ORGANISATION REFERENCE: G

THE ORGANISATION
ORGANISATION DESCRIPTION:

Organisation G has been working for 22 years within a single local authority area in an area of
northern England which has experienced significant industrial decline. The organisation supports
long-term unemployed people to get into employment, working with them over as much as two
years, helping them to overcome multiple barriers such as debt and drug problems. The
organisation works with a variety of intervention partners who provide specialist services which
complement what Organisation G offers. Staff from local businesses help by acting as mentors and
running mock interviews.

WHY THE ORGANISATION APPLIED TO THE LSF

The organisations chief executive explained that they had found themselves at a crossroads.
Despite many years track record of successful service provision, they were now operating in an
increasingly challenging environment where they were a relatively small organisation competing for
contracts with many much bigger organisations. There were 7 full-time staff, down from a former
maximum of 22.

We didnt know which direction to go. We needed to take a hard look at if theres a better way to
do things, whether theres a need for the organisation or whether to merge.

The chief executive was attracted to LSF initially because of the Online Diagnostic Tool, which she
saw as a helpful way to begin to analyse the organisations strengths and weaknesses, to get a
snapshot of the situation and also some direction about what they needed to focus on. It was only
after completing the Online Diagnostic Tool that they decided to apply for funding, particularly
seeing a benefit in being able to have someone independent to come in to work with them to help
to think about what opportunities there might be, and to bring in ideas, whether something quite
new or something quite obvious.

THE LSF PROJECT

WHO WAS INVOLVED AND WHAT WERE THEIR DIFFERENT ROLES?

The organisation set up a working group for the project, on the basis that this made it possible to
involve the whole organisation. Also, this approach enabled them to draw in a variety of views.

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There was considerable thought at the outset about who to include, based on what skills might be
needed to complete the project successfully. They were careful to think about how each persons
role would fit into the bigger picture for the organisation, and how they would all work together.

The working group was led by the chief executive and comprised the operations manager, the Chair
of the Board, a trustee with particularly relevant expertise, the two advisors and a contractor
providing marketing and communications support to the project. The working group members were
tasked with updating the organisations staff and trustees on the projects progress.

WHAT WAS THE LSF FUNDED PROJECT AIMING TO DO?

The working group began the project in May 2016. The project comprised a number of linked
elements:
Market research to learn about how stakeholders perceived the organisation, including
partner organisations and their clients. This was completed early on and the working group
found its findings revealing and very useful.
Mapping of other organisations providing similar services, to understand the wider market.
This was completed at an early stage, and the chief executive commented, I didnt realise
there were so many, it was a bit of an eye-opener.
Design and implementation of a new website with the aim of providing something more
client focussed. This is now live and staff were trained in how to update material
themselves.
Analysis about how to provide a more targeted offer with the organisations own USP and
analysis of the business development opportunities, so that the organisation could stand
out amongst the competition and focus its efforts on the most likely markets. The advisors
supported the chief executive to turn the findings into an offer suitable for submission to
commissioners, and continued to provide support when the chief executive began meetings
with commissioners.
A financial review to understand what would be needed in future and how this might work.
Initial thinking led the organisation to consider the target of doubling turnover from what it
was at the start of the LSF project, and expanding its geographical operating area.

ASPIRATIONS FOR THE LSF PROJECT WHAT SUCCESS WILL LOOK

LIKE IN 6 MONTHS, 12 MONTHS AND 5 YEARS

At the start of the project, the organisation considered what things would be like if their LSF project
was successful. Summarising the variety of responses from the steering group, there was a clear

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message that above all, success of this project would mean that the organisation stays in business,
is bigger and better than ever, and is delivering a better service for its clients, with the clients at its
core.

The key successes listed by the working group include:

That the organisation is still in business!
Profitability
Bigger and a wider network for delivery
Improved staff morale
Delivering better services
Reduced unemployment

Partway through the At the end of the After 5 years Who for?
project funded project
A clear sustainability A Plan B in case its Organisation at a The organisation.
plan in place, with not possible to make sustainable size, i.e. The clients.
signs that it is the organisation two or three times the
beginning to work, sustainable on its current size.
with a defined own.
process.
Improved staff morale
Better partner Strong partnership
relationships, model
supporting mutual
sustainability.
Learning achieved A wider The whole sector, but
about how understanding of especially smaller and
organisations can organisational medium sized
promote their own sustainability independent
sustainability organisations.
Clarity about what Sufficient reserves The organisation.
profitability is and The clients.
how you can achieve
it.
A targeted offer for Better services for Lower unemployment The clients.
health and young clients, shaped by in the region
people research and clients
work.
Clients involved in the Clients contributing to Organisation has an The clients.
changes. organisational open mind about
direction. what client need is
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 Partway through the At the end of the After 5 years Who for?
project funded project
and how best to meet
this need

