Page 6 - Vision and Purpose

6
Section 2:
Reviewing business plans and recommendations for improvements.
To underpin and support all the above, the strategic business plan details what the business will become and its expected outcomes.
It supports end to end value creation - driving the full potential of the business.
Underpinning the vision, mission and values proposed above are the management pillars:
Customer Focus
Focus on existing clients and key leads. Ensuring quality of service.
Solutions
Developing innovative solutions. Using technology and expertise as competitive advantage.
People
Talent development. Employee wellbeing and branding activities. Finance
Ensuring sustainability of operations and investments.
Operations
Ensuring operational excellence in all core business areas. These will then be reflected and detailed in the business plans.
Business Plan Development
The business plan simplifies the key areas of activity, set against the vision for longer term developments. It has three main headings: Purpose, Actions and Outcomes.
It re-emphasises the core activities: coast, environments and communities. It also highlights the intention to develop and grow and extend the portfolio of services offered.
Separate Team Business Plans
The next layer of planning to identify the roles team play in the overarching plan, with more detailed accounts of work packages. These individual plans outline how the plan will be achieved, with quantifiable objectives and outcomes, timelines and resource implications.
Options for future portfolio development are being developed alongside processes and decision-making criteria to select which projects and work packages to take on.
The Organisation - Developing for the Future
Preparing for future longer-term strategies and growth requires:
• Enhanced and new processes relevant to today’s and tomorrow's challenges.
• Building on the current culture, business approach, range of expertise and ability to react and respond to arising challenges.
• Decision-making to promote a portfolio of specific elements
of the service, take on more partners/clients, move to a wider regional remit, extend into “commercial” markets etc. and have the capacity to respond.
Finances and Business Models.
• Exploiting the opportunities to generate more income will enable Coastal Partners to sustain and grow capacity to take on new work.
• Current models are constrained by the public sector rules which do not enable a considerable surplus to be built up.
• New models of working which may generate more income will be explored as a later part of this strategy.
• Commercial or public sector surplus models will also be explored against future market potentials.
The Customer Base/Market for Services
• The current business model is based on Partners who are local authorities and they then gain from access to a shared and less expensive service as well as extensive expertise.
• The various forms of client/service or collaboration can be interpreted via different types of service provision. These may include general consultancy and advice, project management, contract management, research, gaining funding opportunities, data analysis, licensing advice and support, or undertaking complete construction projects and many more.
• This may mean using new terminology such as “client” or “customer” when determining new business relationships.
• It may also include new ways of costing and pricing (if possible.)
• Potential pathways to developing client relationships for the future are consequently many and will be explored in the context of effective governance and manged development.
Coastal Partners Business Strategy