Valley Industries Ltd
Strategic Plan
2013 - 2018
1.
Business/Governance Plan
a.
Review of current service provision
b.
Our Vision, Beliefs and Culture
c.
Objectives
d.
Outcomes, Goals and Strategies
e.
Implementation plan
Structure
Flow Plan
Organisation Needs
Training
Transport
Administration Expansion
Business Units
Capital Needs
New Units
Risk Analysis and Strategies for Each Identified Risk
Skills for Life Day Services
SWOT Analysis
Training
f.
Stakeholders
Partners/Relationships
Mergers
g.
Communication Strategies
h.
Valley Vintage Transition Plan to Social Enterprise
Transition Plan
Business Plan
Marketing Plan
1.
Review of Current Service Provision
1.1
Taree operates as the central hub in a wider agricultural district of the
Manning Valley in New South Wales. Demographics and socioeconomic data from the 2011 Australian Bureau of Statistics indicates
there are high rates of unemployment, median incomes well below the
national average, high levels of people with a disability (Greater Taree
has the highest level in NSW of people with a disability) and those who
rent. Renters are more likely to rent from a State Housing authority than
the average renter.
1.2
There are a higher percentage of divorced people and the proportion of
indigenous residents is 4.5%; almost double the national average of
2.3%.
1.3
Taree’s ABS Index of Relative Socio-economic Disadvantage (IRSED)
score places it in the most disadvantaged 10% of suburbs in Australia
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and in the bottom 10% of suburbs in NSW (Communities for Taree NSW
Local Report 2009).
2.
Access to Services and Current Service Provision
2.1
Many residents have difficulty in accessing mainstream services primarily
due to lack of transport. Limited public transport, insufficient finance to
purchase and maintain a car and people not having a drivers licence are
all contributing factors (Parliament of Australia: Senate Committee: Rural
and Regional Affairs and Transport Committee 2009).
2.2
A significant number of families in Taree do not own computers, 48.8%
have internet access or skills in information technology, and therefore
access to online information about services is more difficult. Other
barriers to accessing services such as experiencing a services lack of
understanding of the issues and needs of disadvantaged people
(Murphy, E and Wraith C 1998).
2.3
The Greater Taree City Council Community Plan 2005-2009 identified
that the community based support agencies were under resourced and
consequently this limited early intervention and support service provision.
It also underlined that Community Service organisations are not always
aware of the range of services offered by other organisations. Clients
with complex needs do not always fall into specific target criteria
(ACOSS 2009), therefore they may need to access several support
services or organisations.
3.
Moving Forward To The New - Under The NDIS
3.1
What is an NDIS? National Disability Insurance Scheme
In Australia, we have a cruel lottery where the services and support
people with disability, their families and carers receive depends on where
they live, what disability they have and how they attained that disability.
3.2
As the Productivity Commission found, while there are pockets of
success in some stated, no disability support arrangements in any state
or territory are working well in all areas. This is despite the enormous
effort of disability workers on the ground helping to provide support and
services to people with disability, their families and carers, and with
funding from all levels of government. Instead, people with disability are
caught in a system that responds to crisis; a system that drips out
support rather than invests in someone’s future. A system that is failing.
3.3
The Prime Minister released the Productivity Commission’s report on 10
August 2011 and all governments agreed with the recommendation to
establish a National Disability Insurance Scheme (NDIS).
3.4
An NDIS will turn the way VI currently provides disability services on its
head. Rather than funding based on historical budget allocations, a
funding pool will be based on actuarial assessment of need. It will
recognise that disability is for a lifetime, and so it will take a lifelong
approach to providing care and support. This means that assessment
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will look beyond the immediate need and across the course of a person’s
life. For example, home modifications might be expensive up front, but if
they afford a person with significant disability the opportunity of greater
independence, or if they mean that a parent carer can continue to care
for their loved one, it’s a good investment.
3.5
Taking a lifelong approach also means focusing on intensive early
intervention, particularly for people where there is good evidence that it
will substantially improve functioning or delay or lesson a decline in
functioning.
