A new world order…
…Strategic Dimensions,
Strategic Considerations
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd
Contents
u Industry/Sector
Dimensions & Considerations
u Board/Governance
Dimensions & Considerations
u Organisational/Service
Dimensions & Considerations
u Customer, Carer & Family
Dimensions & Considerations
u Mission Criticals...
For Transitioning Your NFP
To The New World Order
u Further Information
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 2
Industry/Sector
Dimensions & Considerations
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 3
NFPs, Australia & NZ, Vital Statistics
AUSTRALIA
(figures are estimated)
NEW ZEALAND
(figures are estimated)
u Number of NFPs
* 6 00,0001–700,0002
(“58, 779 economically
significant”3)
* 97,0004
u $ Contributed
* 4.1% GDP5
* 4.9% GDP6
u Categories/Sectors * 35–37 industries/sectors
1
2
3
4
P roductivity Commission 2010
Dr Mark Lyons
ABS Satellite Account 2006–2007
Statistics New Zealand 2005
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
5
6
7
Version: Two
* 11 industries/sectors7
A
BS Satellite Account 2006–2007
S tatistics New Zealand 2005
S tatistics New Zealand 2005
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 4
NFPs, Australia & NZ, Vital Statistics
AUSTRALIA
(figures are estimated)
NEW ZEALAND
(figures are estimated)
u Employees
* 889,9008
* 105,3409
u Volunteers
* 4 .6 million volunteers
(317,200 full time
equivalent)10
* 436,506 volunteers
8
9
(8.5% of total employment) ABS Satellite
Account 2006–2007
Statistics New Zealand 2005
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
10
Version: Two
A
BS Satellite Account 2006–2007
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 5
NFPs, Australia & NZ, Vital Statistics
AUSTRALIA
(figures are estimated)
u Legal Types of
NFPs
* 7 4% unincorporated
associations
* 6 1% unincorporated
societies
* 2 3% incorporated
associations
* 22% incorporated societies
* 2 % companies limited by
guarantee
* 1% other organisations
A New World Order…Strategic Dimensions, Strategic Considerations
NEW ZEALAND
(figures are estimated)
Status: Master
Version: Two
Date: 7 July 2015
* 15% charitable trusts
* 2 % non-charitable trusts and
charitable companies
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 6
So Who’s Who…In The Oz & NZ NFP Zoo?
Family
Services
Hobby
Associations
& Clubs
Community
Development
Services
Agricultural
Services
Residential
Aged
Care
Services
Emergency
Services
Tertiary &
Vocational
Education
Services
Palliative
Care
Services
Peak
Bodies &
Industry
Associations
Foundations,
Charities &
Trusts
Mental
Health
Services
Migrant,
Refugee
Services
Labourmarket/
Employment
Services
Community
Services
Museum
Services
Private
Health
Insurance
Services
Research
Services
Unions
Education
& Training
Services
Regional
Economic
Services
Churches
Cooperative
Research
Centres
Status: Master
Credit
Unions
Sporting
& Recreational
Services
Animal
Welfare
Services
A New World Order…Strategic Dimensions, Strategic Considerations
Health
Care &
Medical
Services
Home Care
Services
Children’s
Services
Disability
Services
Community
Co-operatives
Industry
Superannuation
Funds
Correctional
Services
Youth
Services
Library
Services
Friendly
Societies
Private
School
Services
Version: Two
© ASSPL
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 7
The Changing Paradigms For NFPs
2025
/2015
2012
950s
1
s
1800
s
1970
2000
s
1900
Religious
Paradigm
1800
–90s
Welfare
Paradigm
Charitable
Paradigm
Economic,
Social &
Environmental
Paradigm
Marketplace
Paradigm
1900
s
1950
s
1970
–90s
2000
2012
/2015
© ASSPL
2025
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 8
The Changing Paradigms For NFPs
2025
/2015
2012
950s
1
s
1800
s
1970
2000
Marketplace
Paradigm
s
1900
Religious
Paradigm
1800
–90s
Economic,
Social &
Environmental
Paradigm
esses,
Private Busin
lutions
eg: Work So
Community Businesses, NFPs,
eg: Oak Tasmania
Welfare
Paradigm
Charitable
Paradigm
Public Busine
sses,
eg: BUPA
1900
s
1950
s
1970
–90s
Marketplace
Paradigm
2000
2012
/2015
Economic,
Social &
Environmental
Paradigm
© ASSPL
2025
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 9
Government Reports…Creating New Paradigms
u It is not by coincidence
that in the Commonwealth
Government/Productivity
Commission reports have all/will
all come together at the same
time, creating:
* new paradigm/s of service
delivery
* new environment/s in which
NFP organisations will need
to adapt and operate
Australian Reform Model
Aged Care:
Caring for Older
Australians
Not for Profit:
Contribution of
the Not-for-Profit
Sector
New
Paradigm/s,
New
Environment/s
Allied Health:
Building a 21st
