Catch22 Strategic Plan 2015 - 2018 Catch22 the social business
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Catch22
Strategic
Plan
Catch22 the social Where we deliver
A time of
business our services
challenge
How we will work Preparing for the Holding ourselves
2015 – 2018 future to account
2 0 1 5 - 2 0 1 8
2
Catch22’s Strategic Plan 2015-2018:
Increasing our impact as a social business
Catch22’s goal is to ‘deliver social benefit by turning effort and commitment. The monumental vision that
chaotic lives around’. We do this by innovating in how was reshaping what was possible during the Industrial
public services are commissioned, excelling in the Revolution was also defining many of the social support
delivery of our programmes, building trusting structures and charitable arrangements that we would
relationships with those service users we work with, still recognise today. This was a formative time for the
and nurturing and investing in both our organisation first ‘social businesses’ and the enlightened
and our people to be able to improve and grow the philanthropists that gave them life.
impact we achieve.
We are experiencing turbulent times once again. Now,
This Strategic Plan addresses each of these as then, a new social vision is needed. Leaders of public
dimensions. It outlines the approach we will take in service know that we can’t keep trying to do more with
the strategic period 2015 – 18 to increase our impact, less and that now is a time to do things differently.
grow our reach and influence, and bring benefit to more
people in need of our support. It is our mission to play a defining role in this challenge.
We work across sectors to reimagine the ways that
services can be commissioned, delivered, funded and
measured and better outcomes can be achieved by our
A time of challenge, service users. We set out on this journey in 1788. We
defined ourselves as a ‘social business’ in the period of
a time of opportunity the last Strategic Plan (2012-15) and we will continue in
this direction over the next three years.
Catch22 is an optimistic organisation. We see and
experience the difficulties faced in the delivery of public
services. But we view the combination of austerity, For more information on this Strategic Plan and the
increased demand and historically poor outcomes as a work of Catch22 more generally please do get in touch
recipe for opportunity rather than despair. This Strategic with us at:
Plan outlines the approach we will take to increase our
impact and strengthen our business over the next three T: 020 7336 4800
years. E: info@catch-22.org.uk
Catch22
Catch22 traces its history back to 1788 and the 27 Pear Tree Street
foundation of the Royal Philanthropic Society. In the late London
18th century philanthropists were radical and EC1V 3AG
innovative. They were social reformers, embedded within
Registered Charity no. 1124127
their communities. Philanthropy was active; it required
3Catch22 the social Where we deliver our
business services
Catch22 is a charity by governance, and we are proud We operate at the heart of four markets within which
of our social values. However we still need to poor outcomes and increasing demand can readily be
demonstrate the same approach to efficiency and seen. By innovating and taking a tailored approach
effectiveness as the commercial world. we’ve been able to deliver results that buck the trends
in all areas.
Consequently we strive to:
Deliver contracts efficiently
Bring additional value to our contracts
Reinvest surplus in our business Justice
Continuously improve our services tat: 45.2% of adults are reconvicted within one
S
Focus on sustainable projects year of being released. For those serving
sentences of less than 12 months this increases
Raise capital and finance from investors to 57.5%.
It is our challenge to explain both inside and outside of ur Approach: Catch22 focuses on diversion and
O
the business how this ‘social business’ model works. rehabilitation to break the cycle of reoffending,
We see ourselves as part of the solution, more than mainly through building meaningful
part of any particular sector. Whilst many define us relationships with offenders and providing
within their view of a ‘voluntary’ organisation, we through-the-gate support.
believe that organisations like Catch22 should be able
to look beyond existing structures and methods, test utcome: Our approach in
O
out the untested, use our influence to convene wide Doncaster has seen the rate
ranging partners and act as a catalyst for significant
change. We are less concerned with fitting into any
of re-offending of those
preconception of what this means we ‘are’, and much sentenced to less than 12
more concerned with the degree to which this can lead months reduced by 8.4
to measurably better outcomes for our service users.
percentage points against
the 2009 baseline.
Apprenticeships and Employability
Stat: 14.9% 16 to 24-year-olds are workless.
ur Approach: Apprenticeships and
O
Employability at Catch22 focuses on improving
the mindset of learners.
Outcome: 80% of our service
users complete their
apprenticeship.
4Education
• tat: Last year only 1.3% of pupils in alternative
S
provisions achieved five or more GCSEs at grade
A* to C including English and maths.
Our Approach: Catch22 provides young
•
people aged four to 18 with alternative
education in order for them to progress and
succeed in sustained education or employment.
We do this through high quality teaching and All of these services share the same broad goal:
learning based on effective relationships that
enable the achievement of life skills and To improve the outcomes achieved by service users by
meaningful qualifications. reimagining the way that services can be configured
and delivered flexibly around their needs.
