A printers' charity used a Knowledge Transfer Partnership to reshape its strategy and operations, in response to a transformed professional sector - radically improving customer service and reaching out to new members.

Impacts

  • Under the KTP, a strategic business plan and marketing strategy has been developed, adopting best practice from the commercial sector
  • Financial and residential support services have been repackaged to better suit user needs
  • A flexible package of services has been developed and launched, driven by those who use them
  • Management and operational capacities have been strengthened
  • The governance has shifted from traditional stewardship to a hybrid stakeholder model, strengthening user voice
  • Proactive marketing has been implemented, identifying and helping more service users.

"The KTP has been of immense value to us as an organisation in planning for our future and working towards our objective of helping more people in the printing, publishing, graphic and allied trades." (Stephen Gilbert, Chief Executive, The Printers' Charitable Corporation)

About the research

The Printers' Charitable Corporation (PCC) delivers support for current and previous employees of the printing, graphic arts and communications sector. Since its inception in 1827, the printing and allied trades have undergone radical change, with the sector becoming increasingly fragmented in recent years. As a result, the organisation had been experiencing a year-on-year decline in the number of the people it helped.

Management within the PCC recognised the need to develop a new strategic direction, in order to reverse this trend. The charity collaborated with Cass Business School at City University London in a Knowledge Transfer Partnership to develop a new strategic approach, in order to improve its performance and increase its relevance to today's print industry.

With the expertise and support of Cass Business School, the PCC has significantly redesigned its operations and implemented major changes within its management structure. This new approach has help to transform the PCC into a more customer-focused organisation, delivering services tailored to meet the specific needs of its target users. The work has also raised the profile of the PCC within its market area, and has identified a new, significantly enlarged group of potential service users.