Total Service Business Plan

Total Service
Business Plan
Prepared By: Amanda Norris
Table of Contents
1. Business Overview ...................................................................................2
2. Services ......................................................................................................3
3. Market Analysis .........................................................................................4
4. Competition ................................................................................................5
5. Marketing Strategy.....................................................................................5
. Business Structure an! Management....................................................
". #inances......................................................................................................."
$. Action %lan..................................................................................................&
Appen!i' () Competitor Analysis..............................................................11
Appen!i' (() Strategic S*O+ Analysis.....................................................13
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Total Service Business Plan
1. Business Overview
+otal Service offers a uni#ue com$ination of in%home support and community
$ased social service to people &ith disa$ilities and community services in the
'airns and (ar North )ueensland region. Through the e*pertise of the partners+
and the employing of competent and &ell educated and e*perienced staff &ith
support through organised and responsive management processes+ Total Service
can $ecome the service coordinator and social service of choice throughout the
(ar Northern )ueensland area.
+otal Service is $ased in 'airns+ and o&ned $y its principle partners &ho are
locals in the area.
Service consumers &ill $e $oth community services and the people &ho use
them+ providing Total Service &ith a uni#ue perspective on the industry. ,ith the
introduction of the N-.S in !1/+ the industry and the clients it services need to
$ecome more a&are of their rights and responsi$ilities under the ne& system.
'lients &ill have a greater choice over the type of services they &ant and
services &ill need to $e capa$le of $eing a$le to meet these needs.
All pricing for clients &ill $e set according to current industry pricing and aimed at
providing the $est possi$le choice and value for the client. All industry service
pricing &ill $e set at a price per hour or $loc0 amount to $e negotiated &ith the
organisation.
Although the $usiness is ne&+ the partners $ring many years of e*perience in their chosen
fields+ and the 'ommunity Services sector generally %
Aman!a ,orris is a #ualified Social ,or0er and has over ! years of e*perience in
1mployment and 'ommunity Services+ &ith e*tensive e*perience in dealing &ith $oth
2overnment and su$%contracts. Amanda has e*perience as a relationships $uilder+ program
designer+ manager and compliance and performance e*pert. Previous engagements have
included Mission Australia+ 'ape 3or0 Partnerships+ Australian 4ed 'ross and various
disa$ility services.
Amanda5s #ualifications include a Bachelor of Arts in Social ,elfare+ (rontline Management+
Mar0eting for non%Profit organisations and Negotiation and 'risis Mitigation.
-eorge Burnett
+otal Service.s point of difference compared to other agencies in the field is that &e can
provide an entire pac0age of help to people and their carers+ either directly or indirectly
through referral+ as &ell as providing advice and development assistance to others &or0ing
&ithin the industry. ,e are people &ho have &or0ed in the local area+ &ithin the local industry
&ho have dealt &ith clients and issues that affect $oth clients and services. ,e understand
the importance of confidentiality and 0no& &hat to share &ith &hom and &hen.
,ithin 6 years it &ould $e e*pected that the $usiness &ould $e running as to ensure that the
partners &ere not re#uired to hold e*ternal employment+ and through $oth income and
investment &ere each dra&ing a salary e#ual to &hat each could $e e*pected to attract in the
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Total Service Business Plan
competitive industry environment. .t &ould also $e e*pected that the $usiness &ould $e the
preferred supplier of services to people &ith disa$ilities and their families in the 'airns area+
to relevant government departments and $e offering a $road coverage of service across
'entral and (ar Northern )ueensland. Partners also envisage that the $usiness &ill $e
providing a num$er of competitive services to N(P5s through consultancy and $usiness
development assistive activities.
2. Services
Total Services &ill offer local people &ith all their needs from assessment through to
service transition. Total Service can provide parts of services as a part of a larger plan
managed $y another organisation+ or provide all the pieces to support a person maintain their
independence and community contact.
+otal Service5s goal is to employ competent+ caring+ &ell trained and e*perienced local
people from &ithin the industry &ho not only meet compliance standards+ $ut &ho provide the
services that people actually &ant. As &ell+ e*tended partnerships &ith local organisations
and the development of local referral path&ays &ill ensure that clients are a$le to get
everything they need &ithout doing all the foot&or0 themselves.
1sta$lished local organisations &ill $enefit alongside +otal Service through consultancy and
referral services. Total Services &ill have a perspective unli0e any other local service+ and &ill
share their 0no&ledge and e*perience through user pays training and assistive development
activities.
The $asic re#uirements of the target client group &ill re#uire a $asic start up pac0age of
e*pertise &hich &ill include:
% access to nursing staff
% social &or0er
% occupational+ physical and speech therapy
% personal case management
% organisational trainer
% program designer
Partners &ill initially provide a num$er of these services personally 7as #ualified8 and develop
a larger employee $ase as the $usiness progresses. All of these positions are currently
accessi$le to +otal Service through partnering arrangements and &ould eventually $e
incorporated into the internal service provision of the organisation.
