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Northern Ireland. Presented by Gurbux Singh & Martin Eves 16 October 2012. Who are we?. Serco is a global 100 FSTE public services company with 50 percent of business outside of the UK

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Northern ireland

Northern Ireland

Presented by

Gurbux Singh & Martin Eves

16 October 2012


Who are we

Who are we?

  • Serco is a global 100 FSTE public services company with 50 percent of business outside of the UK

  • We work for national and local government across public services in health, education, transport, science and defence

  • 50 years' experience of helping our customers achieve their goals

    • We run:

      • Prisons

      • Railways

      • Electronic Monitoring

      • PECS

      • Immigration

      • Leisure

      • Defence

      • Health

      • Education

      • Environmental Services

      • BPO

      • Transportation

    • We work with Governments:

      • UK

      • European Union

      • US

      • Australia

      • India

      • Africa


Serco ireland presence capabilities

Serco Ireland Presence & Capabilities

  • Integrated Facilities Management including:

    • Belfast Roads Service

    • State Street Bank

    • Pfizer Ireland

    • Deloitte Ireland

    • Invest Northern Ireland

  • Retail

    • Aldi Ireland – Facilities Management Contract

    • Boots Retailers – Hard Services Facilities Management

  • Northern Ireland Civil Service – Cleaning & Catering Services

  • Northern Ireland Water – Water Quality Sample & Transport


  • Welfare services overview

    Welfare Services Overview

    • Entered in to welfare-to-work market October 2009 through FND

      • Introduced a new model of delivery with 100% subcontracting

      • Delivered 25,000 people in a year in to work

    • Entered Work Programme supporting 45,000 long-term unemployed individuals

      • Outcome based contract with approximately 40 subcontractors

      • We also deliver two NOMS and ESF Contracts


    Key features of serco model

    Key Features of Serco Model

    • Service Integrator

      • Prime / subcontracting

      • 100% supply chain management

      • Combined strength of 100 FSTE company with expertise of local providers and key stakeholders

    • Build a network with a wide range of providers including – Voluntary third sector, charitable, private and public organisations

    • Payments by results, outcomes focused

      • Front loaded payment method to ensure case flow to the supply chain

      • Building capabilities and capacities

      • Open and transparent

    • Single case management system

      • Invested in an IT Solution to actively support our supply chain

    • Three phase delivery model

      • To enable change and to support our customers

    • Encouraging competition at local level


    Key features of serco model1

    Key Features of Serco Model

    • Quality

      • Provide assurances to DWP, Risk management methodology, Quality Improvement Framework

      • Evaluating provider processes

      • Project management of all audits

      • Market share shift

    • Compliance

      • Protection of the public purse

      • Prevent and detect inaccurate performance

      • Minimise the risk of fraud

      • Integrity of data

    • Information Security

      • Protection of DWP data

      • Support the network with information security matters

      • Report all breaches to DWP


    Welcome direction of travel del ni

    Welcome Direction of Travel – DEL NI

    • Focus on employment outcomes rather than prescribed processes

    • Target those most in need

    • Create stronger incentives for helping those participants who are further from work

    • Ensure that participants get the support they need

    • Deliver value for money for the taxpayer

    • Reduce prescription for providers

    • To build the right market for the future


    Shifting dynamics of service procurement

    Shifting Dynamics of Service Procurement

    • Steps 2 Success is a procurement that is different to the shape of existing delivery models:

      • Milestones are changing;

      • Geographies are increasing;

      • Diversity of service delivery will be enhanced;

      • Innovation will be pivotal to success.

    • All of this means more pressure on working capital:

      • Revenue streams are pushed to the right;

      • Investment in solution and delivery methodology is required.


    Moving towards payment by results

    Moving Towards Payment by Results

    As services providers we face new challenges:

    • Uncertainty:

      • Payment is based on future performance;

      • Little or no performance history;

      • Future economic activity is unknown.

    • Risks:

      • There will be a funding gap;

      • If we don’t perform the gap will widen;

      • How do we know our forecasts are correct?

    • Structure:

      • Business might not be set-up for the change;

      • Working capital (and access to it) is critical;

      • How long since we really addressed our overhead?


    Payment from future milestones cashflow management is critical

    Payment From Future Milestones – Cashflow Management is Critical

    SUSTAINMENT

    SUPPORT

    OVERHEADS

    START FEE

    JOB START

    START FEE

    MEETINGS

    SUPPORT

    OVERHEADS

    CASHFLOW

    INTERVIEWS

    TRAINING

    TRAVEL

    OVERHEADS

    0

    TIME


    Payment from future milestones

    Payment From Future Milestones

    START FEE

    CASHFLOW

    JOB START

    INTERVIEWS

    TRAINING

    TRAVEL

    OVERHEADS

    SUSTAINMENT

    MEETINGS

    SUPPORT

    OVERHEADS

    0

    TIME


    Addressing these changes

    Addressing These Changes

    • Good News:

      • There will be funding albeit a different nature;

      • We will have time to deliver;

      • Milestone recognition gives us more opportunities to achieve;

      • Upfront service fee or engagement fee will help;

      • Over achievement will be incremental.

    • But we MUST:

      • Innovate our solution;

      • Deliver performance;

      • Look at new sources of funding.


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