Century Primary
Health Care
System
Hospital &
Health:
A Healthier
Future for all
Australians
Disability:
Disability Care
& Support
Mental Health:
National Mental
Health Report
2010
© ASSPL
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 10
Government Reports In Summary
u In a nutshell, all Commonwealth Government/Productivity
Commission reports come down to:
* National Strategies: to reinvent services,
eg: NFPs, aged care, hospital and health, allied health,
disability, natural resource management
* New Structures: are being established and used,
eg: Primary Health Networks, Local Health Networks
* New Systems: the development and use of new systems,
eg: e-Health system, Regional Assessment/Aged Care Gateway
* New/Redeveloped Services: an opportunity for your
organisation to redevelop its existing services and research and
develop new customer focused services
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 11
Changing Government Roles, Cause NFP Growth
e&
isla
t
Le
g
e
nc
Monitor & Review
ina
Monitor & Review
Private
Businesses
Service Delivery
State
&
Commonwealth
(Australia) &
National (NZ)
Governments
&F
© ASSPL
nd
Fund & Finance
State
&
Commonwealth
(Australia) &
National (NZ)
Governments
Fu
Re
gu
lat
e
Legislate & Regulate
Public
Businesses
Community
Businesses
(NFPs)
© ASSPL
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 12
Changing Government Roles, Cause NFP Growth
u In the past, State and Commonwealth governments legislated
and regulated, funded and financed, monitored and reviewed and
undertook service planning and service delivery
u O
ver recent years, State and Commonwealth governments
have moved, or are moving, to legislate and regulate, fund and
finance and monitor and review, leaving service delivery to public
businesses, private business and community businesses (NFPs)
u In so doing, State and Commonwealth governments focus on their
core roles and responsibilities and aim to reduce their risk, costs,
liabilities and political exposure
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
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The Big Get Bigger, The Small Go Niche Specialist
Organic Grow
A m a lg a m a ti o n s
Mergers
Organic Growth
2012
Mergers
International
Providers
A m a lg a m a ti o n s
National
Providers
A m a lg a m a ti o n s
Multi State
Providers/
Emerging
National
th
A m a lg a m a ti o n s
Statewide
Providers
Regional/
Multi
Regional
Providers
Small
Providers
© ASSPL
Mergers
Amalgamations
Amalgamations
2015–2020
Organic Growth
Few
International
Providers
More
National
Providers
A New World Order…Strategic Dimensions, Strategic Considerations
Amalgamations
Fewer
Emerging
National,
Multi State
Providers
Status: Master
Amalgamations
Version: Two
More
Statewide
Providers
Date: 7 July 2015
Organic Growth
Less
Regional/
Less Multi
Regional
Providers
Software: InDesign
Few
Specialists/
Niche Rural
& Remote
Providers
© ASSPL
© 2015 Australian Strategic Services Pty Ltd 14
Board/Governance
Dimensions & Considerations
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 15
NFPs Past, Present & Future
ELEMENT
PAST
PRESENT
FUTURE
NFP
Paradigm
Shifts
Charitable to
welfare paradigm
Welfare to
market paradigm
Market to social,
economic &
environmental
paradigm
NFP Legal
Entities
Unincorporated
or incorporated
associations, few
companies
Incorporated
associations,
more companies
Predominantly
companies ltd,
fewer incorporated
associations
NFP
Members,
Staff &
Volunteers
Many members,
few staff,
more volunteers
Declining
membership
& volunteers,
increasing staff
Few members are
directors or directors
are members. Many
staff, more volunteers
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 16
NFPs Past, Present & Future
ELEMENT
NFP
Revenue,
Resources
Reserves
NFP Service/
Business
Models &
Mentality
NFP
Branding &
Awareness
PAST
PRESENT
FUTURE
Revenue limited
Resource poor
Reserve poor
Revenue growing
Resources growing
Reserves building
Revenue Secure
Resource Secure
Reserve Secure
Service mentality
& approach
We’re a service,
we’re a business,
or we’re a
community
business
Community business
mentality & approach
Brand
management,
increasing brand
recognition
Strong, well known
& reliable brands
Limited branding
Low brand
awareness
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 17
NFPs Past, Present & Future
ELEMENT
PAST
Geographic
Spread
Mainly local.
Few regional,
fewer national
PRESENT
Few national,
increasing
multi-state &
multi-regional
FUTURE
National, multi-state
or multi-regional
Few local/regional
Service/
Product
Diversity
1–2 services/
product types
Multi service/
product types
Integrated services/
products.
