1. Commercialisation Making it Simple
Allen Graham
Chief Executive

2. 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.

3. 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

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

5. £7m from sale of Civic Centre
Rushcliffe Arena
Annual saving of £450k
£7m from sale of Civic Centre
Financial – Productivity – Social Outcomes

6. Building a Business Like Culture Maximising Income

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

8. £120k income per year Bridgford Hall
Notes on Costs, Lottery Funding , Employment and Visitor Economy.

9. 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..

10. Green Waste

11. Green Waste Annual Income

12. Building a Business Like Culture risk management

13. 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

14. 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

15. Building a Business Like Culture transformation

17. 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

18. 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

19. Financial Rewards for Streetwise

20. 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

21. 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

22. 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