Commercialisation & Income Generation Strategy

Transcription

1 Cmmercialisatin & Incme Generatin Strategy P a g e 1

2 CONTENTS Backgrund 3 Page Aims & Objectives 3 Statutry Requirements The Legal Framewrk 4-5 Strategic Apprach 5-6 Pursuing New Business Opprtunities 7 Alternative Service Delivery Mdels 7-8 Better Business Cases 8 Marketing in the Public Sectr 8-12 Custmer Relatinship Management Charging Principles Service Categries Gvernance 19 P a g e 2

3 Backgrund This Strategy is designed t supprt the Cuncil s Cmmercialisatin and Incme Generatin Plicy. Whilst the Plicy itself establishes the answers t the What and Why questins assciated with the cuncils apprach t cmmercial activity, this dcument is directly fcussed n the Hw this shuld be dne. This dcument therefre prvides sme further backgrund infrmatin, such as guidance n the legislative framewrk assciated with such wrk and ther guidance and advice n key factrs t help services t develp their arrangements. It is als t ensure that these are cmplimentary and perate in accrdance with the cuncils apprved aims and bjectives. A brief reminder the cuncils aims and bjectives in this area f its wrk are as fllws; Aims Instil a One Cuncil apprach and culture Stimulate and actively encurage ideas and innvatin, remving any barriers Undertake ethical and principled based incme generatin activities t supprt the delivery f the Crprate aims Undertake activities aligned with ur cre business activities & skills Understand and appreciate ur Unique Selling Pint (USP) t custmers Understand the cst f peratins Develp and perate sund business mdels, plicies and prcedures Establish clear gvernance and perfrmance management arrangements Objectives Prvide quality chargeable services that meet the needs f the custmer, and whereby full csts are recvered by the Cuncil. Maximise current incme surces that are sustainable in the lnger term Ensure gd custmer relatinship management t achieve lyal custmers Identify new pprtunities, aviding negative impact n ur business cmmunities Maximise upn ur Unique Selling Pints(s) (USP) Develp a skilled and knwledgeable wrkfrce P a g e 3

4 Statutry Requirements - The Legal Framewrk Cuncils have pwers t charge fr a wide range f services. Many f these pwers are derived frm legislatin which is applicable t specific service areas. The Lcal Gvernment Act 2003, has enabled lcal authrities t charge as they chse t fr discretinary services, prvided they are nt prhibited by ther legislatin and taking ne year with anther they d nt make a prfit. The Lcalism Act 2011 cntains the 'general pwer f cmpetence' essentially allwing lcal authrities t d anything that is nt expressly prhibited, ffering scpe fr the Cuncil t identify innvative ways in which it can generate incme, as lng as they are nt prhibited by ther legislatin. Figure 1 Lcal authrities - Pwers t Trade Surce Training Slide pack CIPFA Incme Generatin 2012 Trading can be described as the pprtunity t generate efficiencies, surpluses and prfit, whereas charging is the ability t recver the csts f prviding discretinary services. Key Features f the Legal Framewrk The Lcal Gvernment Act 2000 gave lcal authrities a general pwer t prvide services r activities necessary fr the wellbeing f the lcal cmmunity and the Lcal Gvernment Act 2003 gave authrities the pwer t trade. The Cuncil can charge fr anything s lng as there is legal authrity fr the Cuncil t run the service (and unless charging is prhibited) P a g e 4

5 The Cuncil can charge fr anything that we have t d t set up, run and invest in a service The Cuncil can trade fr cmmercial purpses in anything that it wishes fr the wellbeing f the cmmunity The Cuncil can make a prfit n its trading activities These freedms allw the Cuncil stimulate innvatin in the delivery f its services and set up ptential trading vehicles t carry ut a service fr the well-being f the cmmunity. Strategic Apprach In becming a mre business and cmmercially minded rganisatin and supprting cmmercialisatin and incme generatin as a One Cuncil activity will require investment. The central develpment and c-rdinatin f fcussed activity will be essential t the success f delivering an effective incme strategy t cntribute t the future viability f the Cuncil. Develpment, training, active prmtin and cmmunicatin will be essential t drive and deliver successful utcmes. The required level f change is nt t be underestimated. Therefre, t ensure apprpriate challenge and t deliver the required transitin t a new culture and apprach, the Cuncil has established a Cmmercialisatin and Incme Generatin Bard. This Bard has established a number f supprting wrk streams t prvide specific fcus and attentin n key areas. These are listed as fllws; Cmmercialisatin & Incme Generatin Wrk streams 1. Plicy and Strategy Develpment f cmmercial and marketing plan / enterprise strategy etc. The establishment f decisin parameters which will guide pprtunities and apprval rutes, The apprach t pricing / verheads Appreciating and maximising ur USP P a g e 5

