Life after the Public Sector

Tony Carr and Milly Gaskin

Why did we want to leave the County Council?

New Strategic DirectionDirect PaymentsPersonalisationControl of our futureBudget Cuts

How did we approach “Spinning Out”

Researching others, SANDWELL CCT, ESSEX CARES.

Innovation Visits by front line managers to encourage thinking.

Involving the staff teams by discussing ideas

Training and Development

Expert Advice

The Process

Divestment Challenge Offered in 2010 under New Strategic Direction.

Investigation and research to write business plan.

Business Case July 2011 approved.

Model chosen Leading Lives registered November 2011.

Business Plan developed during Gateway process within SCC.

Interim Board Established Early 2012.

Board work around strategy, Work commenced on Branding development.

Gateways completed final sign off.

July 1st 2012 Leading Lives began trading.

Challenges

When you’re a front runner, you have to set the pace and determine some of the process.

Our first business plan.

Bringing everyone with us.

Restructure

On Costs getting the financial information.

Public versus Commercial

Media and negative perceptions.

TUPE and working in partnership with Unions.

So what's it like on the other side?

Exciting and Frightening

Finally being the provider not wearing two hats makes decision making clearer.

Every day brings a new challenge, but we are able to find solutions more effectively.

Meetings have more clarity as time is money!

Freedom to develop, evolve and change.

Company Pride

New Challenges

VAT

Restructure

Developing our own pricing

Being Competitive

Being a strategic partner, what does that mean

Membership for 400 people

Board making the key decisions

First AGM

Growing during a double dip recession

Top Tips for anyone taking the journey Expect to work harder than you have ever done before.

Find and meet other people who have already done this and form relationships.

The local authority is not a commercial business so expect your financial and legal advisors to find issues with how the contracts and processes work.

Don’t expect everything to go smoothly a few bumps help you learn.

Take time to work with the staff, they will be your greatest asset and they need to feel safe in your leadership.

What ever you think are your costs, dig and dig more, you will be surprised at what hidden costs you do have.

Training and Development

Be brave and follow your beliefs, if you don’t believe in what you are doing no on else will either.