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Total Service Business Plan
+otal Service is currently running under the auspice of the 9Bastam 2roup5 until such time as
the $usiness $ecomes registered as a separate $usiness entity. The primary partners in the
group are 2eorge Burnett 7:1TT14S8 and Amanda Norris 7B.A. Soc ,el8.
+otal Service is currently in its start%up stage+ and conse#uently there are start%up costs and
funding issues to address. The start%up ta$le $elo& indicates in detail the foreseea$le start%up
costs+ including:
% Business -evelopment
% 4ental 1*pense
% ;ffice 1#uipment
% ;ffice Supplies
% Support Supplies
%
3. Market Analysis
The three 0eys to success for +otal Service are
The professional #uality of services
4elia$ility < availa$le on%call &ith ade#uate staffing
1ffective colla$oration &ith other community professionals including physicians+ allied
health professionals and government departments
'urrently there are as many as =!! !!! non%profit organisations in Australia &ho are facing
an uncertain future &ith the removal of $loc0 funding and a transition to client directed
servicing. +otal Service can $oth assist transitioning services and provide high standard
client services.
.n the greater 'airns region alone there are appro*imately 3! 636 people &ith some form of
disa$ility+ and at least 3 >>! people &ith severe or profound disa$ilities 7ABS8. ,ith an ageing
population+ more and more people are re#uiring assistance to remain independent in their
o&n homes+ and &ith gro&ing rates of mental illness &ithin the population+ there are ever
gro&ing num$ers of people &ho need high #uality services to care for them or a mem$er of
their family.
'urrently there are around "=/! non%profit organisations servicing the 'airns population+ &ith
only a small percentage providing disa$ility services and fe&er still providing targeted
services for people &ith disa$ilities. No services are currently providing N-.S style client
directed services as a first option.
+otal Service values are simple. ,e strive to offer e*cellence and afforda$le care and
support to clients and their carers?families.
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4. Co!etition
As mentioned in section 3+ there are currently no providers in the region &ho offer the uni#ue
$lend of organisational and client servicing &ith an N-.S focus. 1ventually+ other providers
&ill realise the potential of N-.S and &ill move into the 'airns mar0et+ &hich is &hy +otal
Service &ishes to esta$lish itself in the mar0et place as soon as possi$le and utilise the
e*pertise of the partners to develop a local $usiness that is focused on providing for the local
community.
". Marketin# Strate#y
The primary partners in the $usiness have developed good &or0ing relationships &ith a
num$er of government agencies and local service providers during their careers+ and &ould+
as a start+ use these net&or0s to esta$lish 0no&ledge of the $usiness amongst primary
referral points.
At the point at &hich +otal Service partners decide that there needs to $e a focus of $usiness
gro&th+ a num$er of options &ill $e availa$le including promotion via email+ targeted
announcements at specific functions+ presentations to prospective $usinesses and
organisations and social media options.
A $rochure &ill $e produced e*plaining the service as soon as content and $usiness name
are decided upon+ and &ill $e initially handed out+ along &ith $usiness cards. Brochures &ill
eventually $e professionally printed on a commercial scale and provided to organisational
partners for the information of clients. The concept $rochure &ill outline the e*pertise of the
partners and allo& the feeling of a personalised approach to the &ay in &hich &e are
developing our $usiness and enlisting referral points amongst local community services.
.t is important that+ if not initially+ very soon follo&ing a launch+ a &e$site is developed. These
days a $usiness appears more professional and less of a 9fly%$y%night5 ris0 if they have a
professionally developed &e$%site. .t also allo&s clients to loo0 up contact details and allo&s a
feeling of security.
Business cards also offer a professional image+ as do standard letter heads etc+ &hich can
easily $e produced once partners have decided on logos etc.
+otal Service does not re#uire a mar0eting strategy as such+ $ut &ill need to consider
contact devices and image portrayal as a constant.
Pricing needs to $e considered and needs to $e negotia$le given the diverse nature of the
clients &hich &ill $e employing +otal Services. The option of a retainer system should also
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$e attractive to some $usinesses that may have on%going issues as opposed to short term
crises+ and a similar concept could $e developed for N-.S clients.

$. Business Structure an% Mana#eent
A partnership is a relatively simple+ informal and ine*pensive &ay to structure a $usiness. The
t&o partners &ill participate together in the $usiness &ith an intention to ma0e and share
profits+ and an understanding that the partners act on $ehalf of each other in $usiness. A
partnership is not an entity separate from its operators < $ut an association of people &ho
carry on $usiness in common. Partners can personally set limits on ho& much each can $e
lia$le+ $ut legally each participating partner5s lia$ility to creditors is unlimited+ meaning that all
partners are collectively responsi$le for all $usiness de$ts+ ma0ing all partners lia$le for the
actions of all other partners.
