON A REVENUE MODEL THAT GETS THE BALANCE RIGHT BTWN FUNDING & SELF-SUFFICIENCY AND DESIGNING PRODUCTS/SERVICES AND CAPACITY TO MATCH
EXTRA
What's
WORKING
for you with SBP?
when sourdough needs college support, we provide it
colllege providing infrastructure
communication
physical location
contintued continuity of presence
business in the hub allows for learning going on
achieve setting up systems and processes
providing consistent services
building profile
mechanisms in place for SBP to be a sustainable influencer and grower of jobs
have good reputation
achieving on our promises
on a role with funding from Philanthropy and Government
become increasingly more organised
shifted from good will org to one that is well organised and structured
delvering value to market that wasn't there before
good admin hub below SBP
platform of activity
Make sure something tangiible, people are clear about accountability and next steps
program partnership with Flinders New Venture Institute
people got benefit from pre-accelerator
partnerhsip with SBP put credibility in space
engaged new ventures in start up space
nice core team with Fiona, Jackie and Peta
STRUCTURES
REPUTATION
QUALITY SERVICES
FUNDING
What's
CONSTRAINING
for you at SBP?
keeping up with the rate of change
Say no to some things
fast change with funding 12 months ago, 18 months ago we didn't know we would survive
NEED FOR A STRATEGY THAT REFLECTS CURRENT ORGANISATIONAL PHASE
try not to be too many things to too many people
be careful with reputation and fuilfilling commitments
follow up on realtionships and manage the brand, slow it down, right people in the right place
needs to be maintained and sustained
CLARITY RE TYPE AND QUANTITY OF RESOURCE
what does it need to look like
do we need to find someone else like Mark?
Maintaining relationships in region and gov and funding
how to utilise resources to keep on delivering
should have done this earlier - 3 or 4 months ago
if it's going to be sustainable
need someone to take on ownership and apply energy to take SBP forward HOW TO DO THAT
do we have the right resources to scale across the region?
what sort of resources do we need?
finding the right people is challenging
need networkers and organisers not entrepreneurs
Where resources based and what skills in those resources?
Can the college manage multiple resources?
confusing
organisation that makes mentoring focus
seems to be a training and event org
Don't think the mentoring is being sufficiently featured
Mentoring is not transparent and no story about it
mentors aren't relevant to start up space
no strategy behind decisions being made pre accelerated to sustainable valley
things that don't make sense to me around start up products and services NO STRATEGY