Service depth,
Service breadth
Performance
& Benchmarks
Very limited
performance
management or
benchmarking
Increasing
performance
Benchmarking
Performance
management
Benchmarking is
widespread
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 18
New Industry Dimension…Tiers 1, 2 & 3,
eg: Home Care
Eg:
Eg: National or multi-state, multi-sites, multi-service, multi-revenue
Tier One
Feros Care,
streams, integrated systems, demonstrated strategic growth,
Extra Large – Very Large integratedliving,
strong balance sheets, organisational capacity & capability
Organisations Care Connect, Kincare,
Silver Chain, RDNS,
Calvary Home Care
Tier Two
Large – Medium
Organisations
Eg: Villa Maria/Catholic Homes,
ADSSI Home Living, Suncare
Tier Three
Small, Stand Alone
Organisations
Eg: All the small organisations
Eg: Statewide, muti-regional, regional, variety of
services, multi-revenue streams, balance sheets,
service mix & profile
Eg: Local, regional, one–two services,
few revenue streams, one–two sites,
limited/challenged balance sheets
© ASSPL
© ASSPL
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 19
New Industry Dimension…Tiers 1, 2 & 3 continued
u A
ll human service industries/sectors can be divided into Tier 1
providers, Tier 2 providers and Tier 3 providers, eg home care,
refer to page 19
u In summary, Tier 1 providers are characterised by such elements
as: dominant market share, increasing economies of scale, strong
brand recognition, geographical spread, multi-revenue streams
and multi-services
u Tier 2 providers are usually mid sized, town or regionally based,
growing or wishing to grow, considering amalgamations or
mergers, have several revenue and service streams
u Tier 3 providers represent the majority of providers and are
typically small, locally focused, increasingly concerned about their
future, amalgamating into Tier 1 or Tier 2 organisations
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 20
NFP Boards’ Mentality & Approach Is Changing
u The majority of Australian NFPs are now:
* n
ot walking backwards into the future,
looking back at their glorious past
* n
ot in love with their shadow,
only to find their shadow doesn’t reflect their true form
* operating with their heads and hearts connected
* r ecognising that they must govern the organisation whilst
management must manage the organisation
* f ocusing on making a profit/surplus in order to develop and
deliver their vision, mission and/or core business
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 21
NFP Board Trends
u Small boards, 5–7 board positions, length of service 5–7 years•
u Average age of boards 51–60 years•
u Five males, two female directors•
u 12–14% of NFPs remunerate board members, $10,000–$30,000•
u Professionalised boards, directors fill board positions based
on agreed competencies, skills, knowledge, qualifications and
experience
u Boards are moving from paper to e-boardrooms
u A continued move to bi-monthly – quarterly board meetings and
committee meetings in between board meetings
• Better Boards Remuneration Survey 2012
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 22
NFP CEO, Executive & SMT Trends
u S
maller NFPs moving from service
coordinator/manager to chief
executive officer from within
industry/sector
u Medium–large NFPs
Career
Pathway
&
appointing:
Positions
* commercial chief
executive officers from
external industry/ies
* commercial, executives and senior
managers from external industry/ies,
eg: Prescare, Community Solutions
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Personality
Type
Appointment
Considerations
Qualifications
Skills,
Competencies
& Knowledge
© ASSPL
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 23
Establishment of NFP Leadership Teams
Board of
Diectors
on
Vis
ssi
ion
Mi
u A
n increasing number of NFP
boards are establishing and
operating leadership teams:
* board of directors
* chief executive officer
* executive and/or senior
management team
u Leadership teams focus
on the strategic
Chief
challenges and strategic
Executive
opportunities
Officer
Strategic
Challenges &
Strategic
Opportunities
Senior
Management
Team
Values
© ASSPL
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 24
Membership Is Moving In Different Directions
Membership
Increasing
Environmental
Groups
Va M
lu em
e
Pr ber
op sh
os ip
iti
on
D
M ise
em ng
be ag
rs ing
hi
p
g
in ip
lin rsh
ec e
D mb
e
M
Low Membership
Value & Benefit,
Actual or Perceived
ng ip
wi sh
ro er
G mb
e
M
Sporting
Organisations
Clubs
High Membership
Value & Benefit,
Actual or Perceived
Home Care
Group Training
Unions
CWA
Employment
Services
Health Care
Private
Health
Insurance
Private
Schools
Social
Causes
Advocacy Groups
Credit
Unions
Prestige Sport
Rotary
Aged Care
Freemasons
Membership
Decreasing
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Rural Youth
Lions
Churches
Apex
© ASSPL
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 25
Incorporated Associations To Companies Limited
A Few Are
Staying As
Incorporated
Associations
