OXFORD INNOVATION SERVICES BUSINESS PLAN APRIL 2021
BUSINESS PLAN // FOREWORD
FOREWORD
APRIL 2021
Setting out our ambitions for the future and providing a detailed plan for how we will achieve them...
This business plan represents an important step forwards for Oxford Innovation Services. It sets out our ambitions for the future and provides a detailed plan for how we will achieve them. It will enable us all to understand the company’s priorities and how we can each contribute to building a successful future. It sets us challenging objectives and provides a blueprint which will be used to measure ourselves against to ensure that we stay on track. This is the first time that we have created a detailed business plan together with a structure for tracking and reporting our progress. It will ensure that we harness the amazing talent that we have in the company to achieve great things for our funders, our SME customers and ourselves. We are a strong business with an enviable reputation for delivering outstanding support to small businesses to help them grow and succeed. Of course, there are things that we can do even better, but we are building upon a strong heritage and deep expertise in designing, mobilising and delivering business support programmes. Our focus over the coming year will be to: Identify and develop best practice across the company so that we continue to deliver excellent support to SMEs and funders To strengthen and expand our relationships with funders and stakeholders in order to position ourselves for new funding streams Improve our internal systems and processes to underpin outstanding delivery This document is important for all of us, but it is only the start. Over the coming year, it is your professionalism, knowledge, skills and drive that will bring it to life. Working together, we can achieve amazing things in 21/22 creating an outstanding company that we are all truly proud of.
BUSINESS PLAN // BUSINESS OVERVIEW
APRIL 2021
BUSINESS OVERVIEW We design, mobilise and deliver business support programmes that create sustainable economic growth; enabling SMEs to develop, innovate and scale. Oxford Innovation Services is an outstanding provider of high growth SME business support. Over the last 32 years we have provided coaching and advisory support to 30,767 SMEs resulting in the creation of over 26,608 new jobs and an injection of £1.13bn of additional growth into local economies. Our brilliant basics are: Designing bespoke delivery models for business support programmes that deliver specific economic benefits Understanding the unique nature of SMEs Embedded in local business networks Extensive range of techniques and tools to underpin SME support Expert mobilisation and delivery of programmes Our compelling differences, the elements that set us apart from our competitors, are: Unrivalled skills and business experience of our people Expertise in securing growth finance for SMEs Our geographical reach and breadth of delivery Policy insights informed by data analysis Delivery of the largest SME manufacturing business support programme in the UK We are part of SQW Group along with: Oxford Innovation Limited: the UK’s leading operator of innovation centres Oxford Investment Opportunity Network: the UK’s oldest and best-known angel investment network SQW: the leading independent provider of research, analysis and advice in social and economic development.
BUSINESS PLAN // OUR COMPANY
APRIL 2021
OUR COMPANY Our 121 staff are located across England and deliver support to SMEs in 24 LEP areas. We have offices in Truro, Oxford and Melton Mowbray.
In addition to our programme delivery teams and functional teams. we have four cross-functional teams looking at Business Improvement, Marketing, Business Development and New Product Development
BUSINESS PLAN // MARKET OVERVIEW
APRIL 2021
MARKET OVERVIEW The impacts of Covid-19 and Brexit has prompted the UK Government to take a highly interventionist approach Our market is publicly funded UK business support programmes. It is a specialist market with a relatively small number of public sector customers, primarily Government departments and their agencies. The impacts of Covid-19 and Brexit has prompted the UK Government to take a highly interventionist approach, channelling increased funding into business support to support local economies and SMEs to recover and rebuild. Key Government messaging has been around the following topics: Levelling up Building back better Net zero
These are currently little more than slogans with no policy or funding streams behind them. Since 2016, the majority of business support (ca £2bn) has been funded by MHCLG[1] via the European Regional Development fund (ERDF) which will continue until June 2023. This will be replaced by the UK Shared Prosperity Fund (SPF) with expected funding of £1.5bn per year. Pilot projects will be funded in 21/22 under a new Community Renewal Fund which is designed to help local areas prepare for UK SPF. The priorities, value and procurement process for UK SPF funding is currently unclear but we expect both central and local Government (Mayoral Controlled Authorities, Devolved Administrations and County Councils) to be involved. There is also significant funding for business support from four other Government departments which includes DCMS who fund support for tech/creative businesses, BEIS who fund support for innovative SMEs via Innovate UK and Be the Business, DIT who fund and deliver support for exporters, and Defra who provide support for rural enterprises. [2]
[1] Ministry and Housing, Communities and Local Government [2] DCMS – Department for Culture, Media and Sport. BEIS – Department for Business, Energy and Industrial Strategy. DIT – Department for International Trade. Defra – Department for Environment, Food and Rural Affairs.