Partners cannot transfer their o&nership to someone outside the partnership unless the other
partners agree. No change in the nature of the $usiness can $e made &ithout the consent of
all partners.
A partnership can only &or0 if:
Partners have confidence in each other@s a$ilities and compati$ility as $usiness
partners
Partners $elieve in the $usiness idea and model
There are a num$er of lia$ilities that &e need to $e a&are of %
Aoint and several lia$ilities < as &ell as having a shared lia$ility for all of the de$ts of the
partnership+ they are also individually personally lia$le for all de$ts incurred $y or in the name
of the $usiness.
'ontractual lia$ilities to third parties < partners can $e lia$le for de$ts incurred &ithout their
authority or 0no&ledge. .ndividual partners+ as &ell as the partner &ho incurred the de$t can
$e sued for all of the de$t.
:ia$ility for &rongs to third parties < ,hen a partner leaves a partnership they are still lia$le
for all o$ligations incurred during the time that they &ere in the partnership.
:ia$ility to account < there is an o$ligation to 0eep all partners properly informed regarding
$usiness outside your partnership &hich is seen to $e in competition+ you are legally $ound to
inform your partners and may have to share any profits you ma0e.
The Partnership Act 1891 sets out various rules for the formation and operation of
partnerships. Bo&ever+ many of these rules can $e varied $y a formal &ritten partnership
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agreement entered into $y all the partners. Although it is not re#uired $y la&+ entering into a
&ritten partnership is highly recommended.
4ecommendation is that the partners form an agreement 7contract8 &hich states partners5
rights and duties and the division of profit and loss. This document should include names and
addresses of all parties+ nature and purpose of the $usinessC arrangements for salaries and?or
dra&sC managerial roles of each partnerC ho& $oo0s of account are to $e 0eptC location and
signatories of $an0 accountsC any limitations upon the authority of a partner to act as an agent
for the partnershipC provision for death+ $an0ruptcy or retirement of a partnerC provision for the
admission of ne& partnersC provision for dispute resolution amongst partnersC and provision
for dissolution.
A decision needs to $e made as to the form of entity the partnership &ishes to register as.
Solicited advice from a professional &ould $e $est sought prior to this decision. 4egardless+
there needs to $e a &ritten constitution+ including a memorandum &hich states the
partnerships o$Dectives and purposes+ and the articles of association &hich regulate its
internal management.
2iven the nature of the current partners+ it is considered that intellectual property produced $y
the partners in the general run of $usiness remain the property of the individual+ $ut &ith a
caveat allo&ing use $y the $usiness. Pu$lication of any such documents is to $e done only
&ith the permission of $oth partners. Should additional partners $e added to the group+ this
policy &ould need to $e revised. 2eneral intellectual property such as logos+ trademar0s and
&e$sites etc &ould remain the property of the partnership.

&. 'inances
.nitial financial outlay for the partners in the +otal Service &ill $e minimal+ &ith start%up costs
mainly related to insurances and costs associated &ith $usiness formation.
Accountant@s fees < $et&een E"! and E=! per hour
Solicitor@s fees < minimum E6!!
-omain name registration % E6 7appro*8
.nsurance premiums 7E1mil Professional .ndemnity and E6mil Pu$lic :ia$ility8 % E1!3>
7insurance.com.au8
ABN 4egistration % free
Business Name 4egistration < E1/ for 1 year F E1> for a copy of the registration
certificate
+O+A/ % E1>"=
.f partners consider setting up their o&n accounts+ and initially not involving a solicitor+ $asic
costs &ill $e E1!= 7E"!3 per partner8.
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There &ill also $e costs associated &ith the esta$lishment of a $usiness account+ and the
appro*imately E1! per month account 0eeping fees.
The $usiness re#uires a reasona$le start%up fund to ena$le the partners to provide a full time
focus to the development of the $usiness. This may $e in the form of a Business 2rant+ or
through government directed funding. Appro*imately E1/! !!! &ould $e the minimum yearly
re#uirement to ena$le the partners to focus on the provision of services into the $usiness.
As a start+ the $usiness &ould re#uire partners and to a smaller e*tent employees+ to use
their o&n recognisance+ telecommunications and .T e#uipment &here there no other funds
availa$le+ $ut this &ill $e repaid $y the $usiness in time and should pose no e*traordinary cost
to partners or employees.
Should the partners decide that an office space is re#uired+ cost factors &ould also need to $e
determined in that regard. Belo& is an appro*imate of the initial costs if partners &ere to $e
immediately full%time involved in the $usiness+ &ith employees and an office facility.