3.6
Importantly, an NDIS will support choice for people with disability, their
families and carers, and put people in control of the care and support
they receive, based on need. Of course, there will also be safeguards in
place to support people in exercising this choice and control, and to help
them make informed choices.
3.7
An NDIS will ensure people are no longer “shut out” from opportunities
and from independence by providing the appropriate and necessary
supports that allow people with disability to reach their full potential.
3.8
It will nurture and sustain the support of families, carers and friendship
groups – the very communities of support that are critical to improving
the lives of people with disability.
3.9
And it will include a comprehensive information and referral service, to
help people with a disability that need access to mainstream, disability
and community supports.
3.10
A National Disability Insurance Scheme will give all Australians the
peace of mind to know that if they have or acquire a disability that leaves
them needing daily assistance with everyday life, or if they care for
someone who has a disability, that they will be supported.
4.
What Is A “Person-centred Approach”?
4.1
Under the NSW Government Stronger Together Plan 2, there is a
commitment to be more effective for people with a disability, their families
and carers. This has resulted in a priority to deliver person centred
supported individualised funding agreements. This means reforming the
delivery of service to give people control over their lives.
4.2
A person-centred system places the person with a disability at the centre
of decision making when it comes to the support and services they use.
In a person-centred system, the rights of people with a disability and their
families and carers to make choices about their own lives are respected. A
person with a disability, their families and carers are heard and supported to
exercise choice and to direct supports and service arrangements.
5.
The Government’s Vision
5.1
The Government’s vision for a person centred system in NSW is one in
which:
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


6.
Individuals are supported to achieve their full potential and participate
in their communities and the economy
Families and carers are supported to sustain a car relationship and
pursue their own goals
A diverse and sustainable service sector provides person centred
supports and services in cost effective ways
VI Core Values
Integrity –
We are ethical, compassionate and fair, we deliver what we
promise
Respect – We put people first and embrace diversity
Courage – We act bravely and with conviction
Passion –
We are inspired by challenges and enthusiastic about the future
Excellence – We create, adopt and strive for the best
7.
Business Plan
7.1
Our Vision




7.2
To be the leader in the community in providing services to people
with disability.
To ensure equitable access to all services within the disability sector.
To promote and enhance people with disabilities helping themselves.
To become a social enterprise.
Our Mission
To empower people with disabilities to enhance their quality of life, reach
their full potential and fulfil valued roles within the community through the
provision of sustainable businesses and high quality day services which
are focused on empowering the individual through a person centred
approach.
7.3
Our Future Landscape
The key drivers of change that will influence our future are:

Economic Recovery
As Australian and international markets recover from the Global
Financial Crisis, our investment strategies will need to be adjusted to
ensure we capitalise on this growing stability.

Workforce Development
With an ageing workforce and staff shortages with disability
experience expected, the ability to attract potential talent, retain and
sustain staff in a dynamic work environment will be critical.

Digital Technology
With the NBN coming to Taree, real time information and rising
expectations of instant communication are all parts of this digital age
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with new devices, diverse applications and practices shifting rapidly.
We must ensure we adopt this technology to connect and engage
with our communities.

National Disability Insurance Scheme
Without a comprehensive funding plan to meet future needs,
Australians with a disability and the carers face collapse under the
strain of an under resourced community sector. An important task
will be preparing for how such a scheme can transform the lives of
our clients and families.

What is a Social Enterprise
A social enterprise (firm) is a not for profit business with a purpose to
create accessible employment for people facing barriers to work as a
result of mental illness or other disadvantages. A social firm has a
supportive work environment that:

Employs between 25-50% of employees with a disability;

Pays all workers award/productivity based rates;

Provide the same work opportunities, rights and obligations to
all employees;

Generates the majority of its income through the commercial
activity of the business;

Any modifications required for the employee in need of support
are built into the design of the workplace.