BUSINESS PLAN // CUSTOMERS AND COMPETITORS
APRIL 2021
OUR CUSTOMERS We currently have substantial contracts with: MHCLG, Innovate UK West Yorkshire Combined Authority to deliver business support programmes in 24 LEP areas. We also have a number of contracts for LEPs and County Councils to deliver business support and GROWTHmapper diagnostics.
OUR COMPETITORS We have a diverse set of competitors including: Large corporates Universities Small consultancies Other specialist business support providers such as Business West, Exemplas, Newable and RTC North. The nature of ERDF has made this market very unattractive for a number of competitors and so we expect the funding streams and financial models for future business support to determine who our competitors will be in future.
BUSINESS PLAN // PRODUCTS AND SERVICES
APRIL 2021
OUR PRODUCTS AND SERVICES We are expert at designing and delivering business support programmes to help ambitious SMEs grow and succeed. We deliver the following support: Start-up Growth Innovation Access to finance International partnering Manufacturing improvement Supply chain development To deliver this support, we deploy diagnostics, 1-1 advice and coaching, masterclasses and peer networks. We have nine GROWTHmapper diagnostics covering the following areas:
BUSINESS PLAN // STRATEGIC PRIORITIES
APRIL 2021
STRATEGIC PRIORITIES: "Our focus is on building a strong and sustainable company..."
Over the next three years, our focus is on building a strong and sustainable company and navigating the transition to post-ERDF funding. The six strategic priorities that sit underneath these themes are shown below.
BUSINESS PLAN // OPERATIONAL OBJECTIVES
APRIL 2021
OPERATIONAL OBJECTIVES: To achieve these three year strategic priorities we have identified 11 operational objectives for 2021/22
BUSINESS PLAN // OBJECTIVES
APRIL 2021
BUILDING ONE COMPANY This business plan sets out the aims and objectives of the company along with delivery plans explaining how we will achieve them. These objectives will be used to inform our delivery plans for programme teams and functions, making sure that everyone in the company understands our aims and how their activities contribute towards achieving them. Outstanding delivery of our SME support contracts depends upon having highly motivated and high performing individuals and teams. We will enhance our people processes to continue to make sure that we recruit, manage, develop and reward staff to ensure that Oxford Innovation Services is an inspiring and rewarding place to work that offers opportunities for staff to develop their skills and build their networks. We will draw upon the excellence within our delivery teams to identify best practice and ensure it is applied across the company to deliver consistently high levels of customer and client satisfaction using common KPIs. We already use GROWTHmapper diagnostics which are best in class and have trialled different approaches to digital delivery during Covid-19. We will identify areas where new digital tools can enhance and differentiate our business support and build or integrate existing tools into our delivery methods.
NAVIGATING THE TRANSITION Transition to post-ERDF funding: the great performance of our business support programmes provides an excellent foundation from which to secure new contracts. Our focus will be on continuing to maintain high levels of funder satisfaction as well as excellent feedback from the SMEs that we support. We will develop common KPIs and impact measurement across our programmes that enable us to clearly and succinctly communicate the excellence of the support that we deliver and the economic impact that it creates. We will seek to increase awareness of our expertise, capabilities and excellent track record amongst funders, key influencers and partners in our target market. Whilst most of our new contracts are secured through a tendering process, we want to build our profile across our target market such that our existing customers and future funders ask our opinion about new business support contracts and encourage us to bid to deliver programmes in their area.
BUSINESS PLAN // DELIVERY PLANS
FUNCTION DELIVERY PLANS BUSINESS DEVELOPMENT DIGITAL TOOLS FINANCE HR / PEOPLE MARKETING
APRIL 2021
BUSINESS PLAN // FUNCTION: BUSINESS DEVELOPMENT
APRIL 2021
CONTEXT The majority of publicly funded business support contracts are funded from ESIF via ERDF which comes to an end in June 2023. MHCLG procures and manages ERDF contracts, although LEPs and Combined Authorities set strategic priorities for funding. We have contracts for growth, innovation, access to finance and manufacturing business support, although most funders are just aware of the support we deliver in their area. The UK Shared Prosperity Fund (UKSPF) is being developed as a replacement for ESIF, although little detail is available yet. £220m has been committed to UK pilots in 21/22. Other large funders of business support include Innovate UK, DIT and DCMS.
