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Si Business Plan 2010-13 ,[object Object]
a time of uncertainty ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],PATRICK MCVEIGH  SHARED INTELLIGENCE Looking back
PATRICK MCVEIGH  SHARED INTELLIGENCE Social Political ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],drivers of change Environmental Economic ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Process to date ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Market Overview ,[object Object]
Significant Si Expertise Less Si Expertise Potential Growth Markets Declining Markets ,[object Object],[object Object],[object Object],[object Object],[object Object],MARKETS  R  MARKETS EXPERTISE Economic development/regeneration …. ,[object Object],[object Object],[object Object],[object Object]
Significant Si Expertise Less Si Expertise Potential Growth Markets Declining Markets ,[object Object],[object Object],[object Object],MARKETS  R  MARKETS EXPERTISE © Shared Intelligence ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Public service transformation ….
Significant Si Expertise Less Si Expertise Potential Growth Markets Declining Markets ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],MARKETS  R  MARKETS EXPERTISE © Shared Intelligence Evaluation ….
Significant Si Expertise Less Si Expertise Potential Growth Markets Declining Markets ,[object Object],[object Object],[object Object],[object Object],[object Object],MARKETS  R  MARKETS EXPERTISE ,[object Object],Neighbourhood/community engagement ….
Significant Si Expertise Less Si Expertise Potential Growth Markets Declining Markets ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],MARKETS  R  MARKETS EXPERTISE Health ….
Significant Si Expertise Less Si Expertise Potential Growth Markets Declining Markets ,[object Object],[object Object],MARKETS  R  MARKETS EXPERTISE © Shared Intelligence ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Libraries...
Business Plan Drivers ,[object Object]
Business Plan Drivers (1) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Business Plan Drivers (2) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Key markets have diversified ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Key markets/processes Themes Processes Visioning/ Strategy devt Partnership devt Evaluation Shared learning & peer review Good practice guidance Leadership dev Economic development Skills/employment Housing/physical regen Neighbourhood management/ com. engagement Libraries/cultural services Local government/local accountability Health and social care
Markets to focus on (1) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Markets to focus on (2) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Business implications (1) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Business implications (2) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Budget Model ,[object Object],[object Object],[object Object],[object Object],[object Object]
Assumptions in Financial Models ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Assumptions in Financial Models ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Implications for day rates Day rates have been calculated as follows:                                  Assume a gross salary of £30,000                                    Gross salary                30,000  Employers' NIC @ 12.8%              3,840  Pension @ 5%                1,500  Payroll cost                35,340  Share of overheads (note 2)              24,905  Annual fee income needed to breakeven            60,245                      Utilisation (chargeable days per month), say            15                      Minimum day rate (annual fee income needed / 12 months / utilsation)      £335 Day Rate to make margin              £404 Assumed day rate for business plan            £500 Target day rate                £600
How do we resource? – Phase 1 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Resourcing – Phase 2 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic alliances ,[object Object],[object Object],[object Object],[object Object]
Risks ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Systems ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Accommodation/Equipment ,[object Object],[object Object],[object Object],[object Object]
Next steps ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Business Plan Discussion

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  • 17. Key markets/processes Themes Processes Visioning/ Strategy devt Partnership devt Evaluation Shared learning & peer review Good practice guidance Leadership dev Economic development Skills/employment Housing/physical regen Neighbourhood management/ com. engagement Libraries/cultural services Local government/local accountability Health and social care
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  • 25. Implications for day rates Day rates have been calculated as follows:                                 Assume a gross salary of £30,000                                   Gross salary               30,000 Employers' NIC @ 12.8%             3,840 Pension @ 5%               1,500 Payroll cost               35,340 Share of overheads (note 2)             24,905 Annual fee income needed to breakeven           60,245                     Utilisation (chargeable days per month), say           15                     Minimum day rate (annual fee income needed / 12 months / utilsation)     £335 Day Rate to make margin             £404 Assumed day rate for business plan           £500 Target day rate               £600
  • 26.
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