State Associations,
Incorporation Acts
Unincorporated
or Incorporated
Associations
Many Are
Changing To
Companies
Limited By
Guarantee
Corporations
Act
© ASSPL
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 26
Increasing Use Of External Expertise
Medium to Large
Organisations
Small to Medium
Organisations
Advisors
Legal,
Financial &
Insurance
Advisors
We Operate With
Limited External
Advice
Brokers
Legal,
Financial &
Insurance
Advisors
Consultants &
Contractors
Other
Service
Providers
We Focus On
What We Do Well
& Seek External
Advice
Tender
Writers
Strategic
Alliances
Partnerships
© ASSPL
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 27
u D
eveloping a greater
understanding and practical
engagement/contribution
to regional, economic and
community development
processes and projects
will become a defining
characteristic of leading NFPs
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Economic
Development
Y
Regional
Development
Your NFP
Organisation
n
issio
rM
ou
u N
FPs make an important
contribution to regional,
economic and community
development processes
Your
Vis
ion
NFPs & Regional, Economic & Community
Development
Community
Development
Your Strategies
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 28
t
en s
s
pm
elo ucce
S
ev
s
l D lity &
ice
na
i
erv
gio nab
al S
Re
ta i
dic
s
Su
Me
alt
He
Ec
on
Inn omi
cD
ova
ev
t io
e
n
Ag
& C lopm
ed
rea
en
Ca
t
t
i
vity
re
Se
rvic
es
Trade In A Wider Framework
h&
Aged Care/
Disabled;
Chronic Health/
Complex Health;
High Care – Sub-acute;
Transitional Care – Palliative Care
Allied Health, Primary Services
Entrepreneurship & Business Development
Community Development
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© ASSPL
© 2015 Australian Strategic Services Pty Ltd 29
Trade In A Wider Framework continued
u It is important for the leadership
groups (Boards, Chief Executive
Officers & Senior Management
Teams) of aged care
organisations to understand and
recognise that they operate in a
wider framework than just care
and accommodation
u A
s aged care organisations
grow and develop, particularly
as they move into becoming
multi-service, multi-regional
organisations, their contribution
to and engagement in towns,
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
communities and regions can
be categorised into:
* regional development
* economic development
* community development
u Innovation and creativity,
entrepreneurship and business
development and sustainability
and success are some of the
key processes and mechanisms
that drive and deliver economic,
regional and service/community
development
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 30
Organisational/Service
Dimensions & Considerations
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 31
Tendering
Approved Provider, Preferred Providers
Increasing Legislation & Regulation
Today
A Constrained
Market Place…
eg: Residential Care
Home Care
Disability Services
Natural Resource Management
Sport & Recreation
Funding
Approved Provider
Legislation & Regulation
Standards & Quality Systems
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Tomorrow Transitioning To
A “Free” Managed
Market Place
eg: Residential Care
Home Care
Disability Services
Natural Resource Management
Sport & Recreation
© ASSPL
Customers Funded – Tenders/Contracts
A More Rigorous Framework,
A “Free/Managed” Market
Beyond Standards, Business Excellence
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 32
Market Forces & Competition Will Prevail
ic Partnershi
g
e
t
a
ps
Str
Joint Ventures
Private &
Public
Businesses
Compete
Against Each
Other
NFPs Compete
Against Private &
Public
Businesses
Private
& Public
Businesses
Compete
Against NFPs
Stra
tegic Alliances
A New World Order…Strategic Dimensions, Strategic Considerations
tracts & Network
s
Con
NFPs Compete
Against NFPs
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 33
Transitioning From A Service To An Organisation
Stage I
Stage II
Stage III
u ‘We Are A Service’
u ‘Are We A Business,
Are We A Service?’
u ‘We Are A Community
Business’
u S trong Operationally
u Stronger Operationally
u Strongest Operationally
uW
eak Organisationally
u Fitter Organisationally
u Strong Organisationally
u F ew Services/Products
u S everal Services/
Products
u Integrated Services/
Products
uA
Manager Of
A Service
uM
anager Transitioning
To Manager/Leader
u Leader & Developer Of
An Organisation
© ASSPL
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 34
From A Solid Cube To A Rubik’s Cube
ial
c
sta
ina
ty
ial
tic
Jus
c
So
bil
ity
Su
sta
ina
bili
ty
bil
ity
ity
ity
u
Eq
u
Eq
Multi-Service NFP…
from “a service” to an organisation
Specialist Niche NFP…
one–two services
A New World Order…Strategic Dimensions, Strategic Considerations
Via
Efficiency
Su
e
bili
Efficiency
Effectiveness
So
Via
Effectiveness
e
tic
Jus
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 35
Many NFPs Are Focused On A Quality Journey
in
t
on
sI
u
uo
ro
p
m
en
m
ve
Business Excellence,
Best Practice,
Best Value etc.