KEY AIMS To secure contract extensions to T2 and Innovate UK Edge beyond their current end dates and contract expansion for A2F Cornwall. To ensure that funders (primarily central Government and Combined Authorities/ Devolved Administrations) in areas where we currently deliver have a positive appreciation of our capabilities, and we create good opportunities for future business support procurement opportunities. To secure participation in at least two new programmes or pilots in the South West, Midlands or North.
KEY CHALLENGES Future Government policy priorities and funding mechanisms are unclear which in turn means that procurement pathways of significant business support contracts and the key decision makers are also unclear. This means that we need to connect with a wide number of stakeholders whose importance will wax/wane as policy becomes clearer. Awareness of Oxford Innovation’s full range of activities and expertise is quite low. Covid-19 restrictions mean there are reduced opportunities for networking via events and it may be harder to build new relationships digitally.
BUSINESS PLAN // FUNCTION: BUSINESS DEVELOPMENT
APRIL 2021
KEY ACTIONS/SMART OBJECTIVES 1. Build excellent relationships with 20 priority stakeholders achieving good levels of awareness of Oxford Innovation’s breadth and depth of delivery as measured by stakeholder surveys 2. Develop new relationships with five funders in target areas 3. Produce quarterly intel reports capturing stakeholder, funder and competitor activity in priority areas 4. Identify and influence future opportunities and ensure that the corporate marketing plan is aligned with key themes 5. Submit excellent quality proposals for business support contracts
MILESTONES 1. Develop a ranked list for all stakeholders and allocate an Account Manager to all priority stakeholders by 30 June 2020 2. Establish a format and process for capturing and sharing intelligence 3. Establish a dashboard capturing key bid MI by 30 June 2020 and update quarterly 4. Ensure all Account Managers have clear objectives and understand best practice for stakeholder management 5. Secure participation on influential policy/funder committees in priority areas
MEASURES OF SUCCESS 1. Secure three contract extensions and expansions (T2, A2F and Innovate UK Edge) 2. Secure participation in at least two new programmes or pilots in South West, Midlands or North 3. All bids score >70% on quality 4. A pipeline of £5m relevant future opportunities is in place
BUSINESS PLAN // FUNCTION: DIGITAL TOOLS
APRIL 2021
CONTEXT Digital delivery capability has become essential during the Covid pandemic. The disciplines required during this time will continue to be needed once society returns to normal. To maintain our competitiveness, Oxford Innovation must have a portfolio of efficient, effective and technically sophisticated applications to support our client facing operations. We will continue to develop and deploy digital tools that support SME business support services, providing opportunities to win new contracts or improve delivery of existing contracts.
KEY AIMS Communicate and nurture a spirit of creativity and innovation across our delivery teams that brings forward well-thought-out ideas for digital applications. We will develop systems to identify and commission digital delivery options for improving efficiency, impact and establishing commercially beneficial USPs.
KEY CHALLENGES Creating a digital delivery model, a blend of analogue and digital engagement, that creates tangible value for clients and measurable outcomes for funders. Training and adoption by Oxford Innovation Services business support teams.
BUSINESS PLAN // FUNCTION: DIGITAL TOOLS
APRIL 2021
KEY ACTIONS/SMART OBJECTIVES 1. Audit current digital delivery models and digital skills within the organisation during Q2 2. Identify needs and prioritise business areas for digital delivery, Q2 3. Develop a plan for digital delivery incorporating existing development projects during Q3 4. Rollout Beta digital delivery project in Q3 5. In Q4, using learning from the beta project, establish an effective innovation, design and commissioning process for future projects
MILESTONES 1. Digital delivery audit complete 2. Digital delivery roadmap complete 3. Beta project development and rollout complete 4. Project review undertaken
MEASURES OF SUCCESS 1. Current and past digital delivery models identified as well as current organisation digital skills identified 2. Management board approval and selection of Beta digital delivery development project 3. Commercial launch of the Beta project 4. Establish design, development and commissioning process for digital delivery projects
BUSINESS PLAN // FUNCTION: FINANCE
APRIL 2021
CONTEXT The Finance function is spread over three sites (Oxford, Cornwall & Melton Mowbray) to service the needs of the programmes, central functions and the SQW group. There are seven team members; throughout Covid-19 each has been working from home. For programmes, the team undertakes: monthly accounting, project forecasting, PO, invoice and timesheet approval, grant processing, project claims and samples, funder audits and partnering with the programme teams. Outside of programme accounting, the following are also provided: finance support of new business bidding, year end compliance, monthly contribution and balance sheet reporting, weekly cashflow reporting, budgeting and re-forecasting, payroll review and approval, timesheet review and posting, payment runs, support development of group accounting systems and control environment.
