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Culture clash - managing relationships between the public and private sectors

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This event provided delegates with the opportunity to learn more about how to successfully project manage the relationship issues when dealing with public/private sector business opportunities.

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Culture clash - managing relationships between the public and private sectors

  1. 1. The BIG issues… facing the public sector!o Do more for lesso Financial pressureo Political pressure
  2. 2. The BIG issues… facing the public sector!o Do more for lesso Financial pressure Culture Clasho Political pressure Managing relationships between the public and private sectors Terry Mitchell - 7th March 2013
  3. 3. The BIG issues facing the public sectoro Do more for lesso Financial pressureo Political pressure
  4. 4. Financial pressure in the public sectoro Unprecedented recessiono Massive job losses - 660,000 jobs lost – GMB Union - 1.1milllion job losses predicted by OBR - 324,000 jobs lost in year to Sept 2012 – ONSo Council may go bust?o 1 in 5 NHS Trusts in trouble – Public Accounts Committeeo £20m saving required in the NHS
  5. 5. Political pressureo Convergence of right and lefto Politics drives attitudes and actionso Policies become laws, impact on serviceso Operates at a national and local levelo Impact on individual civil servants or local government officers
  6. 6. Examples from current agendao NHS reforms, the replacement of Primary Care Trusts with Clinical Commissioning Groupso Welfare Reforms with its ‘bedroom tax’ and ‘benefit cap’,o Planning reforms - The Localism Act 2011 - National Planning Policy Framework - The Growth and Infrastructure Bill
  7. 7. A complicated pictureo Clinical commissioning impacts on local government and the NHSo Welfare reform impacts on housingo Planning reform impacts on housingo Less money, politicians, local communities, unions, special interest groups…o And that’s just three areas of reform!
  8. 8. Then there are the personalitieso Eric Pickles Secretary of State for Communities and Local Governmento Overpaid local governmento Mr Piggles – biscuit and cakes budget?o Cabinet Ministero Local Councilloro NHS Non Executive Directoro Civil servants, public sector officials, local government officers
  9. 9. Then there are the personalitieso Eric Pickles Secretary of State for Communities and Local Governmento Overpaid local governmento Mr Piggles – biscuit and cakes budget?o Cabinet Ministero Local Councilloro NHS Non Executive Directoro Civil servants, public sector officials, local government officers
  10. 10. Then there are the personalitieso Eric Pickles Secretary of State for Communities and Local Governmento Overpaid local governmento Mr Piggles – biscuit and cakes budget?o Cabinet Ministero Local Councilloro NHS Non Executive Directoro Civil servants, public sector officials, local government officers
  11. 11. Private sector positioningo Increased share of public sector budgeto The moral debate - Transparency - Profits from the vulnerable - Fat cats and PFIo The mediao Public perception
  12. 12. Three ‘P’s for success Product Price PeopleThree legged Stool of Success
  13. 13. People buy from peopleo They like?o No, people they trusto Not ‘who do we know?’o But ‘what do we know about them?’o Not hobbies, birthdays and football teamo But their organisation, financial pressures, political drivers, community pressures, economic context
  14. 14. Building trusto Demonstrated understanding builds trusto More understanding helps fashion product and priceo Leads to value added propositiono Targeted to specific public sector client requirementso Differentiates you from the competition
  15. 15. Some shared learningo Being the incumbent doesn’t always helpo Over reliance on previous relationshipso Blinded to the real issueso Coming second hurtso The real feedback?o YOU DIDN’T LISTEN!
  16. 16. The project management bito What is project management? Project management focuses on controlling the introduction of the desired change. This involves: - Understanding the needs of stakeholders - Planning what needs to be done, when, by whom, and to what standards - Building and motivating the team - Coordinating the work of different people - Monitoring work being done - Managing any changes to the plan - Delivering successful results - Source APM website
  17. 17. The movers and shakerso ‘the music makers’o ‘dreamers of dreams’ - poet Arthur OShaughnessy 1874o Visiono Imaginationo Power to make it happen
  18. 18. Not who you may thinko The Mayor making ceremonyo Leadero Elected mayoro Chief Executiveo NHS Non Exec versus Exec Directorso Chairman versus Chief Executiveo Minister versus Permanent Secretaryo Central versus local government
  19. 19. How do they make decisions?o Dispelling the mythso Challenging the perceptionso Understanding each others processes and pressures
  20. 20. Some exampleso Timing is everythingo Not just after Christmas!o Not in summer if they’re Swedish!o Not in April if there is an election!
  21. 21. Knowing where to looko Decisions known well in advance - The Forward Plano Documents accessibleo Watch on-lineo Driven by the committee processo Ruthless efficiency!
  22. 22. Putting it into the project plano Early researcho Stakeholder ‘map’o Specific line in the project plano Objective analysis
  23. 23. Ask the simple questionso Who? - The target audience - The key decision makers - The influencers - The gatekeeperso Why? - Important to this decision making process - Important to this project
  24. 24. Ask the simple questionso What is important to them ? - About the project - About their wider mission or visiono What is their key outcome?o What do they ALWAYS want to achieve
  25. 25. Ask the simple questionso How? - Can we match our solution - Demonstrate shared values - Legitimately influence brand perceptiono When? - Each activity in the project plan - Identified resourceso Where? - Geography - Culture - Politics
  26. 26. In conclusiono Public sector under financial and political pressureo 25% spend with private sectoro Perception versus realityo Understanding builds trusto Product, price, peopleo Rigorous analysis, defined actions
  27. 27. The BIG issues… facing the public sector!o Do more for lesso Financial pressureo Political pressure Questions?
  28. 28. The BIG issues… Thank you facing the public sector!o Do more for lesso Financial pressure Terry.mitchell@confian.co.uko Political pressure 07771 844 105 www.confian.co.uk

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