Buurtzorg Britain & Ireland

Situation: Public World is a consultancy (and social enterprise) specialised in supporting better services, jobs and organisational performance through self-managed teamwork and workforce and community involvement. It is the exclusive representative for the Dutch Buurtzorg community care model in the UK.

Task: In 2017 we were asked to redefine the consultancy's business model to optimise the support for organisations who are adopting the Buurtzorg model.

Results: We shaped the consultancy delivery model, introduced a marketing function, a new accounting system and support infrastructure (including IT) and introduced the Buurtzorg Britain & Ireland brand and trademark.

Now: Income for the company has grown 3-fold and more than 30 organisations have piloted the model. Buurtzorg B&I also participates in an EU-funded project involving 4 countries trialling the model.

Case study Transformation

CHUMS Mental Health and Emotional Wellbeing

Situation: In 2011 CHUMS was a highly innovative, £400k service for bereaved children and their families, supporting 300 children per year. Originally part of NHS Luton’s Community Services, CHUMS was launched as a social enterprise under ‘Right-to-Request’.

Task: To lead the creation of the business case and implementation plan, as well as to provide general business expertise whilst mentoring the CEO towards her new role.

Activities: The compilation of a 5-year business plan, financial modelling, funding requirements and applications, governance arrangements, staff consultation and TUPE preparation, project planning and implementation, engaging various stakeholder groups and project sponsors, negotiating contracts and transfer agreements, submitting tender for new services contract.

Results: Secured external project funding and mobilised resources. Identified growth plan, trebling the organisation’s impact and turn-over in 5 years. Secured overwhelming local NHS Board approval for the business plan. Negotiated transfer agreement and services contract at sustainable levels. Transitioned the service into the independent social enterprise and TUPE-transferred staff. Also, successfully tendered for service expansion opportunity, thereby doubling the organisation’s turnover within months of independence.

Now: Having since helped CHUMS win a contract in a neighbouring county, CHUMS is now (2019) a £4.5m organisation supporting 6,000 children every year.

Case study Turn-around

National Migraine Centre

Situation: The City of London Migraine Clinic was a charitable clinic aimed at the research into causes, treatment and alleviation of chronic headaches as well as the treatment of patients. The clinic treated around 1,500 patients a year with an annual budget of £158k. At 2005 spending and income levels it was heading for bankruptcy by October 2006.

Task: Turn-around.

Activities: Delivered strategic review. Successfully established an entrepreneurial culture in the organisation, focussing on the high quality services the clinic has to offer. Improved overall management practices and strengthened the Board. Established sustainable business model. Implemented a comprehensive fundraising strategy, through which funding was secured from Department of Health, Venturesome, Future Builders England and The Big Lottery Fund (amongst others). Recruited new CEO. Implemented IT system. Initiated contract negotiations with first NHS hospital. Refurbished the premises. Established partnerships with private sector.

Result: Trebled revenue in just over 2 years and realised first profit in over 5 years. Raised funds in excess of £320k. Increased patient numbers to 2,300 annually and more than doubled income per patient per visit. Expanded the clinical team.

Now: The Clinic rebranded into the National Migraine Centre and introduced a range of new treatment options. Recently it relocated to new premises.

Case study Growth

Adult Social Care provider

Situation: This £11m adult social care provider had ‘spun out’ from the Local Authority a few years earlier. It had come through its first few years very well but was still highly reliant on its contract with the Council.

Task: Strategic Review and Growth Support

Activities: Undertook a strategic review of the market and the provider’s activities, strengths & weaknesses. Worked with staff on assessing a number of growth options. Carried out a Social Return On Investment analysis and provided hands-on bid support for a sizable tender opportunity, involving supported living arrangements.

Result: The provider won a £2.1m, 5-year contract and was able to take some of the more promising opportunities forward.

Now: The organisation has invested in a number of properties which are turned into supported living facilities.