ASSOCIATION FOR PUBLIC SERVICE EXCELLENCE VISION FOR THE FUTURE ASSIST CONFERENCE – ST ANDREWS BAY SEPTEMBER 2005 PAUL O’BRIEN, CHIEF EXECUTIVE, APSE
Dec 24, 2015
ASSOCIATION FOR PUBLIC SERVICE EXCELLENCEASSOCIATION FOR PUBLIC SERVICE EXCELLENCE
VISION FOR THE FUTURE
ASSIST CONFERENCE – ST ANDREWS BAY SEPTEMBER 2005
PAUL O’BRIEN, CHIEF EXECUTIVE, APSE
ASSOCIATION FOR PUBLIC SERVICE EXCELLENCEASSOCIATION FOR PUBLIC SERVICE EXCELLENCE
Outline
• Quotations
• A ten year vision
• Short to mid term
• Designing services
• Conclusions
ASSOCIATION FOR PUBLIC SERVICE EXCELLENCEASSOCIATION FOR PUBLIC SERVICE EXCELLENCE
Vision - Quotations
• ‘They couldn’t hit an elephant at that dist…..’ last words of General Sedgewick.
• ‘The best way to predict the future is to invent it’, Sony.
• ‘I never think of the future. It comes soon enough.’ Albert Einstein
ASSOCIATION FOR PUBLIC SERVICE EXCELLENCEASSOCIATION FOR PUBLIC SERVICE EXCELLENCE
2015
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Society in 2015 • Longevity• Varied households• Disabilities• Diversity• Skills shortages• Child care • Training• Consumerism• Quality of life• Sport & Leisure
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Environment in 2015• Extreme weather• Housing shortages• Fear of crime• Reduce emissions• Recycling• Congestion• Public awareness• Charging• Public transport• Establishment
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Economy in 2015
• Economic stability• Manufacturing• Service sector• Knowledge economy• Wealth v exclusion• Regional variations• Polarisation• Multinationals
ASSOCIATION FOR PUBLIC SERVICE EXCELLENCEASSOCIATION FOR PUBLIC SERVICE EXCELLENCE
Technology & Politics in 2015
• Technology• Access• On demand 24/7• Voter apathy• Political parties• Celebrity• Lower taxes / Higher quality• Privatisation• Service failures
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Short to mid term issues
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P.R.
• 2007
• No overall control
• Consensual politics?
• Clarity of direction
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Reorganisation• Tom McCabe, APSE Glasgow• ‘Yes, No, Yes, No, Yes, No’• Football Chairman’s vote of
confidence • Joint working or else• Beyond 2007
‘We're not in the market to be looking for a manager’ – 15 October SFA chief executive David Taylor
Sacked 1 November
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Centralism V Localism
• Thatcher / Blair
• Centralism
• Ring fencing
• Local agents?
• National minimum standards
• Local enhanced choice
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Finance
• Tom McCabe
• U.K. Macro economics
• Comprehensive Spending Review
• Record investment in public services
• Now want return
• Drives efficiencies and PPP
• Prudential borrowing
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Scotland – Efficient Government
• September 2004 - Scottish Executive spending proposals for 2005 – 2008 published.
• £500 million of recurring cash-releasing efficiency savings for investment in frontline
services by March 2008. • November 2004 – Efficient Government Plan.• 3 year financial targets - £745m of annually
recurring cash-releasing savings by 2007-08 and the ambition of achieving up to 900 million.
ASSOCIATION FOR PUBLIC SERVICE EXCELLENCEASSOCIATION FOR PUBLIC SERVICE EXCELLENCE
Scotland - Targets
2005-06 Already
identified
2006-07 Already
identified
2007-08 Already
identified
For the year 2007-08
Additional savings yet
to be specified
Cash releasing savings
405m 582m 745m 155m
Time releasing savings
N/a N/a 300m 300m
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Scotland – Developments to March 2005
• Establishing a reference group with representation from local government, the NHS and other public bodies to act as a channel for information and to strengthen dialogue between different sectors;
• Establishing an Efficient Government Delivery Team within the Scottish Executive;
• Holding a series of workshops across Scotland with senior managers in the public sector on the topic of collaborative Efficient Government projects;
• Piloting the technical note for identified cash-releasing efficiency projects;
• Drafting of technical notes for the 48 cash-releasing efficiency projects that have been identified; and
• Working with Audit Scotland to introduce independent scrutiny into the process.