PARTWAY THROUGH THE PROJECT

Several months into the delivery of the project, the organisation felt that they had achieved the
following successes:
* There was now a clear focus on the strategy for the organisation, i.e. supporting people into
employment through two particular strands of activity - health and wellbeing, and young people.
* There was a good business development process in place, making sure that decisions were
based on whether the work fits clearly with their newly focussed strategy.
* The Chief Executive felt that time was being better used, as were not trying to bid for
everything.
* The Chief Executive and Head of Operations roles were better defined, so there was no longer
any duplication of effort.
* The service offer related to health and wellbeing, and young people, was well defined and
explained better what the organisation is trying to achieve. Also there was material ready to use as
a basis for bids and in development discussions with partners.
* Staff were contributing more ideas, some of which were being taken on board.
* The organisation had secured two more funded projects: a new health-related one running for
three years, and continuation of a young peoples related project for one year. Also, it had taken on
the hosting role for a Young Carers service.
* A new trustee, with highly relevant marketing skills, joined the board.

They were particularly proud of the very open and honest process which they believed stemmed
from their willingness to think about change, even though there were challenges. They felt that a
methodical approach had served them well. Also, there was pride about the personal journeys for
the Chief Executive and others, which had involved grasping some difficult nettles, making
decisions and consequent changes, and working in new ways. Its changed my way of working; as a
person its made me feel more confident, more brave. Ive got more skills than I ever had to
negotiate. Personally and professionally Ive gained masses.

They were then intending to focus on further developing the organisations capacity, resources and
skills for business development, including trialling a new part-time business development role.
There was also planned work originally unforeseen to review organisational governance to fit
the new strategy, aiming to bring in new blood to the trustee board whilst keeping the spirit and

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collective memory of the organisation. They noted that the organisation was now more attractive
to prospective trustees, which they describe as a subtle, but really important change.

AT THE END OF THE LSF PROJECT

Having now come to the end of the LSF funded project, the organisations feels that they have
achieved the following successes:
The Board of trustees has been refreshed, with two new trustees bringing in valuable skills
around marketing and human resources, which has noticeably increased the organisations
capacity. Additionally, the trustee with a marketing and comms role has allocated one
day/week of his own organisations staff time to provide voluntary comms support,
including tweets, website material, press releases and help with the annual report.
Capacity has been added to the staffing through allocating budget to a trial for a business
development post. Although it is too soon to know whether this will bear fruit in terms of
increasing income, the postholder has helped to increase the quality of the organisations
funding bids, as well as freeing up senior management time for other work.
The organisations profile with commissioners, funders and potential partners has
increased.
Staff numbers have increased from seven to 17, which is a reflection of the organisations
increased level of activity. Also, staff morale has improved and the organisation feels
stronger and more confident. As the Chief Executive said, Now we have a focus, we know
what direction were going in. We have a better sense of identity. We have developed staff
along the way, so we are more self-reliant and there is better succession planning.
There are now systems in place which enable staff to know which of their activities are
profitable, and what the organisations core costs are. As a result, the chief executive
understands much better how much business needs to be in the pipeline and coming in
through the door.
The organisation has retained its ISO90001 standard, which they see as vital for contract
bidding purposes, as it demonstrates their continuous improvement.
The organisation has achieved a Better Health at Work Bronze Award. The process for
gaining this has helped improve team health and wellbeing, but an unexpected outcome
was raised awareness for the organisation with their Local Authority as a result of receiving
the certificate at an awards ceremony at the Town Hall.
The chief executive was invited to speak at a Virgin Money Federation conference, helping
to raise the organisations profile further.

The project lead considered what these successes have meant for different stakeholders at
different stages of the project.

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For me For the organisation For clients For the sector

A SHORT TIME INTO THE PROJECT

A confidence boost We have recognised More of an evidence Discussions beginning
that were headed in our organisations base about client with partners about
the right direction USP, leading us to need. collaborative working.
defining a specialised
offer.
Feeling challenged, A more commercial Not much yet.
supportively and outlook.
positively
A new perspective. Clients have been
positive about being
asked their views.
Things we havent
thought about.
Clearer priorities.
It helps to step back
and reflect.
A stronger offer.
A clearer view of the
future of the
organisation the
strategy and the core
business.
More understanding
about the skills gaps
in the organisation.