t
Assessment
Accreditation &
Certification
Registration
C
Standards,
Elements &
Indicators
n
ga
r
O
Codes of Practice,
Customer Guarantees,
Service Guidelines
al
n
o
ati
ve
e
D
nt
e
pm
lo
is
© ASSPL
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 36
If You’re Into Care…Care Is On The Move
u If your NFP provides any
form of care services, eg:
* Disability Services
* Day Services
* Health Care
* Mental Health
* Child Care
* Drug/Alcohol
* Massage Services
Se l f Care
Low C a r e
H i g h Ca r e
Sub - a c u t e
Acute Care
Status: Master
Hig
h
re
Ca
re
Ca
Hi gh
Intensive
Care
D
y
ep
endenc
Acu
t e C a re
Su
b - a c u t e C a re
consider the adjacent
model and the following
model
A New World Order…Strategic Dimensions, Strategic Considerations
pendency
De
H i g h C a re
L o w C a re
S e l f C a re
Version: Two
Date: 7 July 2015
Software: InDesign
L
SSP
©A
© 2015 Australian Strategic Services Pty Ltd 37
As Care Levels Increase…Everything Else Increases
Recurrent
Costs
Increase
Capital Costs
Increase
Labour Costs
Increase
Clinical &
Organisational Risks
Increase
Skills,
Knowledge &
Qualification
Requirements Increase
Level of Care
Increases
p e nde n c y
Acu
Su
are
De
C
Hi g
h
Intensive
Care
t e C a re
b - a c u t e C a re
H i g h C a re
L o w C a re
Self Care
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
S
©A
Date: 7 July 2015
SP
L
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 38
Preferred Providers Will Rule The New World
u W
here services have
been privatised and
private businesses,
public businesses and
community businesses
(NFPs) compete for market
share, service delivery
and customers, the
principles and practices of
the “Market Bell Curve”
prevails
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 39
Provider Numbers
Preferred Providers Will Rule The New World
Software: InDesign
Outputs/Outcome
Performance KPIs
Date: 7 July 2015
Standards
Version: Two
Outputs/Outcome
Status: Master
Performance KPIs
Standards
Licence/Contract
Past Performance
Entry Criteria
A New World Order…Strategic Dimensions, Strategic Considerations
Preferred
Provider
Phase
Qualifying
Phase
Entry
Phase
Time
© ASSPL 2012
© 2015 Australian Strategic Services Pty Ltd 40
The Rise Of Preferred Providers…The Evidence
Industry Examples
1980s
Employment Services
Providers
700+
Disability Employment
Providers
1990s
2000s
2012/14
2015/2020
(only 70 of original 700,
230 new entrants)
200
101/81/61
50–100 (est)
13+
240
260
151
50–100 (est)
Pathology Providers
340
300
120
30
20–25 (est)
Private Health
Insurance Companies
N/A
48
44
37
20–30 (est)
Credit Unions
841
350
200
100
67–72 (est)
Bush Nursing Hospitals/
Centres
69
30–50
25–30
22
10–15 (est)
Residential Aged Care
Providers
2,200
2,900
1,600
1,200
400–500 (est)
Home Care Providers
500–3,000
3,000–4,000
4,000–4,500
4,500–5,500
500–1,000 (est)
300
(1935)
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© ASSPL
© 2015 Australian Strategic Services Pty Ltd 41
Where Price Is Constrained…Watch Out
Service
Volume
Service
Margin
Business
Risk
Low Volume
High Margin
Low Risk
Low Volume
Low Margin
High Risk
High Volume
Low Margin
High Risk
High Volume
High Margin
Low Risk
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 42
Where Price Is Constrained…Watch Out
u In the new world of NFPs:
* Volume
…customer numbers
* Margin
…knowing the true cost, margin and price of a
unit of service delivery or product
* Business Risk …that is a result of the two aforementioned
elements
u P
ractically, NFPs which are price constrained, have small customer
numbers and long distances to travel will struggle to survive
financially in the new paradigms/new environments, unless they
are “block/contract” funded, or have alternative revenue streams
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 43
Go Market Breadth Or Market Depth Or Both
Horizontal Markets
Home Care
Residential Care
Fee-for-Service
Outreach Residential Care
Sub-acute Care
Transitional Care
Dementia Care
Palliative Care
Vertical Markets
Independent Living
© ASSPL
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 44
Go Market Breadth Or Market Depth Or Both
u Many Australian NFPs, no matter what industry/sector they are in,
are:
* g
rowing and developing their horizontal market/s and their
vertical market/s, organically or via amalgamations or mergers, or
* just gaining depth and breadth in their existing vertical
market/s, or horizontal markets, or
* r esearching and/or developing new horizontal or vertical
markets
* determining if they are a “market taker” or a “market maker”
u An example of horizontal and/or vertical market development can
be seen on the next page: eg: an aged care organisation
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 45
Remember Policies/Services/Funding Comes & Goes
u For those boards, chief executive
officers or senior managers who have
been operating one or more of the
NFP industries or sectors you may have
noticed:
* government policies come and go
* government services come and go
* government funding comes and goes
u One of the best examples of
this phenomenon is mainstream
employment services and disability
employment services
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 46
Robustly Apply The ‘Four S’ Model
ent Structu
Excell
re
Excellent Services
nt
Excelle Strategy
Vision,
Mission &
Values
PL
©ASS
Exce
llent Systems
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 47
Strategic Plans–Strategies Must Be Linked
Strategic Intent
& Activity
Alcheringa
“Lifestyle Options For Individuals,
Aged Care For Our Community”
Strategic Plan
June 2007 – Dec 2010
Version: Final, Date: 19 April 2007, © Australian Strategic Services
Time
June
2006
A New World Order…Strategic Dimensions, Strategic Considerations
June
2008
Status: Master
June
2010
Version: Two
Date: 7 July 2015
June
2012
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 48
From A Service To A Systems Mentality/Approach
Service Framework
Systems Framework
We are a service
Community business
Allocated places, funding
& customers
Customer choice determines
their own & your organisation’s future
We primarily deliver services
We operate within a system
We meet service standards
We exceed service standards
A service framework
A systems framework
Primarily 1–2 “bankers”
Wide variety of revenue streams
Welfare paradigm
Market paradigm
None – few
competitors
Private, public & community
business competitors
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 49
Corporate Services to Services Ratio
he ratio/percentage of your organisation’s corporate services
T
costs to service offering…raises the question of economies of scale
and critical mass.