8.
Strategic Plan
8.1
In developing a strategic plan we have three different arms of the
organisation to examine and provide core direction and leadership to.
These are:
 The Governance and Administration
This sector is the overall leadership of the organisation and deals
with Board leadership, corporate governance, financial planning,
quality and risk management of the entire organisation, workforce
development.
 The Australian Disability Enterprises ADE
The strategic plan will identify key factors such as growth,
development, sustainability and future direction.
 Skills for Life, TTW (Day Services)
The strategic plan will identify key areas as we strive to provide a
person centre approach to service delivery.
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Valley Industries Ltd
2013-2018 Strategic Plan
KRA 1 Our Clients
Our clients include people with a wide range of disability and in all age groups. Our services are varied from the ADE manufacturing goods to
the provision of day services. Our service endeavours to provide person centred approach to every individual.
KRA 1 Key Strategies
1.1
Strategy
Promote and develop a person centred approach
1.2
Develop ongoing delivery for training
Actions
a) Develop individual packages and service delivery
models for each client.
b) Develop a financial control model for individual
funding packages
a) Financially strengthen the organisation to be able to
employ a trainer for 3 days per week with a vision of
5 days per week.
b) Review ongoing current training strategies for staff.
c) Ensure all staff has external training qualifications in
disabilities, training and supervision and/or training
specific to their area, ie, Horticulture.
d) Introduce Certificate 1 in Employability
Outcomes
New client meeting initiated
Awaiting new Government changes
Reviewed
Board
November
2013
Employed January 2014
Board
November
2013
Ongoing
Ongoing with Cert IV Disability
training provided on site
Under review – employed Wendy
Clarke
KRA 2 Our Workforce
Actions
a) Need to identify skill level amongst workforce.
b) Identifying educational needs of clients and staff
Outcomes
Not commenced
Not commenced
2.2
Strategy
Develop a working plan that identifies the
administrative and operation skills and workforce
numbers to meet service demands
Increase volunteer numbers
a) Increase the visibility in the community of Valley
Industries.
b) Continue to recruit volunteers.
c) Develop programs for volunteers such as graffiti
removing to enhance involvement in the community
2.3
Develop our current staffs’ skill base
a) Provide ongoing education through external courses.
b) Promote attendance of external education sessions.
c) Develop ongoing strategies for in-house education.
4 sites now open in CBD
Information Centre to be
established in CBD in March
2014.
Volunteers increased to 16
Still under development
Cert IV Disability provided on
site.
Wendy Clarke engaged for
education.
Trainer employed January 2014
2.1
Reviewed
Board
November
2013
Board
November
2013
Board
November
2013
KRA 3 Organisation and Board Governance and Quality Risk Management
3.1
Strategy
Review current audit arrangements
Actions
a) Review current internal audit and financial review.
b) Implement a Finance Committee.
c) Review external Auditors for compliance to the
Standards.
3.2
Review current financial institution delivery to
meet needs
a) Review and tender for banking arrangement.
b) Provide viable facilities to facilitate expansion and
cash flow issues.
c) Reduce overall debt.
3.3
Implement ongoing capital replacement strategies
a) Review and provide annual capital replacement
requirements.
b) Provide strong cash flow to enable capital
replacement.
3.4
3.5
3.6
c) Review capital replacement after 3 years and reduce
capital expenditure by 75% of depreciation to enable
debt reduction.
d) Continual review of depreciation schedules.
Develop succession planning for senior leaders
a) Identify weakness in succession of senior leaders.
b) Develop board strategy in the event of resignation or
retirement of senior managers.
Continue to review Board operation and
a) Review service delivery annually.
governance
b) Conduct finance review monthly by finance
committee.
c) Continuously review Board responsibilities and
outcomes
d) Review Strategic Plan.
e) Conduct annual review of Strategic Plan
Develop and implement quality processes and risk a) Move towards implementing ISO 9001 across the
management strategies organisation wide
organisation.
b) Review FAHSCIA and ADHAC Quality Indicators and
implement strategies to address requirements across
the organisation.
c) Continue to develop strategies for risk management
organisation wide.