6 2. New Incme and Custmer Relatinship Management The apprach t and pursuit f new pprtunities. Hw we treat and manage ur custmers t attract new and retain existing business. Debt Management 3. Gvernance and Operating Mdel Legal Framewrk Oversight (e.g. risk and assurance) Delivery mdels Decisin making framewrk and delegated apprval levels etc. 4. Cst f Operatin (Supprt Services) Supprt service csts and break dwn Zer based budgeting appraches etc. 5. Wrkfrce Learning and Develpment Skills assessment External training supprt Develpment f in huse training prgrammes / e-learning packages 6. Innvatin Hub A frum t invite and cnsider ideas t btain new incme Develp criteria fr ideas t be assessed against (e.g. has it gt the ptential t be successful?) Identify thse ideas wrthy fr further develpment P a g e 6

7 Pursuing New Business Opprtunities - The Fur Bx Mdel When cnsidering new business pprtunities it is imprtant t understand the type f cmmercial activity that is being cnsidered and the prducts (services) being ffered. This helps t determine the level f risk assciated with the venture and whether this is a gd fit with the cuncils appetite fr such an arrangement. The cmmercially recgnised Ansff Matrix diagram (4 bx mdel) prbably best categrises the main ptins that are pen it us in terms f cmmercial trading f prducts, r mre likely services, fr us as a cuncil; Thrugh this type f categrisatin it will als ultimately help us t bth understand and determine the level f reward r return that the cuncil shuld expect t receive frm active participatin in such an activity if we decide t prceed. This judgement shuld clearly represent the level f risk t reward rati that we shuld expect. Alternative Service Delivery Mdels There are a variety f alternative delivery mdels which can be cnsidered which are designed t bth maximise the cuncils ptential t undertake cmmercial ventures and als t prvide a level f prtectin fr the cuncil. Examples f such mdels include; Cmpany Limited by Shares Private Cmpany Limited by Guarantee P a g e 7

8 Cmmunity Interest Cmpany (CIC) Industrial & Prvident Sciety (IPS) fr Cmmunity Benefit (BenCm) Limited Liability Partnership. The cuncil has already embraced such mdels and actively supprts service delivery arrangement thrugh such alternative delivery mdels, gaining imprtant peratinal and financial benefits whilst ding s. Each mdel has specific features and legal aspects which, dependant upn the circumstances f the services in questin, will determine the mst apprpriate ne fr use. Ultimately the decisin t trade requires careful and bjective cnsideratin f the ptins t ensure the crrect slutin is arrived at, based n the evidence available. This is best achieved thrugh the cmpletin f an apprpriate Business case. Better Business Cases The Strategic Mdel A prprtinate Business Case helps t ensure an bjective and transparent apprach can be taken t making infrmed decisins. The cuncil has adpted the CIPFA Better Business Case Mdel which prvides a cnsistent and structured apprach t decisins. Whilst business cases can be cmplex and lengthy, this is clearly dependent upn an early assessment f the matter under cnsideratin and an active assessment f the risk assciated with the decisin in questin. In the preliminary stages use f The Strategic Mdel element f the Better Business Case Tlkit will help t determine the scpe and scale f the matter under cnsideratin. This will help t assess the benefits (r therwise) f a mre detailed assessment. In simple terms. is it likely t be a runner r nt!?...and therefre what further effrt, if any, des it justify? The applicatin f a structured mdel will als help t prvide assurance that the pursuit f an pprtunity is in the best interests f the cuncil as a whle (e.g. the One Cuncil principle). It is imprtant that when decisins are taken by service managers, they d nt result in an verall detrimental impact. Marketing in the Public Sectr What is marketing? The fficial definitin prvided by the Chartered Institute f Marketing (CIM) is; The management prcess respnsible fr identifying, anticipating and satisfying custmer requirements (prfitably). P a g e 8

