2018 - 2020 Strategic Plan - CoAct Employment...CoAct Strategic Plan 2018 - 2020 4 Who we are...

2018 - 2020 Strategic Plan

CoAct Strategic Plan 2018 - 2020

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Foreword

CoAct was born as a response to a dramatic shift to outsource the delivery of employment services. Now, in its 20th year of operation, CoAct is faced with comparable seismic shifts in the sectors in which we operate.

The Government outsourcing of ‘managed markets’ is changing. The policy settings which included guaranteed market share secured at competitive procurement, with limited opportunity for growth, framed with highly prescriptive service requirements, are being replaced. In the future, we can expect our services to be exposed to the tensions of true open markets, driven by customer choice and control, demanding increased effectiveness, with funding models biased towards sustained employment outcomes.

These changes represent the most dramatic shift in CoAct’s operating environment since its inception and require a bold strategic response to not only remain relevant but to thrive in these new settings.

Opportunities to expand our impact will exist outside of the traditional Government Employment Services settings, however, to access these opportunities CoAct will be required to develop large-scale, enduring relationships with employers and community partners. National partners working in niche settings will open exciting new opportunities for individuals experiencing significant disadvantage, poorly serviced by mainstream programs. Developing the analytical capabilities to articulate measurable benefits to Government and partners in terms of lifetime savings and productivity gains will be critical to clearly demonstrate value for money in this new, impact-investment environment.

The achievements of the 2014-17 Strategic Plan position CoAct to tackle these challenges confidently. The launch of our new customer-facing brand, CoAct, brings colour and vibrancy to our network and the many stories of impact. Over the past three years we have strengthened the organisation by diversifying the breadth of program services delivered nationally, driving improved financial results on the back of an unrelenting focus on performance improvement across all programs, whilst building a robust compliance and assurance model equal to the best in the sector. At the same time, the organisation has modernised its governance model by introducing greater independence and stability.

To be successful in the future, CoAct will need to invest in new capabilities, technologies and service effectiveness strategies to drive exceptional results in the programs we deliver. Collaboration will remain central to our existence as we look to build enduring partnerships based on deep-shared value that will amplify our impact with individuals and the communities in which we operate.

We are confident the CoAct 2018-2020 Strategic Plan will build on the work completed to date and continue the rich tradition of CoAct delivering an innovative, highly effective, community-driven response to activate the communities in which we live.

Jenni Mack Chairman

Matt Little Chief Executive Officer


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Who we are . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Brian’s story . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Our Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

What Drives Us . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Cody’s Story . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Critical Success Factors . . . . . . . . . . . . . . . . . . . . . . . . 11

Critical Success Factor 1 . . . . . . . . . . . . . . . . . . . . . . . 13

Valey Sweep Success Story . . . . . . . . . . . . . . . . . . 14

Critical Success Factor 2 . . . . . . . . . . . . . . . . . . . . . . 15

Service Excellence . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Critical Success Factor 3 . . . . . . . . . . . . . . . . . . . . . . . 18

Contents


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Who we are

CoAct started out in 1997 (Job Futures Ltd) in response to a dramatic shift in the way community services were delivered in Australia. It was a time when the delivery of public employment programs was outsourced, creating a competitive rather than collaborative environment. Private, community-based and public sector providers began competing against each other for government contracts to deliver employment services.

Our founding Service Partners recognised the best chance of success for community-based providers in this new environment was to combine forces and tender collaboratively as a single provider. So we developed the first ‘social franchise’ of its kind in Australia, where the Service Partners own the parent company.

| WHO WE ARE

Some of the Job Seekers from across Australia

we have worked with to find employment

and change their story. See more here:

www.changethestory.com.au

http://www.changethestory.com.au


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Our Model TodayWhile our model has matured since inception to respond to the changing environment in which we operate, our core remains unchanged. Our belief that a community-directed response delivers the best results is enabled by our network of community-embedded Service Partners, providing high-impact, localised services on the ground.

What has changed is that this foundation is powered by CoAct, a sophisticated network manager, providing leadership in the delivery of consistent, quality services, ensuring Service Partners are well supported and performing.