• Outcome: 82% of include
Each however is influenced by the conditions within its
learners went on to education, market. Some are opening rapidly and welcome radical
training or employment. change (Education). In some our objective is to
consolidate and continue to improve our delivery
(Justice). For some we can see the change that is coming
but have further to travel to prepare for it (Employability)
and for others, (Young People and Families) the markets
are still developing and we are driving and influencing
them.
Young People and Families
• Stat: It costs eight times more to react to the We are committed to harnessing the expertise we have
problems of ‘troubled families’ than it costs to across our business, the relationships with
invest in early intervention and prevention. commissioners, funders and investors, the energy,
enthusiasm and commitment of our staff and
• ur Approach: Catch22 provides specialised
O volunteers, and the vision we have to deliver significantly
delivery to children, young people and their better services. The aim of this is to become known as an
families with additional or multiple needs. organisation that brings solutions to our customers – to
be proactive and agile enough to adapt our approach to
Outcome: Our intensive support
• fit customised problems.
and intervention with families
in Wirral has seen a 91%
reduction in the number of
incidents of domestic violence,
an 83% reduction in antisocial
behaviour and offending and
an 83% improvement in
children and young people’s
attendance and behaviour at
school.
5How we will work
2015 – 2018
Since launching as a social business in It is also important that we demonstrate
2013 we have: the following behaviours:
• increased our geographic coverage • odesigning services with service users,
c
funders and operational staff
• invested in HR, finance and IT systems
• unlocking community assets and organising
• reduced our operating overhead, grown our
them around the challenge of improving
income
outcomes
• developed the underpinning of our theory of
• enabling the potential of well organised,
change
trained and managed volunteers and peer
• raised our profile as a forward thinking mentors
deliverer of public services within local and
• sharing information and managing our
central government
customer and funder relationships more
• conducted acquisitions and integrated new powerfully
service teams, staff and brands into our
• bring our expertise and influence early to the
organisation
design of new services and contracts
• developed relationships with partners in new
• introduce innovation and fresh thinking into
sectors.
the specification of contracts and funding
vehicles
And at the same time we have increased the number of
service users we have worked with. acknowledge that our impact is delivered by
our staff. Investing in workforce development,
2015 – 2018 will be a story of continued fast paced as well as encouraging the values that unite
change for Catch22. Three years ago we restructured our staff is a critical investment.
ourselves to better address the above service markets.
Since then we have focussed on developing innovative The above will be achieved within the context of a
product offers better tailored around the needs of our significant corporate change programme that also
service users and customers. communicates this across the business, raises the
profile of our vision, aligns our staff around a set of
This focus needs to continue over the next three years, shared ‘Standards’ and improves our ability to share
as the public purse is further cut and competition information, better manage relationships, jointly
increases. develop products and leverage one another’s expertise
in business development and service delivery.
We will increase focus on: This is for the benefit of our service users and we would
hope that these changes would lead to a noticeable
• adding value improvement to the experience and outcome achieved
by our staff and service users within our services and
• developing new solutions
beyond.
• building evidence bases rooted in our practice
and experience
• attracting new sources of funding and
investment
• being bold about the role that cross sector
collaborations can bring.
6Growth
Sustainability
Preparing for the future: Assets
The Catch22 Pillars and Performance
Standards
In order to achieve this change we must strengthen our
organisation and invest in our people. Accordingly this
Strategic Plan lays out a number of Pillars (for our
organisation) and Standards (for our people) in which
we will invest our focus on this improvement. Finally
we must lay out the measures by which we hold
ourselves to account at the end of this strategic
planning period.
Our Pillars are the organisational underpinnings we need to strengthen in order to support our business units to
grow and achieve greater impact.
Pillar 1: Reach Pillar 3: Assets, form and structure
Over the next three years we will grow in terms of the Being fit for the future means maintaining a strong
value of the services we deliver, the scale of these balance sheet that we can leverage to win a new scale
services, the numbers of service users we reach, the of business. This is not easy to reconcile within an
impact we deliver on our service users’ lives and the external environment that places charities in a box
resources we have at our disposal in order to achieve labelled ‘should not make profit’. It is right that we
this. There are several routes to achieving this; question and explore what the arrangements might be
retaining and winning new contracts and business, that enable us to both retain our socially driven purpose,
effecting acquisitions, winning funding and investment and provide the conditions for growth and investment to
for the introduction of new services and entering into win new business and reach out to more of our
new partnerships that broaden our reach. beneficiaries.
Pillar 2: Financial strength Pillar 4: Performance and results
To win new business we must maintain a strong It is vital we can measure our impact in a way that is
financial position. This won’t be achieved simply by meaningful to our service users, staff, funders and
charging more or spending less. We must look to achieve customers. As the public purse shrinks, competition
savings and protect our bottom line of course but the increases, new solutions are sought and funding shifts
answer lies more broadly in reviewing our financial to outcomes payments, so too the demand for evidence
structure, accepting that investment may replace more based interventions is growing. We already have a
traditional funding, and that service payments will footprint in this field. But there is some work still to do
increasingly be based on outcomes and results rather until we are fluent in capturing, understanding and
than cost recovery. We also need to build on the strong sharing the right performance data and using this in
foundations we have laid in the past strategic planning programme design.
period and ensure that we retain and maintain a strong
and dynamic order book.