9 As a lcal authrity, hwever, we shuld cnsider replacing the term custmer with stakehlders in any definitin. As such a mre apprpriate definitin wuld be; The management prcess respnsible fr identifying, anticipating and satisfying stakehlder requirements and in s ding serves t facilitate the achievement f the rganisatin s bjectives. Many peple think f marketing as just advertising and / r selling gds and services. In the public sectr much f marketing related activity is cncerned with the satisfactin f custmers, despite the fact that there is n direct r even indirect frm f cmpetitin. Hwever, a pr custmer image des nt enhance the authrity s image in the eyes f its ther stakehlders. Marketing has a dual rle; i) t help prmte the view that the mst satisfactry utcme has been achieved; ii) t persuade all parties that their interests have been taken int accunt in achieving the desired utcme. As the cuncil is a service-based business we d nt have specific prducts t sell. Primarily, as a service based rganisatin we are cncerned with managing relatinships. We have many cnstraints which may include: Legislative restrictins Plitical philsphies Lack f physical resurces Lack f financial resurces The riginal 4Ps f the marketing mix have nw cmmnly been extended t create the nw familiar 7Ps. It is the new three P s which are particularly relevant t the lcal authrity: Physical Evidence infrmatin in leaflets, website, newsletters, facilities and buildings Prcesses inputs and utputs (e.g. infrmatin, peple) and mechanisms invlved in the delivery f a service, plicies and prcedures. May als include evaluatin f surveys, cmplaints prcedures, quality management etc. Place distributin channels, cverage, lcatin, cnvenience, availability (NB: - The full list f P s, which nw extends t a ttal f 10, is cvered in greater detail later in this dcument) P a g e 9

10 Changes in gvernment legislatin in mre recent times have prduced cmpetitive practices in the public sectr that were previusly nly experienced in the private sectr. These have created internal markets and a cmpetitive culture whereby lcal authrities are expected t respnd t the needs f their lcal cmmunities. The cuncil already has many services that have been trading fr a number f years, nne mre-s than in the educatinal sectr. Withut this incme the services culd nt cntinue t perate. It is vital, therefre, that if we want t cntinue t deliver high quality services, nt nly t ur clleagues in the educatin sectr, but als t a wider and mre diverse custmer base, that we take an rganisatinal apprach t prvide clear and cnsistent messages abut the quality f prvisin and shw that we are a truly marketing rientated rganisatin. What is yur Unique Selling Pint (USP)? A unique selling pint (als smetimes referred t as a prpsitin) is a factr that differentiates a prduct frm its cmpetitrs, such as the lwest cst, the highest quality r the first-ever prduct f its kind. Fr example, services which are traded (prvided) by public sectr bdies may be cnsidered t be mre attractive t ther public sectr rganisatins, r t the public, than thse ffered by ur private sectr cunterparts. One reasn fr this view might be a perceptin that by recycling public mney thrugh a nt fr prfit rganisatin, such as the Cunty Cuncil, this may help t either prtect r enhance the funding available t deliver ther public services. When cnsidering yur USP there are certain factrs which it is helpful t reflect upn; Yu will need t lk clsely at yur cmpetitrs and try t identify hw yu can differentiate yurself frm them. When lking at the service yu want t prvide try t put yurself in the custmers shes and see what added value yu can prvide. Remember t be custmer fcused. Understand the purchaser s bjectives r prblem. Fcus n delivering a slutin that requires the minimal effrt frm them. It is the added value that will really make the difference, s identify what added value the custmer is lking fr. P a g e 10

11 D nt rely n using yur public status (scial benefits) as yur unique selling pint in every circumstance. When using yur scial purpse as a unique selling pint yu need t clearly articulate and prve what scial benefits will be delivered frm yu delivering the service as ppsed t thers. Selling t a Market When starting ut dwn the rute f tendering fr cntracts, ne f the key differences that yu might encunter is the culture change needed t sell yur gds and services. Remember that the purchaser is yur custmer and whilst they will want t see evidence f yu taking accunt f the needs f the service user they will want yu t understand what it is that they want t buy first and fremst. One crucial step in selling yur gds and services is thinking thrugh why smene wuld want t buy them frm yu rather than the gds r services f a cmpetitr. This is ften referred t as yur Unique Selling Pint (USP). Yu need t be able t think abut what added value yu can bring t the custmer r what advantage yu have ver yur cmpetitrs. Hw d we wrk ut ur Unique Selling Pint? There is n magical answer t this. Often it will depend n the gds and services that yu are able t supply and the ptential market pprtunities that are available. Yu will need t lk clsely at yur cmpetitrs and attempt t understand hw they market themselves. Yur uniqueness will be benchmarked against them. There are a number f areas t think thrugh in identifying their unique selling pint. Marketing appraches have traditinally recgnised key cnsideratins being given t aspects knwn as the 4 P s. PRICE The price is ften a key determinant in gaining business. Usually value fr mney is a key factr in supplier decisins. The questin yu will have t ask is can we supply the gds r services at a cheaper r equivalent price than ur cmpetitrs? PRODUCT Is there any way in which yur prduct (gds r services) can be differentiated frm yur cmpetitin? D yu have a better prduct? D yu have an innvative apprach t supplying the prduct? D yu supply services that are f a higher quality than yur cmpetitrs? Have yu identified a niche market? D yu have a mre flexible apprach t delivery? These may be crucial factrs at a tender evaluatin stage. P a g e 11