KEY AIMS People: Ensure team members have an understanding of the company business plan and goals for the year that support delivery of the plan. Process: Continual improvement in efficiency and output quality. Provide better visibility of cashflow and contribution outlook. Planning: Adapt to changing profile of programmes over course of the year, including new programmes, programmes coming to an end and those with extensions. Prepare for the next generation of contracts under UKSPF. Performance: Contribute to achieving 2021/22 divisional contribution and working capital targets.
KEY CHALLENGES The finance function is well established in supporting the existing programmes, but needs to prepare and plan in readiness of post-ERDF funding. Travel restrictions from Covid-19 make team integration and knowledge sharing harder; we may not be able to conduct annual appraisals face-to-face. Continued Covid-19 restrictions would mean project related actions would have to be virtual. The year-end company audit will probably need to be conducted remotely.
BUSINESS PLAN // FUNCTION: FINANCE
APRIL 2021
KEY ACTIONS/SMART OBJECTIVES People: Appraisals completed for team, goals set and aligned to business objectives. Participation in Business Plan launch and staff away day [Summer’21] Process/Performance: Develop/build monthly accounts pack; a leaner tool to better accommodate changes to programme/coding structure [Dec’21] Process: Develop/build balance sheet reconciliation pack; harmonise with the yearend audit pack [Mar’22] Process/Planning: Implement quarterly forecasting for division [Oct’21] Planning: Analyse impact of different financial models on our operating model ahead of UKSPF financing
MILESTONES People: Appraisals completed. Process: Redefine R&O capture, reporting and review mechanism. Balance Sheet reconciliation file revamp. New management accounts file parallel run, and in use. Process/Performance: Develop and standardise Cash, Claim and Debtor reporting. Process/Planning: Formalise a quarterly re-forecast cycle. Planning: Obtain inputs from NPD team and existing programmes for investment requirements/opportunities to help secure new business. Planning: Identify and define potential types of funding models. Analyse scenarios under the models, for a typical OIS sized project.
MEASURES OF SUCCESS People: Team members working towards objectives that are aligned to wider plans. Process: New management pack in use by team and readers of accounts. Efficient translation of Mar-22 balance sheet reconciliations to year-end audit file. Process/Planning: Proforma bid model developed to help win new business at commercially attractive levels. Planning: Understanding of preferred financial funding models, and which require business change. Schedule of potential operating changes required. Planning: OIS and Group Boards agree 22/23 budget and five year plan. Performance: Improved management knowledge of current business working capital, risks and opportunities. Performance: 21/22 - Programme and divisional contribution achieved.
BUSINESS PLAN // FUNCTION: HR-PEOPLE
APRIL 2021
CONTEXT Across OIS there are 123 employees across seven different programmes, spread across the UK. This creates a problem in that although each programme is strong, there is not a strong company connection, or a sense of feeling we are part of a wider business. On top of this, there have been some big changes brought by Covid-19 and ERDF funding. The company has a set of people policies that are functional, but these have not been translated into effective processes and as a result they are not particularly effective at ensuring that staff are engaged and productive.
KEY AIMS To generate a more cohesive culture across OIS with cross team collaboration and communication. To understand and respond to the longer-term need of working from home. To decrease staff turnover and develop skills needed for the future of the business. To develop a People Strategy encompassing training and development, culture, engagement, workforce planning (including recruitment), reward and recognition and associated policies. To develop a prioritised implementation plan for the People Strategy.
KEY CHALLENGES Remote working and multiple geographical locations may make it harder to implement certain elements of the plan. Covid-19 is creating people-related issues, e.g. wellbeing, that reduce HR resource available for this work. There are variations in terms and conditions across OIS, and we need to consider if harmonisation is required. Fixed-term programme contracts mean that some staff are on fixed term employment contracts, others are on permanent contracts and sometimes there is a requirement for programme teams to go through restructuring processes.