Outcomes
Review auditor changed.
Commenced 2012.
External Auditor changed after
audit conducted.
Banking review 2013 and
changed June 2013.
Banking facilities established to
allow expansion.
Debt reduction strategy
implemented.
Ongoing each year to meet
needs.
Reduction 2013-14 capital
expenditure to improve cash
flow.
Implementation 2013-14
Ongoing
Not yet commenced.
Reviewed
Board February
2013
Board February
2013
Board February
2013
Board February
2013
Board Charter, Code of Conduct
introduced November 2013
Developing Board skill matrix.
Board February
2013
Planned implementation
October 2014
Board February
2013
Board member allocated to
introduce across the
organisation.
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3.7
3.8
Review Board skills and
Strategy
membership
Develop marketing strategy for promotion of
businesses and day services.
a) Replace retiring boardActions
members with appropriately
trained board
members.
a) Develop
marketing
strategy.
for board training.
b) Provide
Continueopportunities
building e-Commerce
site with the
commencement of NBN
c) Develop key strategies for each individual business
unit.
Develop board
Outcomes
matrix
Ongoing
Current all clients undergo
individual IP planning sessions
each year. Increasing this to
twice a year will be the target for
next year.
Programme development
continues with new programs
introduced each new semester
After hours social activities
continue to grow. Limitation are
finical for clients
Current forms and policies are
being developed
FACS CURRENTLY
ACCESSING
DOCUMENTATION
Current rates of staff with
advanced qualification is 90%
tool box talks ,unit meeting
carried out on a regular basis
skills for life program for ongoing
education is five full days per
year
Numerous staff attending
conferences
New co-ordinator for TTW
appointed
program extended to Tuncurry
and Forster
Board
Reviewed
February
2013 February
Board
2013
KRA 4 Valley Skills For Life
4.1
Implement and develop person centred approach
a)
b)
c)
d)
Develop individual plans for each client.
Provide a variety of programs for clients to choose.
Continuously develop new programs every 6 months.
Develop and enhance after hours social activities
program.
4.2
Provide financial viable services
Develop models for self-managed packages.
Retain current premises by either purchasing or extending
the current lease.
4.3
Ensure ongoing staff development
a) Ensure all staff are working towards or have achieved
qualifications in disability
b) Provide ongoing in-house staff education.
c) Encourage succession planning amongst staff.
4.4
Promote and develop client growth
Market to extend providers such as schools, etc.
Provide services not provided by others such as transport,
sensor rooms etc
By board May
2014
By board May
2014
By board May
2014
By board May
2014
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4.5
Strategy
Develop and enhance quality and risk
management strategies
4.6
Energy efficiency and reduction of costs
Actions
a) Implement ISO 9001 and ensure all disability
standards are implemented and reviewed.
b) Provide in-house training on risk management and
quality.
c) Provide support through Quality Manager.
Look at viability of introducing solar electricity.
Reduce water consumption in nursery by replacing
inefficient watering systems. Look at additional water
storage. Develop eco sensitive drainage for the whole
ADE and storage of filtered water.
Outcomes
For implementation next April
Reviewed
By board May
2014
In 2014/2015 budget allocation
Application for bore test drill
completed bore test completed
usable water found ½ a litre per
second found
By board May
2014
KRA 5 ADE Services
5.1
5.2
Grow current businesses by 20% over the next
two years.
Develop strategies to transit employees to open
workforce.
