Rushcliffe – great place, great lifestyle, great sport Rushcliffe Borough Council – Growing a social franchise 10 July 2013 Neil Clarke, Leader

Rushcliffe – great place, great lifestyle, great sport

Rushcliffe Borough Council

– Growing a social franchise

10 July 2013Neil Clarke, Leader


Introduction

• Background – drivers for change• Our approach – planned and

considered• Growing Streetwise into a social

franchise• Lessons learnt from our journey so far• Group discussion and feedback


Drivers for change

The challenge faced by many councils and elected Members

•Reducing costs (2.8 million) •Maintaining the quality of service•Providing a sustainable future for current employees•Contributing to the local economy


Our Approach – the 4 year plan

• Proactive approach – service reviews to consider ‘doing it differently’ and alternative delivery models

• Production of a ‘Four Year Plan’ to manage the funding gap over the four years by:

• Cost reduction• Income maximisation• Service Redesign

• Established a Transformation team to help drive the change agenda


Investigate /Procurement

Investment / Profit Share

Transition Support / Profit Share

Contracted Service

Direct ProvisionSocial Enterprise /

Cooperative

Efficiencies and Service Standards

Support / Merger and Growth

The future of service delivery


Looking at private sector business models


Looking at private sector business models

All of the brands are franchisesOffering consistent quality, service, pricing and environment


Emerging service delivery models

Social franchising is the use of a commercial franchising approach to replicate and

share proven organisational models for greater social impact


• 30 years experience of caring for the Borough

• Highly skilled workforce with a can do attitude

Taking care of grounds maintenance and street cleansing in the Borough


Why transform Streetwise?

Existing quality service, with strong local brand and potential to grow

Opportunity to do it differently Empower staff to have a greater say in their

destiny Retain social values, but with a more

commercial approach Greater freedoms to make decisions, trade,

market and innovate Develop the brand and services


How? – My perspective

Established cross party member group – overseeing the review:

Appointed Cabinet Member to lead Workshop to identify Members’ individual

strengths and commercial experience Member development programme e.g. social

franchising & business case assessment Addressing Member concerns – becoming more

commercial Portfolio holder briefings


How?

Review explored options of reducing costs, generating income or ‘doing things differently’

High level of staff engagement in process

Phased approach with review gate at each key stage


The journey so far

Identifying the skills and knowledge gaps Getting the right advice Establishing the governance structure Stakeholder engagement and support Changing the culture Developing the offer Testing the concept - dipping our toe in

the market


Streetwise Evolution

Step 2 Social Enterprise

Other clients

Other clients

Rushcliffe BC

Step 1 Council Enterprise


Proposed Business Model

Step 3 Social Franchise

Franchisee

Other clients

Other clients

Other clients

Franchisee

RBC FranchisorBusiness

Unit


Conclusions

At present our key focus is on…

Workforce challenge – culture and Ts&Cs Procurement challenges Local economy – opportunity to grow Element of risk and reward for the Council Council – secure financial return?

We’re excited about the potential to do something different and show other councils opportunities to develop.


Questions

Any questions?


Discussion

Discussion topic:

• What are the key issues for councillors when considering alternative service delivery models?

• 10 minute discussion in your groups, followed by feedback


Discussion

Discussion topics:

• How are you driving innovation and development within your authority?

• 5 minute group discussion followed by feedback

Documents

Rushcliffe – great place, great lifestyle, great sport Rushcliffe Borough Council – Growing a social franchise 10 July 2013 Neil Clarke, Leader