Case Study

The opportunities for expansion were easy to identify. Increasing collections from local authorities via their civic amenity waste and recycling sites would yield more materials that could be redistributed by Preen. The management team had already initiated discussions with local county councils and a number of district councils that could lead to them starting a new round of collections from council-run sites. Finding the time to progress and complete these negotiations was problematic when the team was involved in their day-to-day operational roles.

Increasing the number of collections via local authorities would present another challenge to the directors of Preen as they were aware their business processes may not be suited to an increased throughput, needing a review and update.

Shop floor space and warehouse capacity was also likely to be a problem in the proposed new areas. They knew there would be a need to source new facilities, but finding the time to conduct the necessary searches and complete the associated business planning was an issue. In addition, an opportunity opened up for Preen to take over a local supported employment workshop staffed by employees with varying disabilities.

The solution to Preen’s problems came from REalliance CIC – the delivery partner for a free Capacity Building Programme for Third Sector Organisations supported by WRAP (Waste & Resources Action Programme).  After assigning a REalliance CIC case manager to develop a bespoke plan of support, Preen was provided, free of charge, with a programme of external consultancy that would conduct a full review of Preen’s business strategy and financial projections, assist with the development of a new business plan and help develop a new marketing strategy that would take into account the new and expanded business.

In addition, consultancy support also helped guide the strategic development of the organisation and its operational management (covering areas such as IT, transport and staffing). Its Health and Safety policies were also reviewed by a specialist consultant and new versions developed.

Finally, the Capacity Building Programme provided Preen with a small amount of grant funding that enabled it to employ two new staff members on short-term temporary contracts, which accelerated the promotion of one of their existing staff members to an Operations Manager position. This vital part of the consultancy enabled the management to be freed up to focus their attentions on their discussions with their local authority contacts in relation to collections from civic amenity sites. It also allowed them to work on their business and operational plans and integrating the supported employment site and operations with their own.

The results of the intervention provided through the programme were extremely significant for Preen and have revitalised their organisation. The new business and operational plans are now in place and the new Health and Safety report was immediately used as a key part of the ongoing negotiations with the local authorities. With time to focus on their contract discussions, the Preen directors quickly progressed their local authority opportunities. They are now looking at two new furniture operations at two new sites.

Preen director, Paul Robson, said the support provided by the Capacity Building Programme had allowed his management team time to step back, take stock and recognise where improvements could be made: “Overall we found the experience and support to be very positive. In fact, as the project went on, we felt we got more and more out of it – more than we first envisaged. We would have possibly achieved the same results eventually but not in such a short time nor in such a structured way. I’d thoroughly advocate the support provided by the Third Sector Capacity Building Programme and recommend it to other organisations operating in the Third Sector.”