BUSINESS PLAN // FUNCTION: HR-PEOPLE
APRIL 2021
KEY ACTIONS/SMART OBJECTIVES 1. Embed refreshed appraisals process by October 2021 2. Consistent communication and reinforced company values and vision 3. Development for line managers in supporting appraisals, health and wellbeing and supporting remote working. 4. Ensure that all new staff experience a consistent and effective induction and existing staff receive a retrospective induction 5. Identify and develop feedback and monitoring mechanisms and set initial baselines for absence etc.
MILESTONES 1. Launch the new appraisals in May 2021 2. Communications plan for sharing company values and vision by June 2021 3. Sign off the People Implementation Plan by September 2021 4. Complete design of staff induction by October 2021 5. Establish baseline and targets for absence/staff retention/survey response rate/employee satisfaction
MEASURES OF SUCCESS 1. Everyone has completed an appraisal meeting and has clear objectives, with the process embedded by October 2021 2. >65% response rate in staff surveys 3. Staff retention rate (measures to be proposed) 4. Stable sickness levels (no Covid uplift)
BUSINESS PLAN // FUNCTION: MARKETING
APRIL 2021
CONTEXT Historically, the majority of marketing activity has taken place within programme teams. Corporate marketing has received little attention, being supported by just 30% of one full-time employee, with other staff members pulled in on an ad hoc basis. In order to improve the effectiveness and impact of corporate marketing, a marketing plan is being developed to define the corporate marketing function in terms of internal and external resource, budget, assets, and processes to enable it to be a robust function that supports business growth by attracting and engaging relevant stakeholders.
KEY AIMS The corporate marketing plan primarily focuses on two things: Producing a series of funder-facing assets, which aim to position OIS as an industry leader, and keep the brand top-of-mind. Ensuring the right framework is put in place for recommended systems and processes to become embedded in the business.
KEY CHALLENGES The business currently faces the challenge of having no central processes across the different programme marketing teams, and one programme is not aware of what another is doing marketing-wise. This means staff are recreating assets and content, which is both inefficient and draining on resource. The plan aims to address this by providing a set of best practice documents and central repositories for assets, checklists etc.
BUSINESS PLAN // FUNCTION: MARKETING
APRIL 2021
KEY ACTIONS/SMART OBJECTIVES 1. Develop guidance describing how the programme and product brands sit within a corporate branding framework by end April 2021 2. Improve/streamline the look and feel of bid documents by end July 2021 3. Introduce NPS survey: measure/benchmark staff perception of brand, July 2021 4. Design, create, rollout first interdepartmental staff newsletter by end July 2021 5. Produce clear, targeted assets for stakeholder marketing by July 2021 6. Produce/embed marketing-wide processes, calendars, checklists by July 2021 7. Raise company profile through thought leadership assets by July 2021 8. Restructure social platforms; follow new SQW Group brand format by July 2021 9. Audit current website and recommend new design/structure by end April 2021 10. Update and roll out new website by end July 2021
MILESTONES 1. Timely buy-in and sign off from Management Board on the detailed action plan 2. Agreement on actual content (themes, taglines, messaging, value propositions) that will underpin the different assets 3. Briefs prepared and engagement with suitable freelancers and agencies 4. New SQW Group brand structure to be signed off and in place
MEASURES OF SUCCESS 1. Robust marketing procedures that are of benefit to, and are in use by, all marketing staff 2. Assets that OIS can be proud of and that clearly elevate the brand (measured by staff survey) 3. A clear, structured website that talks to the right audience in the right way (measured by stakeholder focus group output) 4. Proven engagement from stakeholders with the new assets (measured by newsletter and LinkedIn statistics)
BUSINESS PLAN // DELIVERY PLANS
PROGRAMME DELIVERY PLANS ACCESS TO FINANCE INNOVATE UK EDGE GROWTHMAPPER MANUFACTURING GROWTH STRATEGIC GROWTH TRANSFORM
APRIL 2021
BUSINESS PLAN // ACCESS TO FINANCE
APRIL 2021
PROGRAMME OVERVIEW The Access to Finance Programme is a finance readiness project. The project covers Cornwall and the Isles of Scilly. Support is delivered to a business through workshops, masterclasses and 1:1 mentoring in the development of compelling funding applications and raises. The source of these funds is diverse and includes debt, grants, equity plus emerging sources including crowdfunding. The current climate of Covid-19 lockdown means that the programme is working at full capacity, in addition to the core A2F activity, it is also assisting businesses with cashflow issues or those that are pivoting/starting up.