5.3
Develop new business opportunities
organisational wide
5.4
Increase overall organisations profile throughout
the community
5.5
Increase and develop complex IT system to
enhance business delivery
a) Continue schools’ integration program.
b) Provide feeder business units to train TTW clients and
provide skills for transition into ADEs or open
employment.
c) Continue to develop skills training packages.
a) Develop business plans around new business
proposals.
b) Work with NDIS to secure new business opportunities.
c) Continue to monitor government tenders and grants.
a) Continue to attend community group forums.
b) Involve media outlets for ongoing support through all
social media outlets.
c) Continue to develop online capabilities.
d) Continue to be a part of Combined Chamber of
Commerce.
e) Continue to attend Businessman and other events.
a) Continue upgrading computer network.
b) Introduce electronic stock control throughout business
units by:
1. Provide electronic bar coding
2. Provide wireless internet connection throughout the
ADE site
a) Continue to upgrade CIMS network to increase client
reporting.
By board May
2014
By board May
2014
By board May
2014
By board May
2014
By board May
2014
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Strategy
5.6
5.7
Actions
b) Introduce paperless system throughout organisation
over next five years.
c) Scan existing documentation into network.
d) Organise security levels for access.
Review capital requirement to ensure viability and a) Ongoing business units review and liaise with unit
product delivery
managers in developing capital expenditure.
b) Liaise with Board to ensure ongoing capital
requirements are met.
c) Ensure adequate cash resources to fund capital
injection.
Review business unit structure in regards to
a) Review viability of each section
business and packaging services
b) Review location and business development potential.
Outcomes
Reviewed
By board May
2014
Reviewed business and
packaging structure. Result:
1. Op shop relocated down in
CBD. Reporting direct to Intalink
Manager.
2. Shredding joined with
Scanning as one business unit
and relocated to old op shop
site. Reporting to Business
manager.
3. Bees and packaging
restructured. Trainee placed in
bees. Bees to develop selffunding model.
March 13
KRA 6 Individual Units
6.1
6.1.1
Timber Products
Review ongoing business sales
a) Review 6 monthly sales.
b) Reduce reliability on customers.
c) Develop new client base.
6.1.2
Review ongoing capital requirements to meet
operational demands
a) Undertake review of equipment life expectancy and
repairs costs.
b) Replace old equipment by 2015 under capital
replacement plan.
6.1.3
Review production increases and staff
appropriately
Six monthly sales increased.
One new road works client.
Reliance on Masters increasing
Capital requirements continue to
increase. Large acquisitions
such as solar and transport
increasing due to demand.
Production increases achieved
in new Ardagh line.
By Board June
2014
Plan for production increases in winter by utilizing
additional staff.
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6.2
6.2.1
Strategy
Valley Vintage
Review location and increase sales by 40%
Become a social enterprise
6.2.2
6.3
Bee Services & Packaging
Review and increase sales by 200% by 2015
6.4
6.4.1
Valley Secure Document Services
Increase sales by 50% by 2014
6.4.2
Identify current shredding bin locations and
sales
6.5
Complete Grounds Care
Mowing & Landscaping
Review mowing and landscaping business
viability
Strategy
a)
b)
c)
d)
e)
Actions
Relocate op shop to CBD.
Increase opening hours to Saturday mornings.
Look at collection methods to increase stock levels.
Expand volunteer base.
Expand services offered such as ironing, scanning,
shredding etc.
a) Increase sales by 2016 to be self-supporting under
social enterprise status
b) Review operation status and product lines to provide
value adding products.
c) Evolve enterprise from second hand goods to be new
business model outlined in own business plan.
d) To obtain a 50/50% ratio of people with disability.
e) To obtain the goal of all employee’s paid on an
award/productivity based wage.
a) Create bee shop on ADE sight.
b) Expand marketing to other states.
c) Import frames and hives direct from NZ.
d) Re-focus staff to just concentrate on bees and
packaging.
a) Develop marketing strategies.
b) Introduce concept of contracts for shredding bins.
c) Look at developing feasibility for secure storage.
d) Create new section in factory for these services.
a) Develop a system of identifying bin location and
quantities.
b) Develop online order and pick up system for shredding
bins.
c) Strategically market cheaper product against local
competition.
a) Develop new markets.
b) Increase landscaping market.
c) Continue to look for government contracts.
d) Maximise crew usage to ensure viability.
a) Monitor and review capital requirements.
