Business Plan 2017 2018
VALUE PROPOSITION Australia s biggest Water Network promoting sustainable water management and connecting members through our Core Principles: Information digital platforms and publications Networking events and programs to connect Australian and international business Recognition industry awards, brand exposure and contributions to the industry Through the provision of information, networking, and recognition we provide individual members with continuous learning and corporate members with business opportunities.
Business Plan Objectives 1. Consolidate core member services 2. Maintain relevant and accurate content on our digital platforms and broaden our reach 3. Increase individual and corporate member numbers 4. Deliver the budget surplus to provide financial sustainability
Organisation KPIs 1. Financial 1. Association s operating costs reduced by $450K (compared to 16/17) 2. Branches each deliver agreed surplus budget 3. Ozwater delivers its budgeted surplus 4. End of financial year result is a surplus of $160K 2. Membership 1. Total number of members reaches 5,200 by end of June 2018 2. Membership subscription revenue increases to $1.472M by end of June 2018 3. Engagement with members to increase to 45% of membership as measured through event attendance and engagement through our digital platforms and publications
Organisation KPIs 3. Communications 4. Culture 1. Two-way communications reviewed quarterly between Branches and Sydney Office be enhanced to achieve 60% approval rating 2. The quality of communications to members to be rated at good or above by 50% of a randomly selected sample of 100 members across all categories. 1. Annual staff churn below industry attrition rate of 18%. 2. The staff culture to receive an average minimum rating of 3/5 Good 3. Staff interactions with volunteers to receive an average minimum rating of 3/5 Good 4. The volunteer culture to receive an average minimum rating of 3/5 Good 5. Volunteer interactions with staff to receive an average minimum rating of 3/5 Good Details of how the KPIs 3 and 4 are measured are provided in the Appendix
CHALLENGES and OPPORTUNITIES Challenge Reduced advertising revenue Reduced events sponsorship Declining membership Declining economic and business conditions that impact on the water sector Disenfranchised or undervalued volunteer structure Transition from old to new IT systems Failure to keep up with digital communications Over commitment of limited staff resources Disruptive competition with other water organisations Opportunity Enhanced digital publications to attract advertising revenue Increase focus on our core events and additional funding from new industry and government alliances Membership retention and renewal campaign Expanding rural and regional opportunities to position the Association for increased membership Opportunities to empower branches with creative flexibility to engage members Improved membership interface with the Association Branches to develop their digital platforms. Repackaging of all information to provide individual Professional Development. Allocation of resources to core activities Coordination of programs and activities for mutual benefit
Major projects to implement the business plan 1. Empowering our Branches with creative agility to connect with our members 2. Implementing a digital strategy to package content to support the core principles 3. Consolidate our membership base for retention and growth 4. International Program: linking our members with international opportunities 5. Ozwater 18
Major Project 1 Empowering our Branches with creative agility to connect with our members Measure of success Improved communications between the Branches and the Sydney office Increased member involvement in Branch activities Improved financial performance of Branches Clear operational guidelines and accountabilities shared across the Branch committees and staff
Major Project 2 Implementing a digital strategy to package content to support the core principles Via the website/current magazine/state and National Source Newsletters/ Water e-journal, we will continue to increase relevant content on the website to enable members to interact and engage with the Association at increased rates. We will package our digital content to promote continuous learning for our members. Measure of success Increased member engagement Increase digital traffic due to content repackaging Increased content provided by Branches, specialist networks and members
Major Project 3 Consolidate our membership base for retention and growth Measure of success Total number of members: 5,200 Increased membership subscriptions to $1.456M Willing involvement from Branch committees in membership campaign Regular membership dashboard reports considered by Branch committees
Major Project 4 International Program: linking our members with international opportunities Measure of success Generate an acceptable margin on each international outbound, inbound and government funded project Raise the profile of the Australian water sector Internationally and enhance opportunities for members in international water markets Increased member involvement in inbound delegations to Australia by 20% (from 475 to 570 participants) Increased member involvement in outbound delegations by 20% (from 70 participants to 84 participants)
Major Project 5 Ozwater 18 Measure of success Selection of inspiring keynote speakers Conference program content that appeals to members across the water sector Consolidation of policy forum and international stream 1,000+ paid delegates 200+ exhibitors 1,200+ trade visitors
Business Plan Objectives Major Projects Business Plan Objectives Objective 1. Objective 2. Objective 3. Objective 4. Consolidate core member services Maintain relevant and accurate content on our digital platforms and broaden our reach Increase individual and corporate member numbers Deliver the budget surplus to provide financial sustainability 1. Empowering our Branches with creative agility to connect with our members 2. Implementing a digital strategy to package content to support the Core Principles 3. Consolidate our membership base for retention and growth 4. International Program: linking our members with international opportunities 5. Ozwater 18
Business Plan 2017 2018 Value proposition Australia s biggest Water Network promoting sustainable water management and connecting members through our Core Principles: Information digital platforms and publications Networking events and programs to connect Australian and international business Recognition industry awards, brand exposure and contributions to the industry Through the provision of information, networking, and recognition we provide individual members with continuous learning and corporate members with business opportunities. Business Plan Objectives Consolidate core member services Maintain relevant and accurate content on our digital platforms and broaden our reach Increase individual and corporate member numbers Deliver the budget surplus to provide financial sustainability Major projects to implement the business plan Empowering our Branches with creative agility to connect with our members Implementing a digital strategy to package content to support the core principles Consolidate our membership base for retention and growth International Program: linking our members with international opportunities Ozwater 18 Organisation KPIs Financial Membership Communications Culture
Appendix: Metrics for Organisation KPIs 3. Communications 4. Culture 1. Two-way communications reviewed quarterly between Branches and Sydney Office be enhanced to achieve 60% approval rating assessed by both Branches and the Sydney Office as evidenced in a survey of Branches and staff conducted in Q2 2. The quality of communications to members to be rated at good or above by 50% of a randomly selected sample of 100 members across all categories. The survey to rate member communications from Poor/Needs Improvement/ Acceptable/ Good/ Outstanding 1. Annual staff churn below industry attrition rate of 18%. 2. The staff culture to receive an average minimum rating of 3/5 [1 Very Poor/2 Poor/ 3 Good/4 Very Good / 5 Outstanding] a via a staff survey conducted in Q4; 3. Staff interactions with volunteers to receive an average minimum rating of 3/5 [1 Very Poor/2 Poor/ 3 Good/4 Very Good / 5 Outstanding] by staff survey conducted in Q4; 4. The volunteer culture to receive an average minimum rating of 3/5 [1 Very Poor/2 Poor/ 3 Good/4 Very Good / 5 Outstanding] a via a volunteer survey conducted in Q4; 5. Volunteer interactions with staff to receive an average minimum rating of 3/5 [1 Very Poor/2 Poor/ 3 Good/4 Very Good / 5 Outstanding] by a volunteer survey conducted in Q4.