Our Supports CoAct supports its Service Partners by delivering services through:

• A comprehensive suite of program supports and tools to exceed performance and compliance frameworks

• Shared business services, such as tender writing, performance, compliance and contract management

• Client acquisition and marketing services such as design, print, digital and PR

• Identifying and procuring new business opportunities

• Initiating, monitoring and sharing innovative pilot programs

• Facilitating collaborations for new network partners

• Sector research and development informing strategic direction

• Advocating with government to inform policy

Our QualityThe CoAct network continues to maintain robust integrity in its model by achieving Organisational Quality Assurance under ISO-9001:2015 and being certified against the National Standards for Disability Services (NSDS) and the Quality Assurance Framework (QAF) for our jobactive contract. In addition CoAct is working towards IRAP accreditation (by mid-2018) for Commonwealth Government program provision.

Sarah at work in the Youth Projects Café located in Melbourne as part of the Transition to Work program.

| WHO WE ARE


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CHESS Employment, one of CoAct’s Service Partners, is a not-for-profit organisation supporting people across the Mid North Coast and Clarence Valley communities. This is a beautiful story about how Brian turned his life around...

Brian’s employment journey has been supported by CHESS Employment - an organisation dedicated to guiding vulnerable members of the local community towards social inclusion and participation.

As a young man, CHESS supported Brian build the skills and confidence to find a job where he could start giving back to his community.

He now works as an Employment Consultant and Aboriginal Outreach Officer at CHESS - a job where he is now helping other young Indigenous people in his community achieve a strong life and better future.

Please view the full story here: www.changethestory.com.au

| EVERYONE HAS A STORY

Brian’sStory


http://www.changethestory.com.au/films/chess


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CoAct is the critical collaborator, performance driver and leader who can effectively and innovatively aggregate the resources of Government, business and quality Service Partners to target complex social issues and opportunities within local communities and disadvantaged groups.

CoAct - Service integrity, performance, collaboration and innovation

CoAct - National capacity, local service delivery

CoAct - Power of many

Our Vision


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Whatdrives

usWe believe that sustained employment transforms livesCoAct was formed to assist the most vulnerable in our communities to successfully move out of poverty and disadvantage by developing their supports, capabilities and securing sustainable employment.

We work with employers, partners and all who share our passionWhile our purpose remains true to this day, we know our effectiveness is amplified when we collaborate with committed Service Partners and build relationships founded on deep, shared value.

Our Purpose

Our Means

| WHAT DRIVES US


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Leadership The courage to shape a better future

Collaboration We believe in the ‘power of many’

Creativity Challenging ourselves to innovate by always thinking differently

Respect We value all those we work with and the contribution they make

Integrity The confidence to act fairly, ethically and openly in all that we do

Our Values Our Behaviours


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Cody’sStory

How we worked

with Cody

to provide support

and help him

change his story.


Since 1978, IMPACT Community Services, a CoAct Service Partner, has offered programs that help all individuals to live, grow and prosper in ways they never expected. They offer a diverse mix of community services under a unique wrap-around support model that encapsulates support and health services, training, volunteer programs, employment services and social enterprises. This is a story about how they helped Cody take control of his destiny.

Cody’s journey to successful employment and greater independence has been supported by IMPACT Community Services.

Through its holistic services, IMPACT has supported Cody build new skills, get training certificates and licenses, improve his job presentation and build his confidence to maintain a job.

His current employer New iMage Laundry is an IMPACT Social Enterprise.

Please view the full story here: www.changethestory.com.au


http://www.changethestory.com.au/films/impact-community-services


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The CoAct Strategic Plan 2018-2020 is founded on 3 high-level critical success factors supported by a set of specific strategies.

Success in achieving our goals in this plan will be in a large part reliant on investment in 3 key enablers that support our strategic intent.

| CRITICAL SUCCESS FACTORS

Critical Success Factors


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Deliver Exceptional Results

1.1 Customer service experience that embraces increased choice and control

1.2 Customer acquisition and retention strategies that leverage and showcase network impact

1.3 Strategic program advice that drives outstanding results

1.4 Service models and technology that support exceptional outcomes

1.5 Workforce capability that secures greater opportunities

Create Enduring Partnerships

2.1 Targeted recruitment solutions for large employer partners

2.2 Community-based initiatives that leverage local employer connections

2.3 Partner loyalty through quality service, impact and recognition

2.4 Broader partnerships that benefit from our network expertise

Build Deep Shared Value

3.1 Service models that enable performance and viability

3.2 Develop national capability in strategically important markets

3.3 Incubate opportunities that deliver network growth

3.4 Reduced network costs through program diversity, increased scale and shared services

3.5 Agile network structure and governance that leads strategy

3.6 Network support environment that values our people and their contribution by investing in leadership, expertise and new technologies

Enablers Develop highly skilled and effective workforce

Effectively leverage technology to transform the service experience

Commit to a consistent service promise

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Rosa’s story: www.changethestory.com.au

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http://www.changethestory.com.au/films/multiple-sclerosis-ms


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Critical Success Factor 1

Deliver Exceptional Results

CoAct believes that securing sustainable employment can transform lives. We are driven by the impact this has on the individuals we assist, their families and the communities in which we live. This passion energises our actions in everything we do.

