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John Lamb, Solace chairman (North West branch)
John Lamb, Solace chairman (North West branch)
John Lamb, Solace chairman (North West branch)
John Lamb, Solace chairman (North West branch)
John Lamb, Solace chairman (North West branch)
John Lamb, Solace chairman (North West branch)
John Lamb, Solace chairman (North West branch)
John Lamb, Solace chairman (North West branch)
John Lamb, Solace chairman (North West branch)
John Lamb, Solace chairman (North West branch)
John Lamb, Solace chairman (North West branch)
John Lamb, Solace chairman (North West branch)
John Lamb, Solace chairman (North West branch)
John Lamb, Solace chairman (North West branch)
John Lamb, Solace chairman (North West branch)
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John Lamb, Solace chairman (North West branch)

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How to decide: what managers and members must consider …

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
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  • 1. The Future of Local Transport Delivery: Oldham road show 6 July 2011, Smokies Park, Oldham Sponsored by In partnership with
  • 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. John Lamb Sharing the pressures Releasing the opportunities
  • 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. 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. 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. 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. 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. Industry Trends <ul><li>Suffolk major outsource – lock, stock &amp; 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. Shifting Markets &amp; 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. 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. 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. 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. 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. Always Phone a Friend

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