| CC1 |
Commercial Culture |
- Develop the staff engagement plan.
- Develop a communications campaign plan.
- Establish a campaign to generate new ideas and create a shortlist of new opportunities.
- Investigate and develop the staff commercial training options and pricing.
|
CMB lead - Commercial Implementation manager |
March 2025 |
| CP1 |
Commercial Process |
- Perform comprehensive analysis of both discretionary and statutory services to identify opportunities for commercial growth, emphasising collaboration and competitive market exploitation.
- The marketing-based approach will focus on identifying unique selling points and market positioning to inform pricing structures and promotional activities for the targeted services.
|
Head of Marketing, Service area lead, Commercial Implementation Manager |
March 2025 |
| CProg 1 |
Commercial Programmes |
Fees and charges, Traded services
- Strengthen the customer-centric approaches to income generation through enhanced financial management, focusing on the profit and loss and full cost recovery of non-trading statutory services.
- All services will review their fees and charges, traded services, annually in line with the Income commercial policy
|
Corporate Finance Director, Commercial Implementation Manager |
Annually |
| CProg 2 |
Commercial Programmes |
Budget setting process
- Senior officers and councillors to prioritise the council’s income-generating expertise, identifying the top potential areas currently delivered by the council. Market analysis is crucial for understanding where the greatest impact on income generation can be made.
- Development of service area plans (Appendix D) will be a key driver in the budget setting process and contribute to the corporate budget plan.
|
Corporate Finance Director |
Annually |