#AFNC17

AssociationsForumPtyLtd"Bringingassociationstogethertoboostperformance"

• LEARNINGLAB 4.40pm• 4ERevenueStreamsandInvestmentsforSustainability• StephenTait• DirectorofStrategyandProjects,RandwickWaverlyCommunityTransport• MemberoftheBusinessAdvisoryCouncilandInvestmentCommitteeTrusteesoftheSistersofStJosephoftheSacredHeart• DirectorSydneyHealthCommunityNetwork(SHCN)• Director ZimbabweSports&EducationFund(ZimSEF)• FormerChairmanJPMorganAustraliaSuperannuationFundLtd

Future-ProofingYourAssociation

TurnitintoaCompanyLimited

Turnthebeataround

PlanC,whichhasthreeelements:winning,tacklingandthefuture...“WTF”.• Schumpeter• HowtoTrump-proofyourcompany

• TOOURmanagementteam:WhenIlefttheWhiteHouseyesterday,afteranothertwo-hourround-tablewiththepresident,Iknewinmygutthatitwastimetoputinplace“planC”forthisgreatcompany.Theboxer,MikeTyson,hadapointwhenhesaid“everyonehasaplanuntiltheygetpunchedinthemouth.”ButsodidWinstonChurchillwhenheobservedthat“plansareoflittleimportance,butplanningisessential.”

CollaborationforSocialImpact

• Credit:UNSWUWACentreforSocialimpactandUniSA• ChallengetoSustainability:CCSPtransitiontoNDISover2years

Operation OldSchoolModel CollaborativeApproach

Transportin MultiSocialserviceModel

M&A–TakeoverStakeholder AccruedSurplus

ShareStrengths– costefficiencies

DisabilityTransport – HiandLowcostneighbours

BringtheclienttodaycareOwnclientrelationship

RecogniseNDIA strengthsHarvestcashflowfromNDIA

TfNSWContractsforCHSP 90NSWCTOperationsWhynot30in3years?

TransportisaBookingServiceSharecosts &Collaborate

Superannuation 1998650Funds,replicatedgovernanceandadmin

2016nowconsolidatedto 80Boardsnearly3Trillion GetBig!

PlanCthenAdapt• GovernanceistheKeyStrategyandExecution- adapt• CaseStudy:Newbody.NeedMissionandObjective

• NocashatBank:NofundingstreamtooffsetexpenseliabilityDirector'sdutytopreventinsolventtradingbycompany• Strategy- BusinessPlanandStrategyWorkingGroupBoardskillset–Skillaudit-• PlanFunding:ApplyforGrants,seekFundingfromStakeholderIntroduceMembershipfeestoaccessvaluepropositionDevelopKeyAwardsProgramtobuildbrandawardexcellenceinfield

• RegisterasCharityACNCPBIandDGRstatusapplication:

CaseStudy2- ClientCare(oristhatRevenue?)CommunityTransportisakeyenablerinNDISandAgedCareSustainability:• TransitionRisk:govtmodelsmovetoclientdirectedcaremodel• Strategy:identifycriticalsuccessfactorforsustainabilitye.g.attendconferences,research,collaborate- ledtodepot,accreditation–“speakwithyourpotentialcollaborationpartnerscarefully”

• HireAssociationsForumexpertstoassiststrategy&planning• Segmentcurrentandprospectiveclients• Identifynewmarkets:thenwhereyoustrengthsaresustainable• AgedCare:MyAgedCareFirstmover,Brand,digitalstrategy• Disability:NDIAbecomeaserviceprovidernotforeveryoneyet• IndependentLiving-Aged&Frail;differenttoagedcare• Identifystrengths–PortersareaofSustainablecomparativeadvantage• Planningisthekey.ImplementwithStakeholder/Funderinmind.

Observations,Barriers&Learnings

Iobserveddifferentcollaboratororganisationshave

• AttitudestoChange:confidenceinownability• FearofnotbeingFunded• ItsOknottogodownapathyourneighbouris.• Focusonopportunity notUncertainty,• Ownershipofclient≠Accesstorevenue• Acollaborationcanappeartobeatakeover• Plan– thenRecruitnewBoardSkillstogovernprocess

SustainingCashFlowbyCollaboration

• Community -isapremise• Competeforcashflow orclient• ReciprocalStrengths• Tryacollaborationagreement• Planning

• Co-opetition- shareclients• whoisadirectcompetitor• canyourPartnerbenefit• Considerexitifnotworking• AllbusinessfunctionsDigital,BrandBuildingDevelopment(salestorightbuyer)

Casestudy3InvestmentGovernance

• Consolidatingageographicallydiverseoperation.• Sustainabilityincontextofreligiousordertransitioningtogovernancemodelsin30years• Advisoryboard:• Thisisaprocessofcontinualdevelopment• FormulateInvestmentPolicy– SRIUNPRIRIAA• KeyistounderstandLiabilityprocessfromthiscomes

StepstoimplementInvestmentProcess

1. ProfileLiability2. ModelCashflowforecasts,3. DeriveStrategicAssetAllocation,4. Planimplementationand5. Appointongoingmanagement.

• Differentskillssetsforeachstep-differentdirectorsconsultants• Commonerroristogetstuckinearlystepsandnotsustainmissionisitbettertohurrythroughandgobackorneverprogress?