Model One
Model Two
Corporate
Services
Corporate Services
Service Offering
Service Offering
L imited corporate services
to services, eg: no Business
Development Unit, no full time
Quality Manager.
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
ull suite of corporate services,
F
eg: Business Development Unit,
Marketing Team, etc.
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 50
Determine The Future Service/Business Model
* w
hat will make it
different in the future
* w
hat will keep it
winning in the future
True Cost/Margin & Price
Strategic Financial Management Plan
Industry Scenario/s
Organisational Scenario/s
What Will Keep Us Winning?
Business/Service Model
What Will Make Us Different?
u Designing and developing
a truly innovative and
unique business/service
model will set the scene
for your organisation to
determine:
Strategies/Strategic Objectives
Projects
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 51
Service/Business Example continued
Res
ide
n
Tele
car
e
he
g
in g
As
ive
sist
ma
Liv
es
r
e
nt
h
Te
ch
alt
Pri
yC
rvic
E
ein
Sup
In d e p o rte d
pen
Livin g d e nt
U n it s
Tele
a re
Se
g
a rly A
ies
e
C u F o r-S
sto e rvic
m er e
s
lo g
Fe
A l li e d C
Aged Care/
Disabled;
Chronic Health/
Complex Health;
High Care – Sub-acute;
Transitional Care –
Palliative Care
Customer
s
Insured
Mental Health
Age
d
g
ent Livin
pend
Inde Units
d
able
Dis
es
rvic
Se
Asse
ssm
ent
,C
lini
it
al Un
c
i
d
e
&M
no
g
rsin
u
N
cal
Medica
l
Palliative
Care
are
lC
tia
In H
om
e
cation
th Edu
l
a
e
H
m
ire
t
e
R
are
Tran
si
tio n al
Home C
Care
are
© ASSPL
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 52
New Revenue Streams Equals
New Services & Customers
cts $
Proje
Local,
Stat
e&
Co
Car mm
e&
Privat
e He
alth
Ins
ura
re &
Ca
nce
ents
m
n
r
e
Gov
h
t
al
we cts $
n
o oje
Pr
Aged, Disabled;
Chronic Health/
Complex Health;
High Care – Sub-acute;
eC
are
&P
are
vic
&P
S er
roje
For-
cts $
Fee-
Transitional Care – Palliative
Care
roje
c
t$
Com
pen
le
sab
C
© ASSPL
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 53
New Revenue Streams
Equals New Services & Customers continued
u T
he majority of NFP organisations are “locked into” a government
funding mentality and approach
u T
here are many other funding categories and therein many
sub-categories:
* private health insurance care and projects dollars
* compensable care and projects dollars
* fee-for-service care dollars
* Local, State and Commonwealth governments’ project dollars
u A
ll NFP organisations should explore and engage new
organisations/markets that create new revenue streams
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 54
The Really Big Challenge…
Funding The Unfundable
Compensable
Care & Project $
ding The Fundable
n
u
F
Government
Care & Project
$
Fu
Social
Enterprise
Private Health
Insurance Care
& Project
$
Your
Organisation’s
Vision,
Mission &
Values
Foundation
Government
Fee-For-Service
Care & Project $
ndi
n g T he U nfu ndab
Donations
le
Sponsorship
Bequests
Trusts
Fundraising
© ASSPL
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 55
The Really Big Challenge…
Funding The Unfundable continued
u F
unding the fundable customers will be a challenge in itself, given
that customers will be assessed, funded against that assessment
and a care plan; in essence, services will be designed for and
delivered to each individual:
* within an agreed price
* to a predetermined timeframe
* to a defined standard
u However, for either unfunded customers or funded customers, who
do not have all the services they require, the really big challenge
will be how organisations fund the unfundable
u Donations, sponsorships, bequests, fundraising, trusts, social
enterprises, government and foundations will need to be
considered and actioned
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 56
Customer, Carer & Family
Dimensions & Considerations
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 57
Customer Demand & Expectations Will Increase
u For the majority of NFPs,
customer requirements and
expectations, together with
demand, will continue to
increase
u Customers will be increasingly
aware of:
* t heir rights and
responsibilities
* t heir financial/service
entitlements
* price and performance
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 58
Customer Profile Of 2020
u A
ttuned to choice, options and
decision making processes
u Low–nil brand loyalty
u High expectations and needs
u Rights and responsibilities oriented
u World views, world travel and a
multi cultural attitude
u Independent, self managing
u Accumulating wealth versus
significantly disadvantaged
u More people with tertiary/VET
qualifications and careers
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 59
Customer Funding, Choice & Mobility
u With the introduction of new funding
models such as Individual Support
Programs (ISP) in Disability and Consumer
Directed Care (CDC) in Home Care,
* customer funding
* customer choice
* customer mobility
are set to become the norm
u These policies are just the start of putting
the power into the hands of customers.
