This project established our basic infrastructure for the year. We wanted to:
- give our core team a sense of security by extending their contracts,
- expand our freelance and intern team,
- join industry bodies,
- cover the cost of accountants,
- pay for important web-app subscriptions, and
- secure rent for the office into 2014.
This project was meant to a large extent to make infrastructure invisible to the team members: everything is simply in place so we can get on with work. This is just what happened: our team has been able to get on with things in a well organised, comfortable environment, both physically (in the office) and financially (knowing their salaries are sorted). We’re extremely happy with the outcomes of this project overall.
Planned: “…focus on scaling [Paperight’s] use. To do that, we have to have a foundation of infrastructure in place for the year, and greater job security for the team. … This will in turn boost Paperight’s efficiency and effectiveness.”
This overall objective was definitely achieved. We have a superb, close knit team who achieve a great deal and are fully committed to our vision.
See below for more detail on specific targets and measures of success.
Objectives not achieved
Measures of success
|Has our team and infrastructure provided the base we need to accomplish our specific goals during the year?
|As we’ll show below, our goals changed during the year based on some sensible changes we made to strategies. We essentially achieved goals that are more closely aligned to our strategies, see more below.
|When we review our progress every three months, do our predictions here about the team size and structure and tools and memberships align with our users’ needs? (E.g. are we providing sufficient support to and content for our outlets to make them use Paperight more profitably?)
|We worried that we did not enough outlet support in the team earlier on, but the non-outlet-support team members stepped in to cover for this. For instance, through our each adopting specific outlets, and sharing outlet support calls and emails.
|We expect to see:
|Our team members enjoying their roles and explicitly happy that they are doing their best work (monitored already by Arthur in monthly one-on-one meetings);
|New team members fit in well, and do their best work productively as part of the team;
|Our decisions and prioritisation influenced or affirmed positively by what we learn from PASA and SABA participation;
|Yes. PASA membership has been especially useful: it’s led to funding to attend Frankfurt and London Book Fairs, and loads of up to date info on the education book sector (including school contact details and publisher leads). So far, SABA membership has been less useful, but had provided bookstore contacts that have been valuable, such as Caxton Books and Juta who are now outlets as a direct result of our attending SABA meetings.
|We stay within budget on all line items;
|Where we have gone over in some line items, we’ve consciously reduced expenditure elsewhere, and kept these changes small and aligned with current strategic priorities.
|A significant increase in rights income from licence sales.
|Achieved. Since Dec 2013 revenue has grown over 40% per month.
|We would like to see:
|Core team members confident that their team output is increasing in quantity and value because their own recruitment and management skills are improving;
|Achieved, though always more work to do in this area.
|Evidence that our participation in PASA and SABA positively influences these associations’ actions or positions on increasing access to books, especially choosing open rather than closed approaches (e.g. working with photocopy businesses rather than focusing only on restricting them).
|Getting Juta and Caxton to sign up was a result of SABA participation. We have not had a noticeable effect on PASA, but Arthur was nominated for the board of DALRO (though this has not gone further), which may have been influenced by visibility at PASA-related events.
|We would love to see:
|Some of our interns excelling to the point that we hire them for full-time contract positions at Paperight;
|Achieved! Oscar Masinyana, Philippa Dewey and Marie-Louise Rouget are key members of our team that started as interns during this project.
|Our efforts on training reflected in the future scoring on BEE certification;
|We have not reviewed our BEE scoring yet, but are being careful to record training initiatives (e.g. training sessions for interns), for this and for SDL claims.
|A third source of income (after rights fees and Shuttleworth Foundation funding).
|Nothing concrete here yet, but we’re exploring options.
For Paperight’s company achievements, we set the following goals for ourselves to achieve by August 2013 (using present-tense visualisation):
|Unisa is using and paying for Paperight to deliver content to its students.
|We have not made progress here. Still trying to get a meeting with the right people (after several meetings with the wrong people).
|We have an alternative funding source (a grant or prize) to the value of R1m.
|We don’t have this, and have structured our plans and budgets to not need it to get to self-sustainability.
|We have won a large award for our work.
|We won at Tools of Change in New York and London Book Fair, and were congratulated by Parliament.
|Paperight has been covered in the New York Times.
|We didn’t get this exactly, but had great coverage in many places, including Forbes and CNN websites.
|We have placed 10 success stories that have emotional impact in the press.
|When we planned this, we meant success stories about Paperight’s impact on specific individuals. Have did not identify these stories. But we’re still very pleased with the impact of our releases and news in the press (see quarterly reports for media coverage).
|We have a Tax Clearance Certificate from SARS.
|We have more outlets (active printing businesses) than there are bookstores in South Africa (assuming 500 stores).
|We deliberately decided against growing to this size, choosing rather to focus on quality of service in our existing outlet footprint.
|We have 5000 valuable documents on Paperight (more once we’ve automated content prep).
|We have 1900, but we’re happy that they are good quality. Automated content prep only became live around June 2013, so it has not yet had the impact on content numbers that it might still have.
|Internally we may change these goals if our strategy shifts as we learn during the year.
|As noted above, many of our goals did shift, but we’re happy that they shifted sensibly.