Actions
Outcomes
Shop sales have increased from
48% to 111% in first full year of
operations.
Bag drops to homes continue
with 15% take up rate.
Volunteers now around 13,
increased from 4.
Social Enterprise not endorsed
by new government. Decreased
reliance on government funding
to 31% of sales. Employee’s
wage increased to 1% above
national wage increases.
New enterprise agreement to
commence negotiations in
August 2014.
Overall sales increased by 25%.
Importing frames direct – 15%
reduction in costs.
Reviewed
By Board June
2014
Not achieved in 2014. Need to
refocus on this area 2014/2015
financial year.
By Board June
2014
By Board June
2014
Not achieved – for review in
1014/2015.
Department of Housing contract.
Staff reallocation to Ardagh line
in winter period.
Outcomes
By Board June
2014
Reviewed
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6.6
6.6.1
Nature’s Care Nursery
Wholesale Nursery
Review operations to increase production by
100% by Spring 2013
Review workforce requirements
6.6.2
6.6.3
Review viability against new competition eg
Masters, AUZ Mulch
6.7
Nature’s Care Nursery
Retail Nursery
Increased sales by 20% by 2014
6.8
6.8.1
Intalink Therapy Solutions
Develop Intalink Therapy Solutions
6.8.2
Develop services within Valley Industries to
provide clients access
a) Increase propagation through increased hot house
area.
b) Develop new markets for increased sales.
c) Review capital requirements for stock transportation.
d) Develop market run north and south for retail nursery.
a) Review number of staff requirements to increase stock
numbers.
b) Promote nursery to new clients.
a) Remain vigilant to Masters Stores opening time frames.
b) Be competitive against other market forces.
c) Ensure ongoing sales and specials in time of low
activity.
d) Look at an autumn sale in March or Easter special.
e) Review prices against competition.
a)
b)
c)
a)
Marketing strategy to be reviewed.
Look at market sales on a quarterly basis.
Review stock levels to ensure adequate stock.
Examine and review stock write offs.
a) Employ or contract allied health workers to fill current
building.
b) Market total services to General
Practitioner/Psychiatrist.
c) Develop relationships with Mayo Mental Health and
Manning Rural Referral.
d) Attract funding packages for service delivery.
e) Provide low cost access to people with disabilities.
f) Look at developing day service group therapy.
g) Develop EAP contracts to other organisations.
h) Provide bulk billing services to socially disadvantaged.
a) Speech Therapist to provide group and individual
therapy one day per fortnight at Skills for Life.
b) Psychologist to develop group session on anger and
depression management at Valley Industries.
Production has increased by
50% over two years.
Space issues determining
growth at present. Need to
examine possible strategies to
increase growing area.
Staff numbers on an ongoing
basis.
By Board June
2014
Masters stores now ordering
product in 5 stores which has
increased overall sales.
Clearing sales and advent sales
continue. Ausmulch continue to
approach customers.
Sales continue to grow. Radio
advertising campaign
commenced July 2014.
Current business model
continually reviewed. Contractor
numbers increased resulting in
decreased overhead costs.
Services continue to grow with
overheads remaining stable.
2014-2015 year expect small
profit.
By Board June
2014
By Board June
2014
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KRA 7 Training & Skills Development
7.1
7.2
Strategy
Develop training packages to enable
employees to obtain recognisable
qualifications.
Develop a position for ongoing training of
clients across the organisation.
Actions
a) Purchase appropriate training package to enable
employees to gain recognised skills.
b) Provide financial security of the organisation to allow the
employment of training personnel.
c) Develop through TTW and the ADE suitable
programmes for training delivery.
Outcomes
Training packages utilised when
available.
Reviewed
By Board June
2014
Created in April 2014 – 16 hours
per week.