Similar models of funding will spread to
other human service organisations
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 60
Existing, Transitionary & New Customers
Existing
Customers
ry
a
n
sitio mers
n
a
Tr usto
C
A ttr a
Tra
Cu nsitio
sto na
me ry
rs
ct & R etain e w C u sto m er
N
ct & R etain e w C u sto m er
N
Transitionary
Customers
A ttr a
Transitionary
Customers
Transitionary
Customers
N
ct & Retain ew Customers
a
r
t
t
A
s
nary
sitio ers
Tranustom
C
Tran
Cus sition
tom ary
ers
N
ct & Retain ew Customers
a
r
t
t
A
s
© ASSPL
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 61
Existing, Transitionary & New Customers continued
u A
ll human service providers will need to be acutely aware of the
three customer types:
* existing customers
* transitioning customers
* new customers
u
hese three customer types will create
T
* customers flow rates
* customers mixes
* customers cashflows
u C
hief executive officers and managers will become extremely
aware of the interplay of customer flow rates, customer mixes and
customer cashflows
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 62
NBN, The Conduit to Customers, Data
& Information
nal Broadband Network
Natio
Clinica
l, GP
&
Specialis
t Ser
vice
s
Da
ta
M
e
alt d i c a
hP l&
ro j
e ct
s
Assessment
& Monitoring
care Services
Tele
Ot
her
rg i n
/E m
e
m
S e r e rg i n g O t h e r / E e s
vic e s
c
S ervi
N a ti
A New World Order…Strategic Dimensions, Strategic Considerations
Client & Clinical
Medical Services
n
nal Broadband Network
Natio
n
atio
orm
Inf ces
rvi
Se
H
Mo ealth
nit
ori
ng
&
n
Customers,
Residents,
Carers &
Families
health Services
Tele
io
at
r m ti o
Info duca
&E
nal Broadband Network
o
i
t
a
N
istive
Ass
gies
nolo
h
c
Te
Status: Master
© ASSPL
o n al Br
o ad b a n d N et w
Version: Two
g
He
ork
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 63
NBN, The Conduit to Customers, Data
& Information continued
u T
he NBN will provide a national technology platform upon which
an innovative range of telecare and telehealth products and
services can be delivered.
u A
t this point in time there are only a small number of aged and
health care providers throughout Australia that are seriously
utilising the NBN to deliver products or services.
u W
ithin the ICT strategies or ICT Plan of each organisation there
should be a major focus on the use of the NBN and related
products and services; whether they are developed and delivered
by the organisation or leased/rented from ICT providers.
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 64
Mission Criticals...
