We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byRiley Gillum
Modified over 2 years ago
… working together Mutual Ventures Delivery Model Detector Input sheet & Instructions Website:
… working together Introduction 2 All rights reserved © Mutual Ventures Ltd 2014 Welcome to the Mutual Ventures Delivery Model Detector tool. While there can be many benefits arising from using to alternative models of service delivery, they are not right for all services in all situations. The Delivery Model Detector aims to help Local Authorities quickly determine whether a service might be suited to a different delivery model. It presents five alternative models: The service remaining ‘as is’; Establishing as a Local Authority Trading Company (LATC); Establishing as a Public Service Mutual (PSM); Outsourcing the service; Establishing a joint venture with a third party. The tool analyses the responses to 29 questions examining: the intended ownership and control of the service (staff/stakeholder/Council etc.); the nature of the services to be delivered (traded/non-traded); the required level of financial freedom to be assumed by a potential new entity (i.e. the intended use of surpluses); and the nature of the markets in which the entity will operate (level of existing competition/capacity). The questions are designed to promote thought and discussion. We appreciate that you may be in the early stages of thinking about your services and that you may not have answers to all of the questions asked. Mutual Ventures then produces a short report for you that will indicate whether your service is suited to an alternative delivery model, and if so which one. If you would like to discuss any aspect of the questions asked or how the tool can help you to develop your thinking, please contact us by phone on , us at or visit our website
… working together Example Output 3 All rights reserved © Mutual Ventures Ltd 2014 Once you have completed the questionnaire, we input the information into the tool and will develop a short report that indicates which delivery model might best suit your service. An example of the outputs are shown below. This is for a service that was best suited to becoming a Public Services Mutual (PSM).
… working together Impact of new delivery models All rights reserved © Mutual Ventures Ltd 2014 New delivery models can create different incentives and behaviours These can embed continuous cost reductions and quality improvements 4
… working together Different types of models All rights reserved © Mutual Ventures Ltd
… working together Input sheet 6 All rights reserved © Mutual Ventures Ltd 2014 Mutual Ventures – Delivery Model Detector Input document Please highlight in red the most accurate / suitable answer to each question. Once completed, please return the completed form to Mutual Ventures We will enter your responses into the Delivery Model Detector and forward the output summary on to Q1 How many staff are employed? (Number of staff, not Full Time Equivalent) Don't know Q2What is your service's current annual income? (or budget)? < £250k £250k - £500k £500k - £1m £1m+ Don't know Q3 Has the Parent Body historically supported services to explore alternative delivery models? [The Parent Body is the organisation within which the Service currently sits, e.g. Local Authority] Full support Some support No support Don't know Q4 What degree of Parent Body ownership of the service is required? Depends on the model which is being explored Full Some None Don't Know Q5 What degree of Employee ownership of the service is desirable for the service? Full Some None Don't Know Your Name Name of the service Your contact details
… working together Input sheet 7 All rights reserved © Mutual Ventures Ltd 2014 Q6 What degree of service user or community ownership is desirable for the service? Depends on the model which is being explored Full Some None Don't Know Q7 To what extent is the service a 'frontline' or community-facing service? (as opposed to a 'back-office' function - for example Admin, or business support) Great extent Some extent Not really Q8 To what degree is there potential to deliver community benefit in addition to your core services? Potential community benefit might involve (for example) increasing your range of services so that additional people in the community, who are not currently able or eligible to access your services, may do so in the future. Very much A bit Not really Don't Know Q9 To what extent is it a service delivered face-to-face, directly to the end user / beneficiary? Very much A bit Not really Don't Know Q10 To what extent would you like Service Users to be involved in the co-production of your service? Co-production is when services are shaped and delivered with greater involvement from Service Users, their Carers, families and neighbours. This can result in increased effectiveness of the service and a greater sense of community ownership. Very much A bit Not really Don't Know Q11 What degree of flexibility does the service need to change / expand its service offering in-line with user or market requirements? Full Some None Don't Know Q12 To what degree should the service be required to focus on the Parent Body's priorities? To a great extent Partly Not at all Don't Know