ACCESS TO FINANCE
BUSINESS PLAN // ACCESS TO FINANCE
APRIL 2021
KEY AIMS The key aims of this plan are to:Maintain visibility as the only Finance Readiness Programme in Cornwall and IOS Position OIS as a recognised leading provider of innovative A2F programmes Achieve project targets and maintain headroom Develop digital tools as a legacy of the project Achieve match targets Secure additional funding and an extension to the programme to June 2023
KEY ACTIONS/SMART OBJECTIVES 1. Achievement of all target KPI’s through monthly monitoring of the target outputs 2. Achievement of match targets through monthly assessment of the grant pipeline, budgeted spend and grant claim deadlines 3. Digitisation of administrative activity through the development of e-sign system by end of June '21 4. Achievement of milestones for digital tool completion through fortnightly update on progress 5. Adoption of GROWTHmapper into the customer journey by end of July '21
MILESTONES & MEASURES OF SUCCESS Milestones 1. Achievement of quarterly forecast outputs 2. Completion of digital tools project 3. Full application for Project Change Request Measures of success 1. Operating within a tolerance of 5% against targets 2. Deployment of fully digital programme documentation by end of Sept '21 3. Successful launch and client enrolment into online learning platform by end of Sept '21 3. Confirmation of approval by the Ministry for Housing, Communities and Local Government
BUSINESS PLAN // INNOVATE UK EDGE
APRIL 2021
PROGRAMME OVERVIEW Innovate UK EDGE is a national SME support programme. OIS delivers the programme on behalf of Innovate UK across the South East (excluding London) sharing the region with another delivery partner - University of Greenwich. EDGE employs 30 staff (28 FTE), contract value £2m revenue per annum. Expansion of the programme has been driven by Covid-19 funding announced in June. EDGE has replaced what was EEN and provides bespoke support to growing, innovation-led companies with the focus on helping SMEs exploit innovation, source funding, and enter new markets. Success is measured by clients supported, funding raised, jobs created, new markets entered, creation and protection of IP, increase in turnover and number of international partnerships created. Funding comprises four separate budgets including legacy EU funding (from when it was EEN), plus Innovate UK funding for the Covid-19 element.
INNOVATE EDGE UK
In the future, the programme will be purely UK funded via Innovate UK. Future funding opportunity is unclear, but commitment by BEIS to driving innovation forwards is a firm foundation for the future. Current funding will end in December 21 (EEN elements) and March 22 (Covid-19 expansion).
BUSINESS PLAN // INNOVATE UK EDGE
APRIL 2021
KEY AIMS Deliver against our core volumetric targets; exceeding expectations Shout about our success and experience to evidence our market position Strengthen our relationship with Innovate UK Position ourselves for partner consolidation Secure short term funding Jan-Mar 22 and medium-term funding post March 22 Deliver outstanding add-on projects that demonstrate the broader abilities of OIS Exemplary audit performance
KEY ACTIONS/SMART OBJECTIVES 1. Effective SME lead generation, 1,000 leads to deliver 300 clients before Nov 21 2. Achieving/exceeding client delivery target profile (520 clients by March 22) 3. Timely response to the broad range of Innovate UK requests 4. Understand Innovate UK impact examples need, and how we can deliver these 5. Focussed and well-thought-through processes to capture and record all impacts 6. Adoption of a thorough induction and onboarding process for new recruits 7. Feedback mechanisms at SME and Funder level
MILESTONES & MEASURES OF SUCCESS Milestones 1. Achieve run rate by June 21 (100 sign ups/100 closed clients per quarter) 2. Complete client sign up activity by Nov 21 3. Implement effective lead generation and triage processes by April 21 4. Improve our data capture and impact recording processes 5. Effective and timely closure of client cases that maximise impact Measures of success 1. Volumetric targets achieved, as confirmed via feedback from monthly reviews 2. Volumetric target achieved (520) 3. Conversion rate – lead to sign up (>30%) and utilisation of advisor capacity 4. Feedback from monthly review reports over the next few months 5. Number of case studies and impact examples submitted, and % used
BUSINESS PLAN // GROWTHMAPPER
APRIL 2021
PROGRAMME OVERVIEW GROWTHmapper is the UK’s leading SME business diagnostic. Entirely digital, it supports the efficient identification of barriers to growth ensuring deeper levels of business engagement and a clear pathway to improvement. We continue to expand the use of GROWTHmapper services within OIS programmes and pursue ongoing sales to strategically important third parties. We commit to a constant review of functionality and market requirements to ensure that the platform remains the market leader in SME diagnostic services.