7Standards Social
Business
Values
As we grow and diversify we need to understand what
holds us together. We need to understand what makes Innovation Relationships
us distinctive and foster those competencies. If we get
this right then we will see this reflected in our
products, services and relationships, and this will
support us in our growth. Service Delivery Impact Open Public
Expectations Services
Our Standards will become the competencies and
values that we will seek to nurture and share. We will
learn and embed these over the next three years. We
will seek to measure the difference this is making to The Catch22 Managing our Service Design Managing
our business and our service users at the end of that Identity Resources Ourselves
time.
Standard 1: Social business values Standard 3: Innovation
We know what it means to be a ‘social business’, can We are imaginative about the way we can bring solutions
articulate that, and give examples of programmes to our programmes and partnerships. We think
Catch22 conducts that illustrate it. We know, understand creatively about the role we can play, and we question
and demonstrate the values that underpin Catch22 the what is traditionally thought of as being a ‘charity’. We
social business and we live these values. see ourselves as being part of the solution rather than
part of any sector.
Standard 2: Relationships Standard 4: Impact
We believe that it is the trusting relationships that we We know what the impact of our services is, and we can
build with our service users that lie at the heart of our measure and articulate this. We know what it is that we
ability to help them. We can articulate how our services do that makes the difference in our work. This is a
are designed with this in mind, and we seek to reinforce hallmark of a Catch22 service.
and improve this in our work.
8Standard 5: Standard 8:
Service delivery expectations Managing our resources
Our customers, service users and funders all expect a We make best use of our resources and leverage others’
high standard of service from our staff and we expect through delivering in partnership. We are commercially
that from each other. Managers are trained to and and financially aware and understand the link between
selected for their ability to instill this excellence shepherding our own resources and delivering the best
amongst all the staff they manage. outcomes for our service users.
Standard 6: Open public services Standard 9: Service design
Staff can articulate the characteristics of ‘transformed We understand what best practice is in service design,
public service delivery’, and they know what their role is we observe that and look to continually improve. We
in helping Catch22 achieve its vision of transforming the co-design our services with our service users, customers
way that public services are delivered. and partners.
Standard 7: Standard 10: Managing ourselves
The Catch22 identity We provide inspirational management. Our managers
are accountable to their teams and provide clear
We are engaged with and can articulate corporate
direction and support to all our staff.
messaging and information. So for example our staff can
articulate Catch22’s values, and we know what the brand
stands for. We have access to and are familiar with the
organisation’s strategy and know that of our own
Directorate as well, and understand how it ‘fits in’ to the
wider picture. We know what we do and why we do it.
9Reach
Financial strength
Form & structure
Holding ourselves to Performance
account Standards
Over the period of this Strategic Plan we are
committing to reach more service users and achieve
a greater positive impact in their lives. And the world
within which we do this will continue to change
dramatically. It is difficult to predict exactly what the
external environment will look like, but we can be
focussed on strengthening ourselves from within and
will measure the degree to which we do that in the
following ways:
Reach Form & structure
We will have grown in terms of the value of the services We will be bold in exploring new service delivery
we deliver, and the number of service users we reach by structures and vehicles both within our own control and
2018. The scale of this increase will be measured through innovative and flexible partnerships with third
according to the targets set out in our Directorate parties.
business plans.
We will improve both the retention and win rates of
existing and new contracts year on year. We will do this
by reviewing and strengthening the way we work Performance measurement
collaboratively in bid teams, communicating value to
customers, and ensuring quality standards are Each Directorate will use a small number of top level
maintained in our proposals. impact measures that communicate the outcomes
achieved by the services and will report against these
We will publish organisational performance figures on regularly on our corporate intranet.
our business intranet so that all our staff can see how
we are progressing towards our goals, and key Catch22 will have increased the proportion of its work
organisational metrics will be transparent and that is explicitly designed using evidence based
proactively shared. practices.
Financial strength Standards
We will review and set our reserves and net current asset We will have conducted an internal communications
target in line with both our charitable objectives and programme to cascade and communicate each of the
to reflect the level of growth and efficiency that we will Standards to all of our staff and volunteers. The
drive through the business. We will expect the Standards will be publically available and will be
organisation’s net current asset value to be strong yet recognisable by all our staff. We will conduct a review of
flexible enough to invest in supporting growth, improved these Standards at intervals and they will form the basis
outcomes and delivering excellent service to our users. of a two way exchange of views and comment at
all levels of seniority within Catch22.
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CATCH22 A SOCIAL BUSINESS DELIVERING M E A S U R A B L Y BETTER OUTCOMES FOR SERVICE USERS catch-22.org.uk
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