12 PLACE Des yur lcatin r gegraphical cverage ffer any advantage in supplying the gds r services? Can yu supply the gds r services easily frm yur lcatin? Can yu prvide the service within the specified lcality? Can yu surce and supply lcally prduced gds? Can yu deliver at shrt ntice? PEOPLE D yu have particular experience within yur staff team that can be emphasised as part f yur ffering? Des yur staff team have key skills fr delivery? D yu have qualificatins/training that can be an advantage ver yur cmpetitrs? There are als sme further elements ( P s) that can help t prvide sme structure t differentiating yur ffering frm thse f rival suppliers /cmpetitrs; PROOF / PREVIOUS EXPERIENCE Have yu delivered this type f cntract befre? Can yu prve successful delivery? Can yu prvide references frm previus delivery? Yur previus experience culd be crucial in alleviating and reducing any risk t the purchaser. PROFILE D yu have a gd reputatin fr delivery? Althugh yu will have t prve yu can deliver, remember that peple ften purchase frm brands that they trust. PROCESS Quality standards are an increasing aspect f public sectr prcurement. D yu have apprpriate prcesses in place? Des the tender ffer an pprtunity t highlight these prcesses? D they give yu an advantage ver the cmpetitin? (E.g. Envirnmental Standards, Scial Accunting, Investrs in Peple, Equal Opprtunities, ISO, etc.) PANACHE It may be that yu think yu bring a certain smething t the cntract thrugh yur specialism, expertise r ability t innvate. Yu can be bld in stating this but yu will need evidence t back it up. PARTNERSHIP Yur rganisatin might be invlved in partnership wrking that can draw in additinal skills, knwledge r experience. Can this add value t yur ffer? PURPOSE As ur rganisatin is mtivated by a scial purpse, des this scial purpse ffer an advantage ver the cmpetitin? Can yu quantify the added value f yur scial purpse? Are there additinal scial benefits that will be accrued by yu delivering this service which are cre t the purpse f the cntract? Des yur scial purpse allw yu t deliver the cntract mre effectively by blending cmmercial and nn-cmmercial funding? D yu have evidence f the scial impact that yu claim? Will yur nn-prfit-distributing eths strike a chrd in terms f shared values? Always try t remember..when thinking thrugh the prcess f identifying a Unique Selling Pint it is useful t try t put urselves in the psitin f the purchaser. P a g e 12

13 Custmer Relatinship Management Custmer Relatinship Management is defined simply as a system fr managing interactins with an rganisatins current r future custmers. Given this, in rder t maximise ur pprtunities fr success, it is vital that we all recgnise the imprtance f Custmer Relatinship Management in ur business dealings. This must be effective at all stages f ur engagement with custmers (current and any prspective new nes). As such ur apprach must cver bth the pre and pst agreement stages. Whilst engagement with custmers may take slightly different frms, there remain a number f key stages that require specific fcus t instil and deliver gd relatinships. The fllwing diagrams may be f sme help. These have been develped t assist in the establishment f the supply f services t the Lcal Authrity Trading Cmpany (LATC). They set ut the varius key stages f the establishment, active management and terminatin stages in the delivery f a supprt services cntract; Establishing a Cntract Define supprt services ffer - What is a cre ffer - What is an ptinal ffer - What is nt ffered Define service standards and KPIs Define charging methdlgy and csts fr cre and nn-cre ffer Define cmmissining principles (purpse f the relatinship) Define SLA between DCC and custmer - Accunt management arrangements - Reprting arrangements Supprt Services Cntract defined - SLA fr each service t be incrprated int single supprt service cntract Managing a Cntract Custmer relatinship management arrangements cnfirmed and in place (gvernance f cntract) - Pst implementatin - BAU Cntract/incme management - Details added t cntract / incme management system - Incme line added t service cst centre Custmer management - Update custmer details n Nexus (r equivalent system) t allw fr flexible cmmissining Cmplete pst implementatin review f SLA, csts did we/are we getting it right? (timeline t be agreed in first bx in this slide) Refresh Supprt Services SLA if required (change cntrl) Rutine review (at least annual f ffer and price) P a g e 13