For Transitioning Your NFP
To The New World Order
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 65
Mission Critical One:
Adopt A Robust Leadership Position
u Boards will increasingly need to
adopt a more robust leadership
position and undertake even
more robust:
* strategic discussions
* strategic thinking
* strategic decisions
u These activities will enable the
development, implemetation and
monitoring of robust strategies,
strategic plans
u Weak, laid back, comfortable or
lazy boards will have no future
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 66
Mission Critical Two:
Excellent Board, Excellent CEO, Excellent SMT
u An excellent board will recruit and
retain an excellent chief executive
officer; an excellent chief
executive officer will recruit
and retain an excellent senior
management team
u Remember…recruit
for excellence, only
train for incremental
change
A New World Order…Strategic Dimensions, Strategic Considerations
Excellent
Chief
Executive
Officer
Excellent
Senior
Management
Team
Excellent Board
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 67
Mission Critical Three:
Get Out Of The Boardroom…Look, Listen, Learn
Discover
or Generate
New Ideas,
Concepts &
Opportunities
Strategically,
Plan &
Develop
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Identify &
Build New
Contacts &
Networks
Undertake
Applied
Research or
Investigation
Your
Organisation’s
Strategy
Measure
Performance &
Benchmark
Internally &
Externally
Version: Two
Continuously
Gather Business
Intelligence
Date: 7 July 2015
© ASSPL
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 68
Mission Critical Four:
Understand The New Environment…
Develop Robust & Realistic Scenarios
u M
any board’s strategic plans are in essence either ‘operational’,
‘motherhood’ or lack any robust strategies to ‘shift and lift’ their
organisations to the next step or stage of development
u G
iven all the previous
considerations and evidence
provided about the changing
world of NFPs, boards will
need to develop and drive
robust and realistic scenarios
and strategies if their
organisations are to remain
relevant
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Strategic Plan
Strictly Private & Commercially Confidential
Commercial in Confidence
July 2011 – June 2014
Date: 7 July Status:
2015 Final
Software:
InDesign
Version:
Final
© 2015Date:
Australian
Strategic
Pty Ltd
As Adopted
22 MarchServices
2011
©201169
ASSPL
ns
Transition,
Reinvent & Grow
On Our Own
Majority
ec
ion
da
t
oli
©
AS
SP
L
ion
Version: Two
t
da
oli
Status: Master
Selling or
Closing;
Increasing
Co
ns
ns
Co
A New World Order…Strategic Dimensions, Strategic Considerations
Human
Services
Organisations
ns
Co
nn
Partnership,
Alliance,
Network;
Few But
Increasing
tio
Amalgamations
& Mergers;
Increasing
ec
nn
Co
tio
th
ow
Gr
u In the boardrooms of NFPs
throughout Australia strategic
discussions and strategic
decisions are increasingly
being made, have been
made or need to be
made now…to either:
* reinvent and grow
* form partnerships,
alliances and networks
* amalgamate or merge
* sell or close
Gr
ow
th
Mission Critical Five:
Boardroom Decisions, Organisational Directions
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 70
Mission Critical Six:
Determine The True Cost, Margin & Price
u The majority of NFP boards today
operate against an annual budget
u Very few boards operate using
a 3–5 year Strategic Financial
Management Plan aligned to their
Strategic Plan
u Boards will seriously need to:
* d
etermine the true cost, margin
and price of a ‘unit of service’
* u
se, robust industry financial
key performance indicators and
benchmarks
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 71
Mission Critical Seven:
Adopt Community Business Principles & Practices
u Understanding and utilising
community business
principles and practices will
enable your board/chief
executive officer to:
* c ompete in the new
paradigm and marketplace
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
TH
RU
* t ransition your people from
a government funded/
welfare mentality and
approach
K
EA
BR
P
SOEO
LU PL
TI E
O
NS
Enriching the Community
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 72
Mission Critical Eight:
Drive Organisational Change…People Change
u Organisational change
can be either:
* proactive or reactive
* evolutionary over
time, or
* revolutionary in a
short time
Proactive
Approach
Evolutionary
u New paradigm/s will
require taking all your
people on a journey of
change
A New World Order…Strategic Dimensions, Strategic Considerations
Mode
Revolutionary
Status: Master
Version: Two
Reactive
•
•
•
•
•
lanned
P
Engaging
Sequential
Over time
Successful
results
•
•
•
•
•
nplanned
U
On the back foot
Spasmodic
Adequate
Limited Results
•
•
•
•
•
lanned
P
Holistic
Focus mentality
Short time frame
Good results
•
•
•
•
•
L imited planning
Ad hoc
Crisis mentality
Poor timeframes
Poor results
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 73
Mission Critical Nine:
Technological Advantage Will Be Vital
u If boards are to adapt to the new world of NFPs they need to
adopt and use technology
u If this is to occur, board members need a key desire to improve
their governance system, structure, processes and tools
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 74
Mission Critical Ten:
Performance Will Be Paramount,
Measure What Matters
Contracts &
Customer/Carer
Service
Agreements, etc
Targets,
Ratios,
Outcomes,
KPIs etc
Internal &
External
Benchmarks
© ASSPL
Performance
Management
System,
Board
Reports
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 75
“There is nothing more difficult to take in hand,
more perilous to conduct, or more uncertain in its success
than to take the lead in the introduction of a new order of things
because the innovator has for enemies
all those who have done well under the old conditions,
and lukewarm defenders in those who may do well under the new”…
Machiavelli
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 76
NFPs…
Your Future Is In Your Hands
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 77
Further Information
For further information, a copy of this
presentation, other presentations, or
to discuss your board’s/organisation’s
requirements contact:
Michael Goldsworthy
Principal Consultant
Australian Strategic Services
03 5429 6331
0418 130 581
[email protected]
www.asspl.com.au
A New World Order…Strategic Dimensions, Strategic Considerations
Status: Master
Version: Two
Date: 7 July 2015
Software: InDesign
© 2015 Australian Strategic Services Pty Ltd 78