Start-up Requirements
Start-up Expenses
BUSINESS DEVELOPMENT
Attorney Fees - Setting Up Limited Liability Company $875
Professional Liability Insurance $1038
Workers Compensation Basic Insurance Deposit $500
Premises and Content Insurance Deposit $300
Contract Retainer with Allied Health Professionals $500
Rental Expense 1 year $36 400
Office Refurbishment $3000
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Total Service Business Plan
Phone Set Up (excluding phones) $250
Utilities deposit $250
OFFICE EQUPMENT
Computers $3000
Fax/ Copier/ Scanner / Printer $750
Quick Books Pro $300
Phones $200
OFFICE SUPPLIES
Stationary $200
Business Cards $150
Brochures $200
Misch Office Supplies $450
Total Start-up Expenses $48,363
Total Start-up Expenses inclusive of Partner salary $208 363
(. Action Plan
0sta1lis2ment
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Total Service Business Plan
Partnership agreement
4egister -omain name and hosting
.nsure $usiness < professional indemnity and pu$lic lia$ility
ABN 4egistration
Business Name 4egistration
-evelopment of $usiness stationary
/egal
There is no immediate need for legal advice to $e sought+ $ut it &ould $e recommended that
the $usiness see0 advice as soon as partners deem it financially via$le to do so. This advice
&ould ta0e the form of a revie& of documents and advice as to the nature of the $usiness as
a legal entity.
#inance
Set up accounts and ledgers
1sta$lish $an0 account
)ey Ob*ectives Task By +,o By +,en
-stablis,ent
Partnership Agreement AN
Register business name AN
ABN Registration AN
Insurance
Domain name
Stationary
.e#al
Consult with lawyer
'inance
Create Finance documents
Determine fied o!erheads
Determine financial
ob"ecti!es
Finalise cash flow plan
Finalise initial finance
Marketin#
Determine sales and
mar#eting ob"ecti!es
Determine launch plan
Create a brochure
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Total Service Business Plan
A!!en%i/ 01 Co!etitor Analysis
Competitor Si3e +arget Customers Strengt2s *eaknesses
Arc :ocal -isa$ility 'lients < lifes0ills+ parent
support+ respite
:ocal and &ell
0no&n
Not N-.S prepared
'airns 4egional
'ouncil
4egional
All < only provide $asic mo$ility
assistance 7fi*ing pavements8 and a
disa$ility access guide
1conomic
influence
No disa$ility programs
'ere$ral Palsy
:eague
State ?
.nternational
People &ith 'ere$ral Palsy .nternational :imited target clientele
'4S Australia National 4eha$ilitative disa$ilities
A&are of and
&or0ing into
N-.S
Targeting employment
outcomes
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Total Service Business Plan
1ndeavour
(oundation
National .ntellectual -isa$ilities 2reat profile
Accommodation and
$usiness solution
services
4eal :iving
;ptions
:ocal All people &ith disa$ilities :ocal
Small org. Hnprepared
for N-.S
(N)
.ndependent
:iving Support
Assoc+ .nc.
:ocal All people &ith disa$ilities
Small org &ill find it
hard to transition
St Aohn5s
'ommunity
'are
State 3oung people &ith disa$ilities 'hurch $ac0ed Poor reputation
,or0lin0 :ocal 1mployment focus
:ifeline National Bigh function
Services closing in
(N)
.T1' Bealth National All people &ith disa$ilities
2ood $usiness
acumen
4esidential $ut moving
into other areas
:ife ,ithout
Barriers
National All < including mental health
2ood
reputation
generally
'over mental
health as &ell
as general
disa$ility
Systems developed for
$loc0 funding
Summary) there are no true competitors in the 'airns area
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Total Service Business Plan
A!!en%i/ 001 Strate#ic S+OT Analysis
Stren#t,s +eaknesses
good customer ser!ice
inno!ati!e edge
uni$ue client base
industry eperience
local #nowledge
great contacts
lac# of business eperience
only two initial staff
O!!ortunities Strate#ies usin# stren#t,s
to a%%ress o!!ortunities
Strate#ies to reverse
weaknesses to a%%ress
o!!ortunities
there is a genuine
gap in the mar#et
and a genuine
need for the
ser!ice
promote abilities in and
industry eperience
Indigenous connection
See# assistance and ad!ice
regarding business as
appropriate
define roles% but allow
o!erlap in duties
T,reats Strate#ies to counter t,reats
wit, stren#t,s
Strate#ies to fi/
vulnerabilities
decrease in
customer demand
competitor enters
mar#et
&ar#eting outside of target
customers
'ntering tender
arrangements
utilising new technologies or
social media to reach
potential customers
re!iewed $uarterly
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