what it takes to win paul jansen - director of consulting win! 20 th april 2015
TRANSCRIPT
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What It Takes To Win
Paul Jansen - Director of Consulting
Win!
20th April 2015
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Stepping-Out: Turning good public services into great social businesses
› High-level feasibility
› Enterprise Readiness Assessment
› ‘Socialising’ the SE idea with staff and other stakeholders
› Strengthening management’s confidence
› Business Planning & financial modelling
› Project management
› Support during contract negotiations
› Powerful networks
› Partner selection
› Finding social investments
› Executive mentoring
› Planning for growth
› Investment readiness
› Leadership development
› Social Value analysis
› Interim management
Setting Out Stepping Out Staying Out
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Some of our clients
› Local Authorities
› NHS
› Probation
› Social Enterprises, charities
› Private Sector
› Health
› Social Care
› Environmental services
› School catering
› Probation
› Libraries
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› Why growth
› Looking ahead
› Winning at Leisure
› Conclusions
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› Why growth
› Looking ahead
› Winning at Leisure
› Conclusions
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The spin out market
› More and more spin outs emerging: 100+ so far
› Delivering over £1bn of public services
› Where health dominated first, now it’s LAs and Probation
› Many in adult social care
› MSP / Cabinet Office and ICRF now closed for business
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How current spin outs are doing: growth across the board
› Average annual increase in turn-over is 9%
Excludes achievements in year-1
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But, ‘turn-over is vanity’
* Net profit after tax / Turnover
* › Average net margin is 2.9%
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Origins of growth
› Substitution
› Direct provision (e.g. self-funders)
› New models of service:
› intrinsic innovation
› responsive innovation
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› Reducing reliance on the one main contract
› Making the most of market opportunities: personalised budgets, people with direct payments, self-funders
› Meeting customers’ expectations
› Finding solutions for the Commissioner
› As defensive strategy towards competition
Why plan for growth?
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How to plan for growth
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› Why growth
› Looking ahead
› Winning at Leisure
› Conclusions
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Looking ahead: the Economy is recovering
› Forecast GDP:
2015: +2.7%
2016: +2.4%
› Unemployment:
2015: 5.3%
2016: 5.0%
› Inflation (CPI):
2015: 0.8%
2016: 1.9%
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Are funding issues resolved then?
› ‘Graph of Doom’ scenario emerging: social care now represents 35% of LA spend compared to 30% in 2010/11
› Adult Social Care sees efficiency savings targets of 4.9% this year (on top of 12% fall since 2010, plus absorbing 14% demand increase)
› NHS will be approximately £30 billion short of funds by 2021
› Better Care Fund (£3.8bn by 15/16) will only partly compensate for LA shortfalls
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Impact of the elections
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Demographic pressures won’t go away
› The greatest demographic pressure in ASC comes from adults with a learning disability (44 per cent of total demography pressure), followed by older people (40 per cent).
› It costs over £400 million a year to continue to provide the same level of service.
› Younger people coming through Transition demand and expect personalised services tailored to their needs, 24/7.
› In areas of mental health, autism, dementia, these trends are also visible and on the increase.
› People with long term conditions account for 50% of GP appointments, 70% of inpatient hospital days and over 90% of social care spend, and they’ll be a fifth more in the next decade.
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Market trends
› More competition and external provision in health and care: 20% of community health services provided by private sector (up by 34%) - HSJ
› Personalisation now entering Health, underpinned by legal requirements
› More public sector services are commissioned in more areas, ending up with more Third Sector providers
› A trend towards outcome-based contracts, including use of Payment by Results elements
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Trends in contracting
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› Why growth
› Looking ahead
› Winning at Leisure
› Conclusions
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Greenwich Leisure Ltd.
› Established in 1993
› Focused on leisure, sports and culture services
› 2013: £133m turnover; 6,500 staff
› Recently introduced the ‘Better’ brand
› Clear vision, around Service, People, Communities and Business
› £5m Social Impact Bond in co-operation with Triodos
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GLL’s growth trajectory
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GLL’s growth trajectory (2)
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This is no soft and fluffy operation
› Solid operational delivery
› Stable executive team
› Stakeholder-led Board of Trustees
› Competitive terms & conditions for staff
› Above-average investment in staff training
› Dual income streams:
› From councils
› From individual customers
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Winning strategy
› Professional business development functions, aimed at:
› Winning contracts
› Persuading individual customers
› Solid data on performance AND social impact
› Compelling offer, which includes:
› Competitive price
› Investment in local facilities
› Improved local uptake of sports activities
› Social impact
› Offer to staff to join the membership
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Key lessons
› You CAN grow by winning contracts
› Growth takes time
› Decide on your key strengths and then: focus focus focus
› Be prepared to invest to grow
› Excellent execution is the essential basis for winning contracts
› Collect data routinely to evidence your performance and impact
› Be clear on what makes you different
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› Why growth
› Looking ahead
› Winning at Leisure
› Conclusions
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Conclusions
› You are well-positioned to take on more of society’s challenges
› Growth will come from a variety of sources, and your business model needs to be ready for that
› Winning contracts requires a good bid team…
› AS WELL AS an excellent business providing first-class services
› With the right focus, preparation, tools and training yours can be a winning team too
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Thank you for listening
Contact me anytime
07866 741601
www.stepping-out.biz
Twitter @PaulSteppingOut