… working together Input sheet 8 All rights reserved © Mutual Ventures Ltd 2014 Q13 To what extent is the service operating in a fast changing environment requiring it to be responsive / adapt its delivery model? (e.g. new political reform, legal changes, technology trends, etc.) To a great extent To some extent Not at all Don't know Q14 What level of financial freedom should the service have (e.g. ability to make investment and operational funding decisions) Full Some None Don't Know Q15 To what extent do you want the service to bear its own financial risks and rewards? Full Some None Don't Know Q16 To what extent does the service require capital-based assets in order to operate? For example, specialist equipment. A great deal To some extent Not really Don't Know Q17 Would your service require / benefit from external third party investment? Greatly Some None Don't Know Q18How much of your service is currently traded? ALL Some None Don't Know Q19Does your service currently deliver a statutory function? Yes No Don't know Q20 If yes to the previous question, do statutes allow it to be externalised? It is likely that an increased number of services will be able to be externalised once the Care Bill (2013) is passed Not Applicable (No to previous Q) Yes No Don't Know
… working together Input sheet 9 All rights reserved © Mutual Ventures Ltd 2014 Q21 How many funding streams (or sources of income) do you currently have? (eg if you are 100% reliant on funding from your Parent body this would be just one funding stream) One Multiple Don't Know Q22 What do you think will happen to the current level of funding in the future? Likely to increase Likely to stay the same Likely to diminish Don't Know Q23 For your service, is there provision in the market to meet current (and future) demands? (i.e. is it a growing market?) Yes there is full existing provision Yes there is some existing provision No there is no existing provision Don't Know Q24 Do you feel there is sufficient demand in the market for your service to expand through delivering new services and/or reaching other geographical areas? Yes, definitely Some demand No Don't Know Q25 How competitive do you feel your service would be in the existing market? When answering this question you may wish to consider factors such as the level of competition in your market area as well as the ability of your service to distinguish itself from Competitors (e.g. Unique Selling Points, reputation of the service). Very competitive Quite competitive Not at all Don't Know Q26 If you had the freedom, are there other contracts (public service or otherwise) that you would want to bid for? Many Some None Don't Know
… working together Input sheet 10 All rights reserved © Mutual Ventures Ltd 2014 Q27 To what extent would your service benefit from the ability to enter into formal partnerships with external organisations? Great extent Some extent Not really Don't Know Q28 How important is it for the service to build its own brand and be in control of its marketing strategy? Very important Quite important Not at all Don't Know Q29 How important is the ability to engage and trade with other organisations? Very important Quite important Not at all Don't Know Once completed, please return the completed form to the team at Mutual Ventures We will enter your responses into the Delivery Model Detector and will forward the output summary on to
Cambridge Avenue Medical Centre GP Patient Survey 2013.
Why and how we became a mutual Graham Barnes MyCSP Ltd.
Life Satisfaction in Past, Present, and Future Q1 - Q1 - Taking all things together, would you say you are… Q2A - Q2A - Compared to a year ago, overall.
Conversion Unit Q1: Write the fraction as a percent. 16/20 a) c) b)d) 64% 8% 80% 20%
Stuart Hollis A Simplified Further Education and Skills Funding System and Methodology Mark Ravenhall, Director of Operations.
Powered by Online Weekly Circular Ad Survey 10/29/14 Monday, November 24, 2014.
EUPM -Public Opinion Poll in Bosnia and Herzegovina- April, PRISM RESEARCH Obala Kulina Bana 15/ Sarajevo Bosna i Hercegovina Phone:
IPM THEORY CHALLENGE QUIZ NUMBER 3 Unit 3 Outcome 3.
Lab 15 :BCD Counters and Frequency Division: BCD Numbers. MOD 100 BCD Counter.. Slide 2 Slide 3 Slide 4 Slide 5 Frequency Division Frequency Division and.
What A written document that describes all the steps necessary for opening and operating a successful business. You plan should provide the following:
Unit Test Practice Expressions & Equations Part 1 Unit Part 1 Unit.
Unit Test Practice Expressions & Equations Part II.
