1. Social Enterprise our Journey Angie Abbott Head of Podiatry Torbay Care Trust

2. Aims and Objectives Why we set out on this journey Who we are taking with us- background The route/process we are following Hurdles or bridges to cross Where we are now Destination? Where we hope to be in the future

3. If you are wondering why, ask yourself? Do you believe in the value of what you deliver to your customers? Do you believe your service can make a difference to lives of your patients? Are you frustrated by having a budget and being disempowered to do the best for your service? Are you at the mercy of more senior managers who think they know the best road for you to take or decide your destiny? Do you really know what your PCT/ Commissioners have in mind for your service?

4. If we stayed as we are Risk of being split into zones disaggregate our unique service Managed along pathways as part of business units Year on year top sliced budget Reduced autonomy Put out to competitive procurement

5. Benefits of social enterprise Flexible to deliver what patient wants- charge for services and provide NHS commissioned activity Plough any surplus back into service- no reverse incentives if make savings Potential income-Charitable donations Responsive Minimal corporate overheads _ value for money

6. Companions on our journey Dental, Podiatry and orthotics services are hosted by Torbay Care Trust Services are different to the core business of the trust- not in zones Three highly specialised services Good reputation Services share some similarities

7. milestones into missions Expression of interest submitted for board approval Followed R2R process 3 rd wave- 60 SE in total obtained SHA and DOH approval

8. More milestones IBP produced and to be approved Due diligence Incorporation Business launch

9. Journey has been about Politics People felt like M25

10. People Having a personal vision for the services Articulate the benefits and rationale to staff and others Along the way Manage staff beliefs, anxieties and concerns Manage the change, Empowering, develop coping strategies and deal with the workload

11. Politics fast paced.... Darzi- high quality care for all clinicians in the driving seat, patient centred, choice and competition. Transforming community services Super charged.... NHS white paper equity and excellence Coalition Agreement and Big Society GP commissioning Comprehensive spending review Any willing provider- level playing field

12. Our Vehicle of choice Social enterprise, CIC Community Interest company Service users will be involved in the design and development of the service Staff will have greater involvement and commitment. Decisions will be nearer the coal face. Staff have an investment in the company (limited by shares)

13. Head start on our Route Right to Request 3 rd and final wave Uncontested contract (3 to 5 years) Apply for direction status NHS Pensions Opportunity to cost our service Support from Social enterprise Unit SEIF funding £££££

14. Hurdles to get Past/ pit stops Staff consultation- Unions, TUPE process Organisation set up Project team CQC registration Win support – engagement Communicate this well – WIIFM

15. Bridges yet to cross IBP approval Set up our company Set up board and recruit Due diligence Separation Marketing

16. Biggest challenges Deadline set by DOH Getting financial data from Care Trust- corporate cost Managing staff through transition IBP approval Acquiring knowledge and skills at such a fast pace and keeping day job going without loss of quality.

17. Future: If/when IBP approved -SHA assurance Set up a company in time scales Ensure smooth transition Launch by 30 th September 2011

18. Our Destination? Measures of success Financially solvent and still trading Growth of service within current scope and beyond Achieving our vision and mission of continuing to deliver quality service to “ Improve the wellbeing of our local population”

19. Thank You Questions?