It is because of this passion that we strive to achieve the very best results, especially for the most vulnerable and disadvantaged in our communities. People that for whatever reason have been left behind in society, isolated from the social fabric that binds their communities.

This work can be challenging; often significant social and personal barriers hinder individual achievement. Increasingly, those experiencing significant disadvantage are being left behind, not receiving the intense service they require from the mainstream programs. Our role is to work tirelessly to find the solutions needed to create a new future for these individuals.

Delivering exceptional results in all our programs over the next 3 years will require CoAct to be deliberate in the application of its strategic intent, and the investment in its capabilities and technologies.

Designing services that entice customers to choose CoAct based on our reputation for quality services that deliver real outcomes will be critical for our future success.

To achieve this end, the CoAct network has embraced the change in our environment and committed to acting with one shared service promise and quality focus.

Strategies:

1.1 Customer service experience that embraces increased choice and control

1.2 Customer acquisition and retention strategies that leverage and showcase network impact

1.3 Strategic program advice that drives outstanding results

1.4 Service models and technology that support exceptional outcomes

1.5 Workforce capability that secures greater opportunities

Measures of success include:

• Industry-leading results for the most disadvantaged job seekers

• Exceptional levels of customer satisfaction

• High network integrity

• Client acquisition and retention expertise



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In 2015, Valley Sweep was recognised as the National Employment Services Australia (NESA) National Employer of the Year for its work with CoAct Service Partner, Workways, employing disadvantaged Australians.

Thirteen years ago, Valley Sweep owner Tony Zakic was a client of Workways after

being made redundant. After taking out a loan to buy a street sweeping truck, Tony started Valley Sweep. As his business grew, Tony came to Workways to get assistance to find staff as he was willing to give people who had been unemployed or faced barriers a go.

Valley Sweep Story


“If they are prepared to have a crack, we will give them an opportunity.” Tony Zakic, Owner, Valley Sweep

Please view the full story here: https://www.youtube.com/watch?v=oASvyGx-_9w

Embedded Employer

Partnerships

https://www.youtube.com/watch?v=oASvyGx-_9w


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Collaboration is at the heart of CoAct’s existence. Working together with shared values to achieve common goals is just as relevant today as it was when we started in 1997.

For collaboration to be truly successful, it requires trust between the partners to put self-interest aside and to commit their individual expertise and value to the achievement of shared goals.

The increased effectiveness needed to achieve the exceptional results we crave requires CoAct to amplify our results through the creation and leveraging of deep, enduring partnerships.

CoAct will utilise its core capabilities developed over its 20 years existence to create mutually- beneficial partnerships with large, multi-regional employers to provide solutions to meet their workforce development challenges. At the same time, creating new, innovative solutions to leverage our community employer connections will increase the effectiveness of our local services.

CoAct will seek to replicate our highly effective services with new partners where our expertise adds new value to these complementary sectors. By demonstrating our effectiveness in

achieving exceptional results in the programs in which we operate, CoAct intends to seek out new partnership opportunities that benefit from the innovation and network expertise we bring.

Strategies:

2.1 Targeted recruitment solutions for large employer partners

2.2 Community-based initiatives that leverage local employer connections

2.3 Partner loyalty through quality service, impact and recognition

2.4 Broader partnerships that benefit from our network expertise


• Employer diversity partner of choice

• Successfully scaling demand-led partnerships

• Successful local employer initiatives

• Embed our expertise with partnerships in complementary sectors

Create Enduring Partnerships


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Service Excellence

Our employment consultants leading the way

| SERVICE EXCELLENCE

We are proud that the work of CoAct and our Service Partners has been recognised by the leading industry body at the prestigious National Employment Services Australia (NESA) Awards for Excellence, as well as several other highly regarded industry award ceremonies.