Datewww.local.gov.uk Research Findings Service Delivery Models and their HR Implications Anastasia Simpson & Stephen Cooper 17 th March 2015
Unit Test Practice Statistics Unit Q1: Find the mean. 6, 9, 2, 4, 3, 6, 5 a) c) b)d)
Alternative Service Delivery Models October 2013
Joint Business Plan Madhurjya K. Dutta 1mk_dutta Sept 2010.
IPM THEORY CHALLENGE QUIZ NUMBER 1. Q1 - We are able to place organisations into which of the following categories based on their prime purpose A.Profit.
IPM THEORY CHALLENGE QUIZ NUMBER 3 Unit 3 Outcome 2.
07/09/2015Not Protecively Marked Grant Funding March 2015.
Commissioning for Crisis Response Creating a Market Position Statement for homelessness prevention Westgate Community Complex 10 th May 2013.
Corporate Strategy Team 3 – 001. Business Strategy Competitive Advantage How should we compete? Corporate Strategy Industry Attractiveness Scope.
Design of Questionnaire for teachers FocusNo. of Qs (A) General Feedback 3Q12 Q8 Q13 (B) Teaching & Learning Style 2Q11 Q10 (C) Language Development 4141.
Middlesbrough, Redcar and Cleveland Community Services Excellent care close to home Presentation to the Joint Scrutiny Committee - Middlesbrough Council.
Options appraisal, the business case & procurement Duncan Wood-Allum.
Leicestershires Vision for short break transformation Leicestershire is committed to the transformation and expansion of short break services for disabled.
Investment grant guidance. Investment grant processes.
DEALING WITH FEELINGS. Dealing with feelings Q1 At what age can you become a volunteer? SAMARITANS QUIZ Q3 How else might callers contact Samaritans?
Children and Families Bill SEND Reforms: Implications and Impacts for voluntary organisations in Southwark.
Stakeholder Relations. Local government principles, LGA- S4 “(a) transparent and effective processes, and decision-making in the public interest; and.
Audit Scotland ‘Protecting Consumers’ SCOTSS Position Statement.
1 Children’s Service budget proposals 2013/14 Formal consultation.
Surveying the THRIVE Community One Year Later Results from Online Survey.
Starting a school chain: key factors to consider Spring 2014.
Torbay Council Partnerships Review August PricewaterhouseCoopers LLP Date Page 2 Torbay Council Partnerships Background The Audit Commission defines.
Module 16 Company’s Macroenvironment. SHEILA MCCARTHY’S COACH The growth in short-break trips in recent years and the opening of the Channel Tunnel had.
Presentation made by 3D High School G.B. Bodoni. What is it? Business Plan is a planning document that describe in detail the business project and allows.
FY 2010 Coordinated Family and Community Engagement Grant Application.
Top Tips on Funding Bids Maximizing your organisation’s chances.
Farm Management Chapter 14 Forms of Business Organization.
Andrew Studd Charity and Social Business Team Russell-Cooke LLP 12 July 2013 Funding Fair 2013 Joint Ventures, Collaborations and Mergers.
© Mcgraw-Hill Companies, 2008 Farm Management Chapter 14 Farm Business Organization and Transfer.
Prepared by: Linda Balodis, Account Manager 27 th March 2007 Because People Matter West Sussex County Council 2006 General User Satisfaction Survey Presentation.
Micol Pistelli, Manager Social Performance Program, MIX Reporting on Social Performance Standards 2010 EMN-CDFA Conference, London, 24/06/2010.
BUSINESS WITH CONFIDENCE icaew.com A presentation by Clive Lewis Head of Enterprise, ICAEW Managing the recovery and ensuring growth.
Lesson 5.2 What goes into a business plan? Mrs. Leonard Entrepreneurship.
Procurement, Capital and Shared Assets Workstream Cllr Paul Bettison Andrew Smith OBE Friday 3 rd December
The Work Programme Aims of the Workshop: To provide a general overview of the Work Programme, what it sets out to achieve and who will be responsible for.
Investment grant guidance. When should this model be used? This is aimed to help support commissioners to develop the market and make short term investments.
Follow us on Web: North West Employers’ core objective is: “providing a network of support, advice and consultancy.
Integration, cooperation and partnerships Care Act 2014.
© 2017 SlidePlayer.com Inc. All rights reserved.