GROWTHMAPPER
BUSINESS PLAN // GROWTHMAPPER
APRIL 2021
KEY AIMS A continuation of market share growth in the UK through licence sales to selected commissioning bodies who will mandate the use of GROWTHmapper in large business support contracts Expand usage throughout OIS business support programmes Improvements in system performance and capabilities Exploration of integration into wholly digital delivery models
KEY ACTIONS/SMART OBJECTIVES 1. Revised product business plan by end of June '21 2. Identify possible alternative software suppliers by end of Sept '21 3. Establish co-ordinated Sales and Technical support structure across OIS by end Sept '21 4. Create full product development roadmap (technical, product, content) by end June '21 5. Develop a full range of multimedia marketing collateral by end of Sept '21 6. Implement Companies House API by end of Sept '21 7. Research and specification for new dashboard functionality by end of June '21 8. Launch of Overseas Reseller Contract by end of June '21
MILESTONES & MEASURES OF SUCCESS Milestones 1. Developmental roadmap and additional feature development 2. Alternative software provider sourced 3. Commitment by existing users 4. Sales, Training and Technical support framework Measures of success 1. Completion of development roadmap and go live with new features 2. Confirmation of technical and resource capability of alternative supplier 3. Renewal of existing contracts 4. Established structure and methodology to provide agreed sales and support services
BUSINESS PLAN // MANUFACTURING GROWTH PROGRAMME
APRIL 2021
PROGRAMME OVERVIEW The Manufacturing Growth Programme is the UKs largest and leading business support programme that makes improvements to SMEs by identifying, understanding, and removing barriers to growth. The original MGP commenced in Oct 2016 and was very successful. A follow-on programme, the Manufacturing Growth Programme 2 (MGP2), was commissioned and started in Oct 2019. The MGP2 is currently a £19m (£32m including Match Funding) ERDF programme that offers practical support that makes improvements to SME manufacturers across 18 LEP areas. Delivery of the programme will end in June 2023. We have to deliver 3.846 improvement projects to 2,850 companies - leading to 3,846 new jobs. Manufacturing is a critical component of the UK economy. With Brexit and the Covid-19 pandemic causing a great deal of concern and uncertainty for manufacturing SMEs, our aim is to ensure all our clients can fulfil their potential and exploit the opportunities that lie ahead of them.
MANUFACTURING GROWTH
The MGP2 is delivered using the ‘brokerage model’ where the resulting improvement projects are delivered by external specialists, coaches and consultants. Our internal team are completely independent and provide impartial advice at all times.
BUSINESS PLAN // MANUFACTURING GROWTH PROGRAMME
APRIL 2021
KEY AIMS Create a delivery vehicle that cannot be replicated, and a programme that has a recognised brand envied by other business support programmes or deliverers Be recognised as the ‘Go To’ for business support for SME Manufacturers Be recognised by our Funders to be delivering real value to our clients and helping local economies to grow Make all customers feel truly valued and ensure they have quality experiences Create a culture where the customer is at the heart of everything we do Deliver the project on time and to budget Build exceptional relationships with our best clients, all LEPs and Growth Hubs
KEY ACTIONS/SMART OBJECTIVES 1. Revised product business plan by end of June '21 2. Delivering Customer Delight: average customer satisfaction scores minimum of 4/5 3. Funder feedback: defined by LEP six-monthly survey responses 4. Weekly individual meetings: to ensure wellbeing is monitored and managed 5. Bi-monthly team meetings: to ensure the ethic of ‘team delivery’ continues 6. Programme Intelligence Reports: analysing programme infographics; making improvements in how data is reported 7. Quarterly LEP review meetings: to ensure they are happy with programme performance and to strengthen relationships
MILESTONES & MEASURES OF SUCCESS Milestones 1. COR: Grant and Match and Outputs on Target for / Revenue and Capital Expenditure 2. MHCLG Audits 3. Staff Retention 4. MGP2 Continuous Improvement Measures of success 1. Review dates: 1st October 2021 / 1st April 2022 / 1st August 2022 2. Fully compliant 3. Full operational delivery intact to December 22 4. Identify any gaps within the delivery plan that need addressing at review dates
BUSINESS PLAN // STRATEGIC GROWTH PROGRAMME
APRIL 2021
PROGRAMME OVERVIEW The Strategic Growth Programme secured the strategically important contract to deliver high growth SME business support to the Leeds City Region (|LCR) LEP area in 2020. This complements our presence in the region through the Manufacturing Growth Programme and provides OIS with the opportunity to showcase our strengths ahead of the transition from ERDF to UKSPF funding. The programme’s overarching purpose is: “Helping ambitious SMEs overcome current challenges and achieve their potential”. These are strange, unprecedented times for the entire spectrum of businesses across the country. The pandemic and its effects are altering the normal rules of running a successful business and we are cognisant of this being even more complicated for those who are trying to stabilise and ambitiously grow their organisation. For this reason and to reinforce the importance of Small to Medium (SME) sized business growth to the region, the Strategic Growth Programme provides a first-class package of bespoke support aimed at ensuring SMEs fulfil their growth potential.