By Board June
2014
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Valley Vintage – Transition to Social Enterprise
Mission:
Transition of Valley Vintage, a Business of Valley Industries, from an
Australian Disability Enterprise to a Social Enterprise
Valley Vintage Transition Plan
Criteria 1
Currently Valley Vintage is a second hand opportunity shop (Op Shop) which takes in
donations made by the public.
It is proposed to transit this business from the main factory located in an industrial area of
Taree to the main Central Business District (CBD). The location chosen contains several
other Op Shops which will attract business not currently seen at our current location.
This business goal will support, within 3 years, the equivalent of two full time disabled
employees and two non-disabled employees supported by a number of volunteers.
Currently Valley Vintage has a number of supported employees currently on productivity
based wages with one full time support worker. The annual turnover is currently
approximately $50,000 per year and this is expected to increase significantly due to the
move to the Taree CBD.
It is envisaged that upon reopening a number of business initiatives to increase turnover
will include:
a) A marketing strategy
b) Brokerage services for a number of Valley Industries ADE business units such s
document scanning, confidential shredding, lawn and garden care, etc.
c) The implementation of new business lines which are not second hand. Market
analysis has highlighted the need to provide a second option for work clothing and
safety equipment. It is expected that this will commence in the second half of the
financial year.
d) The provision of a vending machine. Current business returns of this from other sites
indicate that this will add an additional 20% in sales in the first six months.
e) Introduction of an ironing service.
f) Introduction of kerbside collection of used clothing to increase stock levels.
Valley Vintage will be providing services to the general public from a retail perspective and
will provide services such as scanning and shredding for local businesses. Its main
activity is commercial retail; the provision of services is not reliant on government
businesses.
In providing evidence of the long term viability, Valley Vintage has been an established
business in a poor location of over five years. During this time the business has grown to
$50,000 turnover with little or no strategic direction.
As Taree is one of the five lowest social economic areas in NSW (Census 2011) the
market conditions support second hand clothing, furniture and office furniture and is
considered to be a strong market to pursue.
It is proposed that, in the second year of operations, Valley Vintage will commence
purchasing second hand office furniture through auction houses and direct from
government tenders for office fit outs. A relationship with Rob Shop Fitout currently exists
for the recovery of second hand shop fittings for on sale to commercial customers.
For the Transition Plan timeframe refer to Valley Industries Strategic Plan.
Criteria 2
Over the next three years Valley Vintage will transit from an Australian Disability
Enterprise to a social firm on the strength of increased sales and a projected profit of
$15,000 in the third year of operations.
By achieving this profit surplus the budget will have two full time non-disabled employees
and two full time employees with a disability. All employees are currently paid on an
award based wage and employees with a disability are remitted on a productivity based
pay rate as per the award. Valley Industries provides the same work opportunities, rights
and obligations to all employees.
As per our budget over 90% of our income is achieved through commercial sales for the
social firm. All modifications required for people with a disability will be addressed in the
refit of the new premises. This will include disabled access, a wheelchair accessible toilet,
and door modifications to meet wheelchair standards and corridors that are modified to
Australian Standards. In addition, a wheelchair payment counter will be provided and a
disability automatic cash register will be installed. This will enable simple colour coding for
products and picture diagrams with a touch screen capability. It will automatically provide
change and interface with the EFTPos machine to overcome potential difficulties for
employees with an intellectual disability.
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Transition Plan Timeframe
Jan – May 2013
May 2013
May 2013
Refit shop premises at Shop 8, Pulteney Street, Taree
Capital budget $75,000
Transfer existing Valley Vintage to Shop 8, Pulteney
Street, Taree
Moving sale at current Valley Vintage, 70 Whitbread
Street, Taree
May 2013
Opening of new Valley Vintage
June – August 2013
 Letter box drops
 Kerbside clothing collections
 Furniture pickup
Budget review and strategic business plans reviewed
against KPIs
Introduce new services for brokerage of Valley
Vintage products.
July 2013
September 2013
November 2013
Online shop up and running.
May 2014
 Introduce second hand office furniture
 Develop business

Second able body employee employed

Productivity wages review on employees
Two FTE disabled positions filled with productivity
based wages.