14 Terminating a Cntract Ntificatin f cntract terminatin Internal assessment f cntract expsure and mitigatin wrk Terminatin Strategy defined Peple, assets e.g. technlgy, data etc Terminatin wrk cmpleted legal prcess, decmmissining wrk Lessns learnt frm the cntract and terminatin did smething g wrng? Ultimately ur success in securing incme thrugh the delivery f services t custmers will be as a direct result f ur effectiveness in managing these key relatinship aspects. We must als remember, at all times, that the wider reputatin f the cuncil will als be impacted if we fail in this regard and will therefre determine ur likely success, r therwise, in securing further business pprtunities. We must therefre always remember that incme generatin is a One Cuncil activity and ur actins and behaviurs must reflect this. Rbust delivery against ur cmmitments and als hw we respnd t supprt ur custmers when difficult situatins arise will be the key factrs in ur future cmmercial activity. Charging Principles A crprate plicy and apprach t charging is vital t ensure that the Cuncil maximises the pprtunities it has fr increasing its incme thrugh its varius activities by levying fees and charges. This must be develped in a way which takes int accunt the fact that incme generatin can supprt wider Cuncil bjectives. As such, there is a balance t be achieved abut the degree t which services are funded by charging users and frm taxatin. The Cuncil s key charging principles are as fllws: T nly charge fr services where there is a legislative entitlement t d s. T ptimise levels f incme frm fees, charges and trading whilst ensuring brader strategic bjectives are met. P a g e 14

15 T review the level f fees and charges fr all services annually as part f the budget setting prcess. T ensure that fees and charges create full cst recvery and thrugh benchmarking, are set as a minimum in line with charges by ther prviders. T create a cnsistent apprach t areas f where it has been agreed that fees and charges will be subsidised. These principles seek t reflect the wide variety f services that the Cuncil prvides and the different needs they address. The starting pint fr determining charges is t assess the nature f each (ptentially) chargeable service. Key Charging Cmpnents There are a number f key cmpnents that require active cnsideratin when seeking t determine an apprpriate apprach t charging. Examples f these are: Legal restrictins Current charge Prpsed price change based n evidence f charges levied by ther prviders Incme estimate and target Activity levels Average and Incremental unit csts Estimated grss and net csts, including an explanatin f hw this has been calculated Hw the charge is t be cllected and the cst implicatins Benchmark data t cmpare with the psitin in similar services Incme as a % f expenditure Subsidy per user including the reasn fr subsidy and the cst impact f any cncessins ffered (if applicable) Analysis f the impact n demand f the prpsed charge including any assumptins and user/market infrmatin used as an evidence base Incme target and service utcme target P a g e 15

16 Service Categries Whilst many f the Cuncil's services sit within a cmplex lcal plicy and legal framewrk, in brad terms they fit within ne f the fllwing categries, with the pprtunity t charge fr services and the Cuncil s duty t prvide the service. Table 1: Services prvided by the Cuncil Categry Meaning Statutry Duty There is a legal requirement t either prvide the service, r ensure it is prvided (a duty) with little r limited flexibility in its cntent r prvisin. Typically it wuld have high impact if users are nt able t access the service where there is a demnstrable need. (e.g. fr example elements f scial care) Typically these services are high Cuncil service pririty. Prvisin f service and access t them are at the heart f a Cuncil plicy bjective. There is ptentially a high negative impact n users and Cuncil plicy by charging fr service r achieving full cst recvery. Charges fr sme f these service areas are determined by Central gvernment. Where there is the ability t charge the Cuncil shuld lk t recver the csts fr service delivery. Discretinary The Cuncil has pwers t deliver services but nt a duty. These may include certain legal requirements r guidance but with significant flexibility fr the cntent / prvisin f service. Typically these services may be medium t lwer Cuncil service pririty, (althugh they may be very valued by custmers) and there will be a manageable impact frm adpting market pricing. Service Managers fr discretinary services shuld lk t recver the full cst fr service delivery and cnsider their charges in line with ther prviders. Charging fr Statutry Services When cnsidering levying f charges fr service prvisin in respect f Statutry Services there are a number f issues t take int accunt; Many statutry services are the subject f regulated fees and charges which will prvide an ver-riding framewrk and determine where lcal plicy discretin exists. P a g e 16