Original budget: R1004313.00
Actual spend: R912555.25
Returned to pool: R91757.75
|Return to pool
|Contract extension: Content manager
|Contract extension: Media manager
|Contract extension: Outlet development manager
|Contract extension: Office manager
|New contract: Content wrangler Nov 2012 – Aug 2013
|We gave Oscar a raise to match that of the rest of the team. He had been working with us as an intern initially
|Interns (outlet, media, content)
|We decided to make use of free advertising
|We decided to focus on content freelancers
|Publisher’s Association (PASA) membership
|We saved on our membership by paying pro-rata
|Bookseller’s Association (SABA) membership
|We saved on our membership by paying pro-rata
|We have decided to move the budgeted rent from September to April 2014 into a new pitch
|Bank charges increased as we made more sales
|Mandatory payroll-related taxes
|On hiring more staff on contract basis, our payroll expenses increased
|We did not spend anything on domain registrations
|We did not purchase another Adobe
|Data for remote web access
|We did not budget for marketing for this year initially
|We unexpectedly had to cover ourselves in the event of a court case with New Africa Books
|Donations and grants
|R1 004 313
Outputs and deliverables
Planned: “Direct tangible outputs: Team contracts and rental agreements in place. BEE certification. Given that this project underlies all of Paperight’s work, further indirect outputs and IP created include everything we produce over the coming year.”
It’s hard to sum up everything we learned in a year of teamwork. Some team-organisation principles that have served us well over the last year:
- We don’t have job descriptions, just clear areas of functional authority which are defined in two to three bullet points each;
- We don’t have reporting lines or bosses/managers. Each team member reports to the rest of the team as a whole (with the CEO having final say where a decision is necessary), and has a guide for one-on-one guidance, idea-bouncing and sharing in confidence. Each team member and guide get out of the office for an open one-on-one chat at least once a month. This is incredibly useful for uncovering anxieties and for celebrating wins.
- We set goals for the company/team for the year, and then each team member sets goals for three to six months (depending on what their role demands). These are written down on our wiki. (See below for next year’s goals.)
- We keep a close eye on training, we want to be sure everyone feels they’re learning something in their jobs.
- Finances are totally transparent to everyone on the team, including salary info. Everyone is expected to understand how we’re doing financially, and where they fit into our financial goals.
- We have had to actively encourage and ensure open discussion about tough issues: each others’ roles, moral/ethical differences regarding Paperight strategies, social impact vs financial priorities.
- We have to put in real effort to creating culture around tools: we’ve worked hard to keep people using the wiki, Trello (for project management), Skype for daily interaction, Google Docs, shared files and their backups, and email properly. This requires constant attention and maintenance but is always worth investing in.
- Shared vocabulary around productivity has been invaluable. In particular, we use the concepts of ‘shipping’ (getting something off your desk) and avoiding ‘thrashing’ and ‘lizard brain’ anxieties and procrastination — borrowed from Seth Godin’s superb talk on ‘Quieting the Lizard Brain’.
- Our shared vision, ‘Every book within walking distance of every home’ continues to be a key compass point for us, but it does need to be consciously raised from time to time, and actively integrated into our plans and metrics so that it doesn’t get treated as lip-service.
- Arthur relies on key members of the team to offer leadership as the team grows. These leaders emerge naturally.
- We’ve been incredibly lucky to have such a great time spirit, and we know that this is something we must nurture, for both our effectiveness and for our enjoyment of what we do.
Team/company goals for Paperight’s next year are much more focused on self-sustainability and impact than last year:
- We are on target (Y)
- 100K over Paperight’s cut of target = bonuses paid out to team members (Y)
- 500-University student survey (at UCT and US): 7/10 students have heard of Paperight (M-L)
- We’ve reached 5000 students in 50 schools for R500 000 (A)
- 2000 copies downloaded outside of CBDs (O)
- R2mil in turnover contributed to South African Businesses (including licenses to publishers and turnover at copyshops) (A)
- 10 outlets are a pleasure to by a book at (customer wants to come back) (Y)
The initials in brackets show who is primarily responsible for monitoring our performance against these goals during the year.
We will pitch again for further team infrastructure funding out of project funds, and stay on revenue target to be self-sustaining when that runs out.
This has been an excellent year: despite it being extremely hard work, with a mix of disappointments and frustrations, it had more successes and celebrations. This is only possible with a great team that feels secure.
The current team will stay in place covered by future project funding.