John Lamb, Solace chairman (North West branch)

520 views

Published on

How to decide: what managers and members must consider
in order to arrive at the optimal delivery model for their
authority

Published in: Education, Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
520
On SlideShare
0
From Embeds
0
Number of Embeds
12
Actions
Shares
0
Downloads
2
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

John Lamb, Solace chairman (North West branch)

  1. 1. The Future of Local Transport Delivery: Oldham road show 6 July 2011, Smokies Park, Oldham Sponsored by In partnership with
  2. 2. The Future of Local Transport Delivery: Oldham road show 6 July 2011, Smokies Park, Oldham Sponsored by In partnership with John Lamb, Solace chairman (North West branch) How to decide: what managers and members must consider in order to arrive at the optimal delivery model for their authority Audio presentation/powerpoint unsynced
  3. 3. John Lamb Sharing the pressures Releasing the opportunities
  4. 4. Develop the discussion <ul><li>No single person / team / organisational model has the answer </li></ul><ul><li>Demand for change is universal and recognised by all officers, members and the public </li></ul><ul><li>Solutions demand more outcome based deliverables – a marked shift from inputs </li></ul><ul><li>Skill set of professions is silo based </li></ul><ul><li>No person / team / council is a ‘special case’ </li></ul><ul><li>Sharing the problems and opportunities is key </li></ul>
  5. 5. Key starting point <ul><li>Different models reflect largely a result of democratic variety </li></ul><ul><ul><ul><li>County Council (two tier) </li></ul></ul></ul><ul><ul><ul><li>County Unitary </li></ul></ul></ul><ul><ul><ul><li>Borough Unitary </li></ul></ul></ul><ul><ul><ul><li>Metropolitan Unitary </li></ul></ul></ul><ul><ul><ul><li>Borough Council </li></ul></ul></ul><ul><ul><ul><li>Parishes </li></ul></ul></ul><ul><li>A council with 200k residents might work politically </li></ul><ul><li>% Redundancy of plant, people, processes. </li></ul>
  6. 6. Thinking afresh across all services <ul><li>Do we need an HR team? </li></ul><ul><ul><li>Recruitment, retention, discipline, organisational development, change management, payroll, pensions </li></ul></ul><ul><li>Do we need a legal team? </li></ul><ul><ul><li>expert advice on TRO’s, Highways, CPO </li></ul></ul><ul><li>Do we need a procurement team? </li></ul>
  7. 7. Alternatives <ul><li>Internal sharing </li></ul><ul><li>Shared services </li></ul><ul><li>Wholly Owned Company </li></ul><ul><li>Trading Service </li></ul><ul><li>Joint Venture </li></ul><ul><li>Contracting </li></ul><ul><li>Partnering 7-15years+ </li></ul><ul><li>Outsource </li></ul><ul><li>Key Drivers </li></ul><ul><li>What level of ongoing control do members want? </li></ul><ul><li>What level of skill do we have now / need in future? </li></ul><ul><li>Balance between detail and strategy </li></ul>
  8. 8. Move towards Excellence <ul><li>If all the public sector moved from being average to delivering ‘upper quartile’ performance – 25-30% improvement would be realised. </li></ul><ul><li>Our services are good but most are not excellent </li></ul><ul><li>Why does Council Tax collection vary from £4 to £47? </li></ul><ul><li>Service enhancement or cost cutting (or both) </li></ul><ul><li>What quality you can afford </li></ul><ul><li>Willingness to redesign process </li></ul><ul><li>Accountability arrangements – oversight /scrutiny </li></ul><ul><li>These are POLITICAL rather than managerial </li></ul>
  9. 9. Industry Trends <ul><li>Suffolk major outsource – lock, stock & barrel </li></ul><ul><li>Cheshire East (thin client) </li></ul><ul><li>Cheshire West (fat ? Client) </li></ul><ul><li>Salford – Urban Vision (non TUPE) </li></ul><ul><li>Cumbria – in sourcing (brought back in house) </li></ul><ul><li>Trafford / Stockport highways shared service </li></ul><ul><li>Midlands Highways Alliance </li></ul><ul><li>So much choice, localism, big society – risk of fragmentation </li></ul>
  10. 10. Shifting Markets & changing Skills <ul><li>Major changes demand we reflect on </li></ul><ul><ul><li>Skill of service manager </li></ul></ul><ul><ul><li>Adeptness of their ACTUAL procurement prowess </li></ul></ul><ul><ul><li>Genuine contemporary market knowledge </li></ul></ul><ul><li>Focus on where you want to be at contract end – do you want the same thing back in 6 years? </li></ul><ul><li>Think hard on level of trust you can risk </li></ul><ul><li>Must you always PQQ / OJEU for everything? </li></ul><ul><ul><li>62% of OJEU content is from UK </li></ul></ul>
  11. 11. Refresh the contract refresh the mindset <ul><li>You are all operating advanced forms of delivery </li></ul><ul><li>How long have you outsourced, how many times? </li></ul><ul><li>What caused you to change providers? </li></ul><ul><li>In what ways did your contract seek to enhance control or release it? </li></ul><ul><li>What level of failure and risk </li></ul>
  12. 12. Incremental Value Vs Disproportionate Cost <ul><li>Can we afford our service spec </li></ul><ul><ul><li>What options to reduce cost ( with service impact ) </li></ul></ul><ul><ul><li>Level / nature and frequency of member development </li></ul></ul><ul><li>How different are the tenders last one / this / next </li></ul><ul><li>How prescriptive must you be? </li></ul><ul><li>Excessive contract tailoring will cost. </li></ul><ul><li>Single Standard national contract – minimum requirements then test the market </li></ul>
  13. 13. Shared Service <ul><li>Outsourcing is shared service – on a National Platform. </li></ul><ul><li>If splitting enforcement from management is that not better shared with neighbours? </li></ul><ul><li>Shared front line ‘street warden’ </li></ul><ul><li>Shared service across contracts </li></ul><ul><ul><li>Minimum number per contract and given ‘float’ </li></ul></ul>
  14. 14. Reshape your market <ul><li>Increase knowledge of members </li></ul><ul><li>Establish new relations in this forum </li></ul><ul><li>Genuinely map out the best or at least the greatest commonalities </li></ul><ul><li>Understand what is genuinely unique </li></ul><ul><li>Aside from a few core essentials ( Member led ) be as flexible as possible </li></ul>
  15. 15. Always Phone a Friend

×