PARTWAY THROUGH THE PROJECT

Feeling more Building stronger New projects in place,
confident to discuss relationships with and others in the
the organisations partners because of pipeline.
service offer with being clearer about
commissioners. the organisations
focus and being more
selective about
potential partners.
Feeling more Confidence to seek Admin/reception staff
optimistic about the geographical member in place,
future, having expansion, resulting in offering a proper
renewed energy. a recent partnership welcome to the
bid for a Job Club trial clients, made
in a neighbouring possible because of
local authority area. the organisations
increase in turnover.

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 For me For the organisation For clients For the sector

The organisation is
engaging in a more
meaningful way with
clients about the
services.
AT THE END OF THE PROJECT
Gained a lot of skills Weve got the ability The organisation is The chief executive
and confidence. to make rational, more focussed on the has shared their
planned decisions. needs of the clients, learning through local
but there is more still networks and
to do. seminars.
Now has the capacity
to focus on the long-
term.
Now sees new ways of
doing things.

Reflecting on their achievements, they think that there were some things that really helped them:
The external perspectives brought by the two consultants, and the motivation that they
created to ensure that the project was very action-focussed.
The two different, but equally valuable, skillsets of the two consultants, and their ability to
work together well.
The communication about the project through the whole organisation; a team approach
which brought people along with the changes (although this was not always easy).
The opportunity to learn from another organisation in the same sector supported by LSF.

Was there anything that hindered what they could achieve?

There was nothing in particular that they felt had hindered their work with the LSF project.
Although two senior team members experienced time off on long-term sick leave, the project and
organisation had coped because of the extra work and skills provided by trustees.

THEIR ASPIRATIONS FOR LONG-TERM SUSTAINABILITY

The LSF programme is fundamentally about helping organisations to improve their long-term
sustainability. Having now completed their LSF project, the organisation is now feeling much more
confident than before. The chief executive explained how they had learnt enormously from the
project, and that they now have clear direction and the capacity to focus on the most important
aspects of the business.

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They note that although everyone is experiencing difficult times financially, they have opened their
minds to considering different operating models such as co-locating with other organisations, co-
working and even the possibility of merging. The chief executive is still concerned about the long-
term financial sustainability of the organisation, but said Were in a better position than we were,
as we have more in the pipeline. We have got applications in and new partnerships. We might have
had to wind the organisation down, we were limping along. Now I feel more positive, although the
finances are still tight.

In future, the organisation will be reviewing the business development post, with a view to
continuing to fund it if it is proving to be value for money. They intend to do more to engage their
service users, in order to help direct their future work and to improve the services they offer.

The organisation attributes much of their success to LSF, in particular because of the way that it has
helped the organisation to think and work differently. They found it helpful that they remained in
control (rather than the funder), and that they were able to decide how to deliver the project and
were left to get on with it. Also, they found that the evaluation helped them to keep on thinking
about what they were doing and what they were achieving.

THEIR EXPERIENCE OF THE LSF PROGRAMME

GETTING STARTED WITH LSF

Organisation G are worked with two advisors; one chosen for his specialist knowledge of the
welfare to work sector, the other for his business development skills, including his understanding of
small enterprises. Both were known to the organisation, one by reputation only and the other had
worked with them before. The local business providing voluntary input also already had
connections with the organisation, as one of its staff members was on the organisations board of
trustees. It is a marine industry consultancy, contributing its expertise in business development and
quality processes. All of these relationships are worked well and as intended. The two advisors
provided concrete outputs, such as the competition mapping and the stakeholder perception
research, but also provided ongoing and active facilitation of the project. This enabled the working
group to define a focus for the organisation moving forwards, i.e. health, and young people.

The Online Diagnostic Tool was said to have been vital, in terms of identifying the need for the
project and in giving it direction. The chief executive and board of trustees looked at the
recommendations and realised that there was room for improvement across lots of the areas.
However, the chief executive noted that it wasnt easy to turn this analysis into the grant

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application, even though the form was well set out and made it possible to provide a logical flow of
information.

The process was undoubtedly challenging, requiring staff and trustees to make honest reviews of
their organisation, what it does and how it works.

Its taken us out of our comfort zone and laid us bare.its positive and excitingits been a reality
checka bit frighteningbut Im now feeling quite enthusiastic for the future.open to all
possibilities.

PARTWAY THROUGH THE LSF PROJECT

At this stage, they felt that delivery of the project had gone much better than expected, with
positive changes already experienced that had not been anticipated so rapidly or to this extent.
* The organisations turnover had doubled, and the number of staff increased from seven to
fifteen.
* In financial terms, the organisations future was now secure to June 2018; previously, this had
been no more than a year ahead.
* There were new financial systems in place, so that all the projects were now contributing to the
organisation overheads.