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Achieving Efficiencies – The APSE way
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PPP
• Tranche 1 - 2002 £1.2bn• Tranche 2 – 2003 £748m• Catering / Cleaning / Janitorial• Soft Service
– Carve out– Sub-contract– Stake in SPV– Secondment
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Trading & Charging• 2003 Act• Surplus Capacity• Guidance• 95% Marginal• 5% Significant• Encore
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Planning to Charge or TradeCouncil Strategic Objectives
Economic, Social, Environmental
Partners
Business Case
Market analysis
Powers
Demand
Competition
Economic Impact
Community Strategy
Portfolio Analysis
Risk Assessment
Civic Benefit
Financial Case
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A Rough Guide
• What are we good at? – Portfolio analysis
• Is there an external market for it?– Market research– Porters five forces
• Is it consistent with Council objectives – Economic impact assessment
• Prepare business case– Inputs– Risks– Rewards
• Business plan
ASSOCIATION FOR PUBLIC SERVICE EXCELLENCEASSOCIATION FOR PUBLIC SERVICE EXCELLENCE
Examples
• Large event catering
• Deep cleaning
• Specialist catering – e.g. halal, kosher
• Specialist cleaning e.g. hazardous environments
• Joined up examples
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Any Council Community Support Service
•Meals on wheels
•Cleaning
•Shopping
•Property Maintenance
•Grounds Maintenance
•Emergency Alerts
Charge based on ability to pay
Trust
Comprehensive service
Qualified/approved staff
CRB checked
ASSOCIATION FOR PUBLIC SERVICE EXCELLENCEASSOCIATION FOR PUBLIC SERVICE EXCELLENCE
EQUAL PAY – THREAT OR OPPORTUNITY?
Not a question of ‘if’ but ‘when’!
What is local government’s defence?
Lemmings, Lawyers and Losers?
What is the vision for Equal Pay?
Do or be dammed?
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Two Comparable Destinations
CORPORATE VISION/CONTINOUS IMPROVEMENT
WORKFORCE DEVELOPMENT &
LABOUR COSTSTRATEGY
COMMERCIAL TRADED SERVICES
& BUSINESS PLANNING
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SECOND DESTINATION?
EQUAL PAY WILL NOT HAPPEN TO ME!
ASSOCIATION FOR PUBLIC SERVICE EXCELLENCEASSOCIATION FOR PUBLIC SERVICE EXCELLENCE
Soft FM Skills Shortages• UK Wide Survey – 23% Response Rate
• 94% of Soft FM Employers Encountering Skills Shortages
– *Biggest skills shortages evidenced in Catering (41%) and Cleaning (35%)
– *Biggest recruitment shortages evidenced in Catering (73%) and Facility Assistants (61%)
• 41% Developing a Soft FM Model– Of which, 25% are incorporating Hard FM functions
• All respondents are currently recruiting for service needs only, no evidence of long term support for the wider industry from either sectors
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STRUCTURES
• Customer focused
• One stop approach
• Loose fit FM package
• Area based
• Selling services to schools
• New markets
• Links to Corporate Initiatives
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THE FUTURE
• Improve or else
• Bigger authorities
• Fewer Councillors
• Changing environment
• Flexible structures
• Thriving in adversity
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CONCLUSIONS
• Strong future for Local Government
• Dynamic environment for FM services
• Adapt to change
• Take opportunities
• Learn from each other
• Challenge for APSE & ASSIST
ASSOCIATION FOR PUBLIC SERVICE EXCELLENCEASSOCIATION FOR PUBLIC SERVICE EXCELLENCE
““It is not the strongest of the species It is not the strongest of the species that survives, nor the most intelligent - that survives, nor the most intelligent - it is the one that is most adaptable to it is the one that is most adaptable to
change”.change”.
Charles Darwin
ASSOCIATION FOR PUBLIC SERVICE EXCELLENCEASSOCIATION FOR PUBLIC SERVICE EXCELLENCE
Contact details
PAUL O’BRIEN
Association for Public Service Excellence (APSE)
2nd Floor, Washbrook House
Lancastrian Office Centre
32 Talbot Road, Old Trafford
Manchester M32 0FP
Tel 0161 772 1810
Fax 0161 772 1811
Email: po’[email protected]
Web: www.apse.org.uk