David Elverson is a former senior manager of a local authority and has been providing strategic consultancy advice to the public sector for the last ten years. Whilst a business manager for a traded service of Norfolk County Council he undertook one of the first academic studies looking into the factors that determine the commercial effectiveness of local authority traded services. He did this at the same time as studying part-time for his MSc in Marketing.
Since then he has worked extensively across the public service, VCSE and private sectors, developing the commercial performance of business units, developing commercial capability and identifying how corporate bodies can maximise the benefits of their traded services.
David has provided these services for many NHS Trusts, a variety of local authorities and the Science and Technology Facilities Council in the public sector. He has recently delivered a piece of work across the East of England to improve the competitiveness of social businesses. He has also worked as a consultant for central government as well as providing services to local authorities through IDeA and Talent Bank.
Public sector clients include:
- Cambridge City Council
- Department for Communities and Local Government
- East Cambridgeshire Council
- Hertfordshire County Council
- Hertsmere BC
- London Borough of Hackney
- London Borough of Newham
- Newham and Havering Councils
- NHS Cambridgeshire and Peterborough
- Norfolk and Suffolk Foundation NHS Trust
- Norfolk County Council
- North East Lincolnshire Council
- Science and Technology Facilities Council
- South Norfolk Council
- Suffolk County Council
- Surrey Heath Borough Council
- Surrey Learn Partnership
- Wycombe District Council
Examples of recent work:
- Commercial skills development with over 1,000 public sector staff in the last two years
- Working with 22 local authorities and other public and third sector organisations to develop income generation initiatives
- Working with several Local Authorities to develop their corporate parenting to ensure they add value to their income generating units rather than hinder their competitiveness
- Leading cultural change work stream as part of the £1billion merger between Saga, Nestor Healthcare and Allied Healthcare
- Worked as part of the change team on the merger of CCLRC and PPARC to form STFC. Specific responsibility was post-merger commercial development. Implementation of the commercial development strategy has increased external income by around £50million
- Leading the Catalyst programme in Suffolk to increase the competitiveness of divested Suffolk County Council services and the other major social businesses
- Invention and development of Deep Engagement and Productivity tool which is currently being licensed for worldwide distribution by one of the major consultancies
Sample comments from training course participants:
Dynamic and engaging.
Very knowledgeable with lots of real examples from personal experiences.
Professional, engaging, credible.
Highly knowledgeable and was able to convey message clearly ( easy to understand).
Engaged delegates and answered all questions.
The trainer was helpful and patient.
Really well presented course that gives a good grounding in commercial awareness and gives new tools and skills to improve or begin commercial sales. (Comments may be used for marketing purposes).
Memorable and very enjoyable. Delivered at the right level.
Thorough grounding in commercial awareness with plenty of examples and case studies for further practical use.
It was very informative and challenged ways of thinking. There are a number of elements from today that we will use to improve our ways of working commercially.