The Chief Executive noted that it hadnt all been plain sailing. Not all staff engaged strongly to begin
with, although by this point, all staff and trustees were supportive of the project. The helpful role of
the business consultants was noted, in terms of how they had helped to keep the project team
focussed, challenged them and kept the momentum going.

NOW AT THE END OF THE PROJECT

Looking back over the whole period of the LSF funding, the project lead reflected that delivery had
had its difficult points, but worked out well.

With the benefit of hindsight, they think that they got the design of their project about right. They
felt that it had served them well to have two advisors, with their different skillsets and networks.
The project has raised some uncertainties, but at the same time, has offered new opportunities,
and the over-riding feeling is that the organisation is in a better place now.

IN TERMS OF HOW LSF WORKS, WE REALLY LIKE

Having been able to choose our own advisors, so that we can work with people who already
know our organisation, our context and our region, and so dont have such a steep learning
curve and can be productive much more quickly. Also, we could choose the people that we
felt gave best value.

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 The flexibility of the programme, which is less prescriptive about how you use the money
than some other grant programmes.
The title of the programme, so that there is no doubt what its about.

BUT WE THINK IT WOULD BE BETTER IF

There was also a pool of advisors to choose from if you wanted, so that there was an
opportunity to find people with other skills and knowledge who you dont already know
about.
It was possible to leave about 30% of the grant money unallocated until partway through
the project, so that you could resource actions that may come out of the early stages of the
work but which you dont know about at the initial planning stages.
It was possible to share experiences with other grant recipients and learn from them right
from the beginning of the project, e.g. through quarterly regional networking meetings.
Its possible to have a list of all other grant recipients, with their contact details and some
basic information about their projects, to allow pro-active networking and buddying. In
particular, we would like to be able to share our experiences of being a service delivery
organisation which is a sub-contractor/second tier deliverer to a prime supplier.
All payments from the funder were made promptly, to avoid any issues with paying invoices
from contractors.

IN ONE SHORT PHRASE, OUR EXPERIENCE OF LSF PARTWAY THROUGH WAS

.An extremely useful project for our organisation, which has been conducted in a structured and
professional way.

Challenging, positive, good progress and teamwork vital.

. That extra resources provide time and expertise to plan clearly for the future.

Ok, inconspicuous.

.The ability to be open whilst exploring the issues in a flexible environment.

.Generally good.

AND NOW THAT WEVE REACHED THE END, WED SUM UP OUR EXPERIENCE OF LSF AS
Challenging, a rollercoaster, positive.

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LEARNING

LEARNING FROM THE EARLY DAYS

Working group members talked of taking a more co-ordinated and planned approach, rather than
following the temptation to follow the funding. Related to this, they noted that there was more
thinking within the organisation about what the organisation is there for, making them more aware
of the risks of mission drift.

Also, there was more focus on how to be profitable, so that the organisation is in a position to be
able to carry on its work.

LEARNING FROM PARTWAY THROUGH THE PROJECT

The Chief Executive noted how important it had been to pick the right advisors; meeting them
before engaging them had been vital to find out whether they would be the right fit and to probe to
find out what skills they had to offer. The choice to work with two advisors has been beneficial, as
they have brought complementary skillsets to the process and could play to their own strengths.

Reflecting on the process, involving the whole organisation had been important, as the project
relates to the whole organisation. Listening to what staff had to say was also said to have been very
beneficial to the process and its outcomes. The trustees involvement was very important in terms
of supporting the Chief Executive.

KEY LESSONS REFLECTING BACK NOW FROM THE END OF THE PROJECT
The lessons that the organisation picks out to pass on to others are:
Bring your team along with you; keep communicating.
Be clear about the time investment needed, especially by the leadership.
Make sure you select your consultants carefully.
Be realistic about the future.

THE MOST IMPORTANT LESSONS THAT THEYWOULD LIKE OTHER ORGANISATIONS IN A SIMILAR
POSITION TO US TO THINK ABOUT IS
.You need to think about what your ultimate goal is. Pick your advisors and partners well, so
theyre aligned with what youre trying to achieve. Keep your staff and trustees involved so they
know whats going well.

.Use a group approach and use evidence.

.Their approach to understanding what makes a contract profitable.

.Be open to critical suggestion.

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.Set aside some time to think about the future, and then share your ideas with others.

.What you want to achieve, who will benefit. Make sure all stakeholders are on board. Get
external support.

.Be prepared for and embrace change, but dont throw away whats good.

.You have to be a bit brave about it.

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