Business planning for housing organisation

Background: This association is responsible for rent collection management and service delivery on an estate of 15,000 homes in central London. Several changes in senior management, governance difficulties plus other issues, had left the organisation in crisis. I was asked to help develop a business plan that would take them out of this crisis and help them to improve.

Results: Starting with the chair and the chief executive I conducted a series of interviews with key people in management and governance. A consultation and planning process was introduced. This ensured key people felt they had an opportunity to be heard and involved in developing the plan.

I facilitated a number of meetings at which people were given the opportunity to express strongly held views. Some of the constraints and issues facing the organisation were openly discussed.

The process led to the development of a business plan that gives the organisation a clear direction. In addition it will help them communicate better with stakeholders leading to their cooperation with the organisation’s future operation.

Evaluating social enterprises in a local authority region

Background: The economic development department of a county council wanted a better understanding of social enterprises. Among other things, the council wanted to understand the contribution social enterprises make to the county’s economy. It also wanted to establish how well business support organisations in the county were meeting their needs.

Results: I built a long list of organisations that could be classed as social enterprises using a combination of desk and field research.

Working closely with the client I developed a survey that made it easy for respondents to provide the data we needed. I also made it clear how completing the survey would benefit them long-term.

Email, telephone and paper-based surveys ensured all those canvassed were given maximum opportunity to reply.

This approach led to a high response rate. The results of the survey were used to compile a report that indicated the size, make-up and value of the sector to the economy of the region.

Reorganising department in business support agency

Reorganisation and periods of transformation mean competing demands for permanent directors and managers.  However, time and skillful management still needs to be devoted to these areas.  With a clearly defined remit and role an interim manager can focus solely on these issues.

Background: The client was one of the largest publicly funded business support agencies in Europe. It was undergoing a period of substantial transformation as its service providing contract moved to the private sector.

I was asked to rebuild and manage a team that was responsible for an important and highly visible part of the business.

I needed to ensure the service was maintained, as well as improved, through the transition.

Results: I stepped in as an interim manager working full-time in the business for six months.  I assumed operational responsibility for delivery of services and meeting targets.

I have a great deal of experience with enterprise support and delivery of services to small businesses and social enterprises. This meant I was able to quickly identify priorities and agree responsibilities with the team.

Drawing on my line-management expertise, and with several personnel changes, I created a cooperative team-based culture.  Performance targets were met or exceeded. The department was left in a strong position to play a bigger role in the new organisation.