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About Us

Future Care Capital (‘FCC’) is an ambitious and visionary charity focused on facilitating and leading the beneficial transformation of health and care provision.

Specifically, we are: ‘Putting people first by breaking down boundaries in health and care’

We are at an exciting point in our long and prestigious history having continued to evolve since beginning life as the National Nursery Examination Board (NNEB) in 1945. FCC emerged from the sale of the awarding organisation, the Council for Awards in Care, Health and Education (CACHE), in September 2015. The charity today consists of an engaged group of Trustees, a close-knit operational team, and a sizeable endowment. Her Majesty the Queen was our Royal Patron until her death in September 2022.

Over the last couple of years FCC has been focused on identifying its niche, clarifying our mission and refining our strategy. We are in the process of tying together the considerable work we have done in order to prepare the ground to lead and facilitate a lasting and beneficial change in health and care.

We are looking for an entrepreneurial CEO to drive FCC’s strategy forward, raise revenue, and develop a sustainable organisation to deliver meaningful medium-term impact. We anticipate the right candidate will be an excellent convener of people to facilitate new thinking to resolve real world issues, respected and credible amongst senior leaders within the health and care system, and capable of sparking a movement for change through storytelling and espousing the “FCC view” / extracting the “so what” from our, and the work of others.

Charitable Beneficiaries

  • All those in receipt of care, i.e. all of us at various points throughout our lives.

Mission

  • Putting people first by breaking down boundaries in health and care

FCC’s Voice

  • From the perspective of our Beneficiaries
    • Story-telling: human; emotive; plain-language; lived-experience.

Impact: the change in the world we want to see in the medium-term (next three to five years):

  • The national debate has changed to be more focused on people (vs NHS budget / funding, for example);
  • People are supported by appropriate health and care constituents ([1]), which/who in turn are enabled by the system: today, too often, it feels that people are not well supported and health and care professionals are effective despite the system not because of it;
  • Practitioners are empowered to do the right thing;
  • Influencing manifestos and the media in time for the next General Election [NB caution against creating a lobbying organisation vs. creating evidence to drive the cause].

 Medium-term objectives: key objectives for the next three to five years:

  • FCC is financially self-sustaining within 3 years with milestones:
    • Yr 1: a convincing CEO plan with some tangible evidence it is achievable;
    • Yr 2: demonstrably on the right path even if it is not quite achieved the objective;
    • Yr 3: the model is working and we are demonstrably self-sustaining;
  • FCC is known for its mission;
  • The FCC brand is pulling in work.

Create an organisation with the skills and competencies to deliver FCC’s mission at any one point in time.

 Levers: how can / should FCC build credibility to effect change in health and care?

  • Convening the right people1. With a problem in mind, convening a (uniquely) relevant set of perspectives to create solutions that don’t just rely on the same answers: add value.
  • Demonstrate to the system that solutions are possible and can work, drawing on ideas of what works from others (research, insights, case studies, best practices, Exemplars) and our own Exemplar work.
    • Avoid the risk of the system talking to itself. NHS and social care participants respond best to specific, practical support on real issues, real insights, and real solutions rather than high level insight and perspectives (FCC does not want to be ‘just another think tank’).
  • Of all the right people1, most important to be credible with commissioners (e.g. ICSs, ICPs) and providers in any given locality because they hold the budget and decision making power, and influence with commissioners and providers is the source of credibility with others1.
  • Spark a movement that people support, and moves without us.
  • NOT writing reports, except where there is a gap, and should always drive engagement and action.

 FCC’s Strategic Approach

 Following the thread from Research / Analysis to Impact Initiatives to articulating an FCC Point of View tied to our overall Mission and Beneficiaries.

    • Research / Analysis should be done with purpose, linking to Impact Initiatives and/or POV on important issues of the day, not done in isolation.
  1. Research / Analysis – focus on synthesis, being at the forefront of thinking, drawing on the extensive work of think-tanks. Any new / proprietary research should focus on filling the gaps. FCC’s focus should be differentiated and credible, bringing a different perspective to a problem.
  2. Impact Initiatives – drawing on best practice and/or Exemplars demonstrated by other parties as well as running our own to address new issues / fill the gaps – emphasis on using outside experts / associates. Convening a (unique) set of people to inform a better solution, crossing boundaries. Connection drives innovation. Opening mindsets to consider different models. Cross-sell existing solutions to other geographies. Upsell the power of convening to solve other problems, other Exemplars, and FCC’s methodology.
  3. Articulate the FCC Point of View – FCC should have a point of view on the big issues of the day, whether it has undertaken research / analysis or Exemplars itself, e.g. hospital discharge, ambulances, workforce, etc. Many issues of the day are a function of boundaries within (and between) the system.
  4. Accelerating the development of appropriate products and services, and/or their commissioning.
  5. Investment – Reinvesting profit and capital to further FCC’s Mission and achieve a commercial return.

 Current Activity

 The crux of FCC’s current activity is in establishing an Exemplar, the first of which is in Mental Health, in order to prove, demonstrate and refine its methodology and revenue model. A key part of the CEO role will be to develop these revenue models, which might include: pay to play; % of third party revenues; potentially in the future, commissions from commissioners and providers as FCC becomes known and credible for solving problems by breaking down boundaries; and events / conferences.

Alongside its focus on Exemplars, FCC should have a point of view of the issues of the day. We are beginning a relationship with a specialist marketing / PR firm and there is the potential for them to support the development of FCC’s overarching points of view, narrative, storytelling, and starting to consider how to build a movement.

[1] As relevant: parts of NHS, ICSs, ICPs, AHSNs, public/private providers, health and social care practitioners,

think-tanks, charities, policy makers, innovators, investors, people, etc.