1. casaltd.com CASA; Employee Ownership Scaleability, & Social Investment In The Social Care Sector Dr Guy Turnbull, Managing Director, Care & Share Associates Limited

2. casaltd.com Roundtable Purpose Understand The CASA Model of Employee Owned Social Care Provider Understand The Challenges Of Scaleability – How Do You Scale Social Enterprise Models?

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4. Key Performance Indicators Established 5 CASA Franchise Companies Delivery of 13,500 Hours Of Support Per Week Operates Across 5 Territories Developed innovative ‘social care products’ Employ over 650 people Current run rate; £9m business/circa 600k PBT

5. casaltd.com From Geographer To CASA’s Managing Director!  The penny drops in 1988 – the power of mutualism  Public sector co-operative development worker (1991-95)  Founder & Director of Co-op consultancy, Economic Partnerships Limited (1995 – 2014)  Founder & Director of RED Initiatives & The Social Work Co- operative – both Co-operative CICs  Vice-Chair of Co-operative and Community Finance  Founder & (Managing) Director of Care & Share Associates Limited (CASA) – 2004 - present  Helped develop some of the most successful UK social enterprises around  Ghost writer of the first North East SE Regional Action Plan  Founder & Vice President of the European Social Franchising Network (ESFN)

6. casaltd.com In The Beginning; The Rochdale Pioneers

7. casaltd.com Co-operatives & Mutual Benefit Definition: A cooperative is an autonomous association of persons united voluntarily to meet their common economic, social, and cultural needs and aspirations through a jointly-owned and democratically controlled enterprise. Values: Cooperatives are based on the values of self-help, self- responsibility, democracy, equality, equity, and solidarity. In the tradition of their founders, cooperative members believe in the ethical values of honesty, openness, social responsibility, and caring for others. Principles: The cooperative principles are guidelines by which cooperatives put their values into practice.

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9. CASA Organisational Structure

10. casaltd.com Why The Franchising Route? Internal Ideological – We want to change the world Fun – we wanted new challenges Innovative Response To Increased Cost Base/ Downward Pressure On Price - No choice – grow or die! We had an ‘offer’ - We had something good, tried and tested External Ideological Drive - Clear Growth Opportunities, But Nothing Happening Market Opportunity – Scary Demographics/Work force challenges/Public Finance ‘chaos’

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13. Phases Of Development 1976 – Little Woman Fun, Ideological, & Values Based Small loan/Sweat Equity 1993 – Sunderland HCA Fun, Ideological, & Values Based Small grant/Sweat Equity Contract – straight-forward/guaranteed 2004 – Care & Share Associates Fun, Ideological, & Values Based Sweat equity & Complex mix of grants and loans – Key Fund & CCF Contracts – Complex procurement process 2010 – CASA One Fun, Ideological, & Values Based meets quasi commercial investment

14. casaltd.com Why CASA Is ‘Good To Scale’ Strong track record & proven replication model, franchise manual & licence agreement An attractive ‘worked through’ social franchise ‘offer’ Skilled, experienced, and ‘values-driven’ central management team Significant Market & Policy Opportunities A Unique Social Enterprise Proposition A Plan

15. casaltd.com What we do 4 main groups of stakeholders: Service Users Staff Commissioners The wider community CASA: Our Social Impact

16. casaltd.com CASA Impact; Internal Service Users Continuity of support Well trained & motivated staff The ‘extra mile’ –ICOE Service Staff Share ownership Investment in staff development Transparency in terms & conditions

17. casaltd.com CASA Impact; External Commissioners Transparency & Value For Money Co-production & ‘Market Shaping’ Product Research & Development Community Job creation Social Return On Investment – Evidence base for wealth retention ‘One off’ gifts

18. casaltd.com Vision For The Future Become a national provider through developing new franchise companies and territories Consolidate and develop existing companies into CASA ONE Further diversification, including: LIFE/self-directed support Extra Care End of Life Hospital admission avoidance through rapid response ‘domi care’ Build the private/personalised market

19. casaltd.com Facilitated Discussion Key Success Factors: Entrepreneurship Finance Business Systems Employee Engagement

20. casaltd.com People!

21. casaltd.com Money!

22. casaltd.com Phases Of Development 1976 – Little Woman Fun, Ideological, & Values Based Small loan/Sweat Equity 1993 – Sunderland HCA Fun, Ideological, & Values Based Small grant/Sweat Equity Contract – straight-forward/guaranteed 2004 – Care & Share Associates Fun, Ideological, & Values Based Sweat equity & Complex mix of grants and loans – Key Fund & CCF Contracts – Complex procurement process 2010 – CASA One Fun, Ideological, & Values Based meets quasi commercial investment

23. casaltd.com Investment Requirement Objective – change up a gear £1m target A partner/fellow traveller Additional expertise/Fresh perspective Flexibility Shared Risk

24. casaltd.com Raising Social Venture Investment; Normal Rules Still Apply

25. casaltd.com Campari & Soda Character Ability Market Purpose Amount Repayment Interest Security Organisation Debt/Equity Attitude

26. casaltd.com Growth Challenges Identifying leaders & entrepreneurs Giving up control Act like owners! Wearing a suit/Getting a hair cut/Dog stays at home Is fast knee jerk? And what about social impact?

27. casaltd.com Business Systems Care Free care mgt software Weekly dashboards Single brand ‘Live Files’ Business Manual Manager forum

28. casaltd.com Employee Engagement; How Can We All Act Like Owners

29. casaltd.com Employee Engagement & The Great Game Of Business

30. casaltd.com The CASA Manchester Profit Bucket Pay tax Pay off debt Build a buffer Re-invest for the future Improve terms & conditions Pay A Bonus

31. casaltd.com So Back To Basics; Where Does Profit Come From?

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33. Back To The Levers LEVERROLES/Actions PriceKnowsley Council Contract CCG Private New markets – Bank staff, prisons VolumeSay ‘YES’! Have the management capacity to deliver more Develop new products/markets Recruit & retain staff Overhead/Office CostsKeep tight control Carer wages/costsLow staff turnover Stay competitive

34. casaltd.com CASA Newcastle Mini Game Improving You Private Parts Objective: Increase private client base Method: Carer distribution of POS material Rules: £25 bonus for every 10 hours of private work secured – triggered after first 4 weeks Communication: Scoreboard based in office

35. casaltd.com The Bigger CASA Game

36. casaltd.com What We Know Now  Social Enterprise Is A Movement Not A Legal Definition  Social Enterprises Are Run By Fellow Travellers  Mutuality Is More That Nice People Doing Nice Things  A Better Business Model  Needs To Realise Social Value  Social Enterprise Needs To Colonise Expanding Markets  Has Different Business Development Needs

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38. Further Information 0191 298 2160 07958 356 990 guy@casaltd.com www.casaltd.com