Strategic business review on target performance to
KPIs
July 2014
September 2014
December 2014
July 2015
Budget and strategic plans reviewed
December 2015
Review budgets and strategic plans
July 2016
Fully independent standalone social firm with $15,000
surplus.
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Valley Vintage Business Plan
Goals of Social Enterprise
Strategy
1. Self-sustaining within 3 years through its commercial activities.
2. Provide employment to equal number of employees with and without disability 50/50 ratio.
3. Provide all workers at award based or productivity based pay rates.
4. Meets the Standards for provision of disability services.
Actions
Relocate Valley Vintage to Central
Business District
1. Locate suitable premises for business.
2. Provide an upmarket shop environment with a fully refurbished
shop.
3. Relocated to Central Business area from industrial estate to
increase exposure and provide more traffic.
4. Shop location in Central Business area to be located near
existing op shops.
5. Re-organise shop presentation.
6. Provide value added services such as document scanning and
confidential shredding and as a broker for Valley Industries’ other
businesses.
7. Provide additional services such as ironing and increase the
range of products to include other products not currently sold by Op
Shop.
8. Transit the name Valley Vintage from an Op Shop and Second
Hand store to a general purpose store providing a number of
specialised services and goods.
Increase Donations of Pre-loved
Clothes & Furniture to Meet
Increased Turnover
1. Provide clothing bags and brochures in letter box drops.
2. Provide kerbside pickups for second hand clothing.
3. Create rags for sale with surplus needs.
4. On sell to Southern Cross Recycling for excess cloth at 28c per
kilo.
Provide Training for People with
Disabilities to be able to Meet the
Inherent Job Needs
1. Provide training through the organisation via our educator.
2. All people with a disability to have completed a Certificate 1 in
Employability after first 12 months.
3. Develop over the next 12 months, extension programs on retail
and customer relationship for year 2.
4. Develop a program for year 3 in retail management to enable
people with a disability to manage and co-ordinate the shop.
Outcomes
Review
Purchase a Computerised
Inventory Management System
Incorporating a Sales Mechanism
1. Undertake full inventory stocktake within 6 months.
2. Develop bar code system which enables the incoming stock to be
added to the system.
3. Purchase bar code readers, hardware and software to enable
fully automotive money handling for the shop operations.
4. Provide an easy to use model which will have colour codes and
pictures on a touch screen environment.
Establish second hand office
furniture business
1. Attend auctions for second hand furniture.
2. Purchase through online auction houses.
3. Tender for office changeover of major government providers.
This would include tendering to purchase entire office floors and
retailing the office furniture to local business.
4. Establish a relationship with shop fit out company to recover
second hand shop fittings for sale.
Create online shop for sale of
second hand items.
1. Create online shop to place items for sale considered to be of
greater value.
2. Utilise eBay for sale of products considered to be collectors’
items.
Marketing Plan for Valley Vintage
Strategy
Action
Undertake Survey of Local
Community Regarding Valley
Vintage
1. Understand what deficit is in the community in regards to Valley
Vintage’s
a) need to address community perception of current location
b) whether community awareness of Valley Vintage and what
services it provides
c) recognition of Valley Industries brand across the community
Undertake a Strategic Advertising
Programs
1. Commence cinema advertising.
2. Brand recognition across the district for both Valley Industries
and Valley Vintage.
3. Continue advertising in the Op Shop trail brochure.
4. Undertake regular promotion and discount sales.
5. Media releases via local media outlets.
6. Continue to be involved in business community activities.
7. Letter box drops on a regular basis.
Outcomes
Review
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8. Marketing through local telephone directories etc
Branding of Clothing Bins Across
the District
1. Branding of collection bins across the region identifying the use
of the clothing bin and where it can be located.
Continue Market Testing
1. Survey forms for customers to fill in detailing:
a) their experience
b) other types of services they may have
c) affordability
2. Letter box drops for survey forms
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