17 The delivery f statutry services usually represents the Cuncil's discharge f a legal duty that has a high impact n certain residents. It will therefre need t cnsider carefully the impact f any charging in terms f service access, take-up, and nn-delivery. The Cuncil starts frm a psitin f charging where the law allws, and recvering full csts, but it recgnises that in these service areas, there are mre likely t be factrs which lead t a decisin nt t charge full cst recvery. Where pssible and feasible, the Cuncil shuld lk t recver the full csts fr service delivery. The prprtin f cst recvered fr any service shuld be clearly identified and where the Cuncil prvides a subsidy, its underlying ratinale clearly set ut. Such situatins will require fficers t seek and receive apprval t deliver services that invlve a subsidy. It is particularly imprtant in this area that charging is targeted twards thse custmers wh can affrd t pay. Charging fr Discretinary Services Equally when cnsidering levying f charges fr service prvisin in respect f Discretinary Services a number f specific issues als need t be taken int accunt; The Cuncil seeks t achieve full cst recvery (including verheads) fr discretinary services, except where it expressly determines t the cntrary r the law prevents this. Any decisin t the cntrary shuld be supprted by a business case and be apprved. Fr services achieving full cst recvery, emphasis shuld be n ensuring prices are in line with ther prviders and that price increases each year maintain this psitin. In cases where the incme generated by services is in excess f full cst recvery level, it is nt prpsed t reduce incme budgets, but t cntinue t maintain prices at the level required t deliver the incme target and mnitr the increases achievable each year in line with market acceptability. Where services are nt achieving full cst recvery, service managers shuld develp a strategy t mve twards full cst recvery ver the medium term. Such strategies culd include: - Increasing prices by mre than inflatin, - Increasing the level f incme generated, by increasing demand - Reducing the csts f prviding the service - Increasing charges in line with ther prviders based n benchmarking. P a g e 17

18 If mving away frm full cst recvery, and by implicatin incurring a subsidy, the Cuncil will have regard fr the impact n ther Cuncil pririties and bjectives. (As an example, the Cuncil may determine that it is prepared t subsidise certain services because their take-up r use has a psitive (ften interventin-based) impact such as swimming n well-being r health. The required business case must balance the benefits achieved frm nt charging with the revenue csts.) The Cuncil recgnises that a number f discretinary services will als be prvided by alternative prviders. Usually hwever, the Cuncil will retain cntrl f pricing thrugh the cntract/delivery arrangements. In determining the level f fees and charges, the Cuncil will have regard fr market alternatives (in terms f cst and quality) and the peripheral benefits t the Cuncil and residents f the Cuncil s delivery rle. The Cuncil will als peridically test the ratinale fr service delivery in these circumstances. Benchmarking shuld be undertaken n an annual basis t ensure that services are being delivered in line with at least the minimum average price f ther prviders. Any deviatin fr this plicy needs t be agreed. Example 1 cntains a diagrammatic representatin f the Cuncils apprved Activity Csting Mdel apprach which it applies when cnsidering, assessing and setting its levels f charging fr services. Example 1 The Cuncil s Activity Csting Mdel P a g e 18

19 Gvernance A clear gvernance framewrk is necessary t ensure a structured One Cuncil apprach t cmmercialisatin and incme generatin. It is hwever crucial that this gvernance framewrk is fit fr purpse, prprtinate and seeks t empwer services t actively seek pprtunities t develp and secure apprpriate cmmercial pprtunities that exist in the market place. As such, cmmercial activity and key decisins in place t pursue and supprt such activity will be verseen by the Cmmercialisatin & Incme Generatin Bard. The key respnsibilities f the Bard in relatin t charging are t: Act as a gateway fr incme-related business case investment Make g and n-g decisins in relatin t new and existing incme pprtunities and ensure that incme decisins are taken n evidence based principles which supprt realistic estimates f the incme level t be achieved Ensure that incme generatin is being maximised within the framewrk set ut in this plicy Mnitr and review perfrmance f incme generatin against agreed targets Receive and cnsider an annual review f all chargeable Cuncil services Cnsider and take decisins n prpsals fr changes in prices and the balance f cst and incme Cnsider and take decisins where it is prpsed that a subsidy will be required Cnsider and take decisins n cncessin rates and target grups. P a g e 19