Commercialisation Making it Simple Allen Graham Chief Executive

Commercialisation vs Business Like Culture Promoting the need to make a return or profit Realignment of risk appetite to achieve rewards Understanding the financial methods to establish viability Business Like Vision and direction of the organisation Mission that motivates and has clear objectives Values promoted to consider both financial and social gains.

Building from strengths Empowering and releasing talent Guiding principles: Building from strengths Empowering and releasing talent Seeking efficiencies Increasing revenue Increasing productivity Increasing market share Building the brand (internal and external) Looking for new markets and enterprise INCREASING INCOME REDESIGN SERVICES REDUCING COST

Asset Utilisation / Management Building a Business Like Culture Asset Utilisation / Management

£7m from sale of Civic Centre Rushcliffe Arena Annual saving of £450k £7m from sale of Civic Centre Financial – Productivity – Social Outcomes

Building a Business Like Culture Maximising Income

The Point - £300k income per year Taking a risk – Understanding our worth – Supporting Economic Growth

£120k income per year Bridgford Hall Notes on Costs, Lottery Funding , Employment and Visitor Economy.

Cotgrave £200k income per year 463 homes £50k income per year Need to talk about social and economic regeneration – The story of Cotgrave – Positive Futures movement in Crime to aspirational town..

Green Waste

Green Waste Annual Income

Building a Business Like Culture risk management

Commercialisation is exploring the challenges Appetite for risk and change Vision for the future Investment and resources Risk of failure Location and governance structure Skills

Risk Matrix H L H Level of Risk Appetite For Change No Go Area (Objectivity) Ignore Avoid Be Careful (Proportionality) Business Plan Contingency Exit Strategy Hard Work (Distraction) Shifting momentum Winning hearts and minds Opportunity (Prioritisation) Empower Promote Invest Level of Risk L H Appetite For Change

Building a Business Like Culture transformation

Streetwise: Why? There was little opportunity for expansion or growth in the existing set-up The Council and department had a good reputation with the community The staff were motivated and engaged and were suggesting ideas for how to reenergise the department Trained staff keen to take on new challenges and build on core services

Financial Benefits for the Council Cumulative savings since 2015 £s Cumulative savings on “prime contract” 484,000 Savings on RBC staffing for consultancy recharge 30,000 Interest received on loan to Streetwise 49,800 Sub –total revenue savings 563,800 Savings on vehicle replacement (Capital) 800,000 In addition RBC have benefitted from existing costs recharged to Streetwise for RBC support services 541,000

Financial Rewards for Streetwise

Local Authority Partners Growth Opportunity Housing Associations NHS Properties Franchise Business Model into other areas Developers Business Parks Facilities Management Tree Maintenance Street Cleansing Grounds Maintenance Local Authority Partners Private Sector Other Organisations Social Franchise

The Cliff On the edge Stand back and see the horizon See the bigger picture Use it to inspire It is hard work to get there But worth it when you make it Or It can be petrifying Be dangerous Stifle your creativity Makes you retract your steps Stops you looking at the wider horizon

A Positive Culture, Leadership and Prioritisation Feedback from the Peer Challenge Team 2018: Well-respected and admired corporate brand and reputation with potential to lead, inspire and motivate others An organisation that has commercialisation in its DNA leading to multiple and diverse positive outcomes Robust financial planning is in place with good financial corporate governance