A testament to the consistent performance and amazing talent being developed within our network, over the last three years, CoAct Service Partners have received several awards along with multiple nominations shortlisted.

The NESA Awards for Excellence are a symbol of the strength and resilience that it takes to

face incredible hurdles to gain employment, and the persistent hard work of Employment Consultants and employers who support job seekers on their journey.

These award winners are a fantastic example of the kind of people that you will encounter in the CoAct network – passionate, driven and always thinking outside the box.

We congratulate our Service Partners and their Employment Consultants for their achievements and tireless work, going above and beyond to help people towards a better life.

Tina West of Community Solutions (Proserpine) – 2017 Finalist, NESA Excellence in Indigenous Employment Award (other Community Solutions finalists Kim Clegg and Lesley England not pictured)

Casey Dickinson, Community Solutions - 2017 Winner, NESA Rising Star Award


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2017

Winner NESA Rising Star Award Casey Dickinson, Community Solutions

Winner NESA Innovation in Disability Employment Team Award IMPACT Community Services

Finalist NESA Excellence in Indigenous Employment Award Tina West, Kim Clegg and Lesley England, Community Solutions (Proserpine)

Finalist NESA Innovation in Disability Employment Team Award SSI (Settlement Services International) 2016 Winner NESA Employment Consultant of the Year Award Penelope Weatherall, Open Minds

Winner Australian Long-Term Unemployment Conference, Youth Employment Award Youth Projects

Winner Australian Long-Term Unemployment Conference, Indigenous Employment Award BUSY At Work

Finalist NESA Employment Consultant of the Year Award Mel Pilgram, Workways (Robina)

Finalist NESA Innovation in Disability Employment Award Endeavour Foundation

Finalist NESA Champion Employer of the Year Award Taylor Made and Workways (Cairns)

Finalist Social Enterprise Awards, One to Watch Award The Staples Bag, an initiative of SSI 2015 Winner NESA Champion Employer of the Year Award Valley Sweep and Workways

Finalist NESA Employment Consultant of the Year Award Paul Singh, ACSO

| SERVICE EXCELLENCE

Tanya O’Shea, CEO, IMPACT Community Services –2017 Winner, NESA Innovation In Disability Employment Award

Andrew Donne, CEO, Endeavour Foundation – 2016 Finalist, NESA Innovation In Disability Employment Award

Valley Sweep and Workways – 2015 Winner, NESA Champion Employer of the Year Award

Congratulating our Service Partners


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Shared value is the cornerstone of the CoAct model.

CoAct powers our collaborative model by thinking deeply about the best way to deliver maximum impact. Attributing clear lines of accountability and supporting local service delivery with a comprehensive suite of tools and supports is a proven model for success.

As our operating environment changes and the pressures on sustainability increase due to the rising cost of delivery, our partners are requiring CoAct to further develop new, highly-valued shared services.

The environment shifts in existing programs and new future opportunities will require our service models to find even greater efficiency and effectiveness if we are to thrive.

This environment change also presents incredible opportunity for new, innovative solutions. Open markets will require a new approach to our client acquisition and retention efforts with aggregation of investment likely to magnify our impact.

Likewise, we aim to increase the value provided to our committed Service Partners with the development of new initiatives that look to replicate successful innovation pilots across our service footprint.

CoAct’s role to identify and secure new funding opportunities that enable the delivery of our purpose is as relevant as ever. To continue to be successful, CoAct will require greater agility to

structure our model in the most effective way to achieve growth, based on the exceptional results to which we aspire.

Strategies:

3.1 Service models that enable performance and viability

3.2 Develop national capability in strategically important markets

3.3 Incubate opportunities that deliver network growth

3.4 Reduced network costs through program diversity, increased scale and shared services

3.5 Agile network structure and governance that leads strategy

3.6 Network support environment that values our people and their contribution by investing in leadership, expertise and new technologies


• Sustainable Service Partner service model

• Growth in partner program opportunity

• Agile network structures to thrive in complexity

• Embedded brand, acquisition and retention strategy

• Service Partner satisfaction

• Highly-valued shared services offering



Build Deep Shared Value


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CoAct National Office

Level 30, 477 Pitt Street Sydney NSW 2000

Telephone 1800 078 233 Email [email protected]

coact.org.au

mailto:mail%40coact.org.au?subject=

http://www.coact.org.au

2018 - 2020 Strategic Plan - CoAct Employment...CoAct Strategic Plan 2018 - 2020 4 Who we are...

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