STRATEGIC GROWTH
We are committed to helping SMEs to identify opportunities to grow, increase performance and create employment.
BUSINESS PLAN // STRATEGIC GROWTH PROGRAMME
APRIL 2021
KEY AIMS Create a programme that has a leading brand that local high growth businesses want to be part of Make all customers feel truly valued and ensure they have a quality experience Create a culture where the customer is at the heart of everything we do Deliver the SGP to c500 SME participants who will benefit from a package of support providing them with the knowledge, understanding and a framework to fulfil their potential
KEY ACTIONS/SMART OBJECTIVES 1. Deliver Customer Delight: average customer satisfaction scores minimum 4/5 2. Funder feedback: six-monthly LCR LEP survey responses 3. SME needs: convert the workshop and peer-to-peer networks into additional coaching days and help more businesses to grow out of the pandemic 4. The LCR Growth survey: deploy two surveys to all SGP participants 5. Data Intelligence: create quarterly programme data infographic 6. Utilise digital tools: embed digital signature technology to the customer journey
MILESTONES & MEASURES OF SUCCESS Milestones 1. 188 C1 outputs 2. 168 project completions 3. 281 C8 jobs created 4. 137 jobs safeguarded Measures of success 1. 188 C1s reported to the LEP 2. Internal performance drive 168 project completions and SDR output collections 3. 281 Jobs created from the 168 SDRs 4. 137 jobs safeguarded from the 168 SDRs
BUSINESS PLAN // TRANSFORM
APRIL 2021
PROGRAMME OVERVIEW Transform 2 supports high growth SMEs and startups in Cornwall and the Isles of Scilly (CIoS). By working closely with companies to improve their commercial performance, organisations have become more resilient, created high value sustainable jobs, and generated economic growth. Our support is delivered through coaching; creating new competencies, rather than dependencies. Since its inception in 2018, many clients have been impacted from market condition changes resulting from Covid-19, which hit mid-way through the project. We will continue to coach and intensively support clients, helping to maximise high growth, start-up and SME survival rates and to build resilience. The team will also continue to focus on economically significant businesses that have seen a change in growth trajectory due to the crisis. The offer will include both individual and one-to-many based delivery from multiple coaches. The pathway to recovery will be realised by support modules addressing original growth objectives, yet adapted to meet market need and realise additional outputs and return on investment (ROI) for stakeholders. The original project was for 36 months with a value of £6.7m was scheduled to be completed by the end of Oct 2021. A Project Change Request (PCR) has been submitted to MHCLG for a 20-month extension.
TRANSFORM
BUSINESS PLAN // TRANSFORM
APRIL 2021
KEY AIMS Achieve high levels of funder and SME satisfaction with our services and contracts Build strong relationships with funders, stakeholders and partners that enable us to secure new business support contracts Do a great job, and build a future by differentiating the client journey experience from other providers Continue to build OIS brand awareness with key influencers
KEY ACTIONS/SMART OBJECTIVES 1. Secure a T2 extension 2. Develop the new T2 three hour GROWTHmapper delivery package 3. Support our clients to achieve their business goal 4. Achieve T2 programme targets 5. Deliver the financial budget to OIS 6. Support OIS wide initiatives
MILESTONES & MEASURES OF SUCCESS Milestones and measures of success 1. Contract signed by July 2021 2. New three hour package available for roll out by Nov 21 3. High client engagement conversion rates by March 22 4. Reduce skills gap matrix by 50% by Oct 21 5. Delivery within project budget 6. Monthly reduction of OIS financial overhead 7. Resource to deliver marketing and strategic projects 8. OIS digital IP development by 2023