1 The Future of Local Transport Delivery: Oldham road show 6 July 2011, Smokies Park, Oldham Sponsored by In partnership with
David Nicholson, The need for change: how service delivery transformation can meet the imperative to achieve efficiency savings
Nov 21, 2014
David is Highways Director for Impact and Unity Partnerships, he has been
working in the Highways field since 1987 where he began his career in Local
Government. He spent more than fifteen years in Local Authorities during
which time he had the opportunity to be involved in a variety of projects.
In 2002 he moved to the Private Sector where he gained considerable
experience working with a wide range of clients, including Local Authorities, Development Agencies and the private sector. He is an experienced practitioner who has built up a strong appreciation of the key factors involved in delivery of both projects and services.
David has operated at Director level for a number of years and holds positions as Commission Director with Mouchels` Leeds City Council Partnership as well as his responsibility as Highways Director for Unity and Impact Partnerships. He is a firm advocate of the importance of relationships in delivering solutions and is able to communicate with partners at all levels in an organisation.
working in the Highways field since 1987 where he began his career in Local
Government. He spent more than fifteen years in Local Authorities during
which time he had the opportunity to be involved in a variety of projects.
In 2002 he moved to the Private Sector where he gained considerable
experience working with a wide range of clients, including Local Authorities, Development Agencies and the private sector. He is an experienced practitioner who has built up a strong appreciation of the key factors involved in delivery of both projects and services.
David has operated at Director level for a number of years and holds positions as Commission Director with Mouchels` Leeds City Council Partnership as well as his responsibility as Highways Director for Unity and Impact Partnerships. He is a firm advocate of the importance of relationships in delivering solutions and is able to communicate with partners at all levels in an organisation.
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Transcript
1
The Future of Local Transport Delivery: Oldham road show6 July 2011, Smokies Park, Oldham
Sponsored by
In partnership with
2
David Nicholson
Director of Highways, Impact & Unity Partnerships
The Need for Change
How Service Delivery Transformation can Help meet the imperative to achieve Efficiency Savings
July 2011
4
Contents
• The need for change.• Why Transformation?• Conclusion
5
0
10
20
30
40
50
1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014
Total Spending
Defence
Public debt transactions
Education
Health Care
Transport
Public order and safety
Total Public
spending
39.8% GDP
2010-2011
National Context
Local Government Budget Savings (CSR2004) of £6.45billion by 2008
CSR 2011 - A further reduction of 27% to 2014
6
Our Challenge
Both Councils implementing a fundamental re-shaping of their services.Examining the benefits of shared services in the context of retained sovereignty.
Reduction2011-12
Reduction2012-14
Total Reduction2011/2014
Rochdale MBC £65m £65m £130m
Oldham MBC £40m £54m £94m
“Repositioning is about
shaping the organisation
we need to be for the future
” Charlie Parker, CEO
Oldham MBC
7
Impact PartnershipThe Public
– Only 32% of people are satisfied with the quality of our roads and Highways
ICE Comres Survey 2011
– 61% placed Roads as their first or second highest priority for investment
8
Impact PartnershipThe Politics
Localism and the Big Society Increased flexibility and freedom for Local Authorities
Communities Secretary Eric Pickles talking at the recent Reform Conference
“For the past decade or so everybody’s been singing in favour of localism –
and it always sounds the same. No one could get enough of the grassroots
and bottom up decision making. But in reality Secretary of States
handed out their gold stars to councils doing a really good job at jumping through bureaucratic hoops. And wrote encouraging notes to the ones
that were getting better at meeting central targets. We moved from local government making
democratically accountable decisions - to local management of services. “
“instead of being accountable
to me,
councils are accountable
to their residents “
“This is a time of big challenges
and big opportunities.
It’s not a time for sleepwalkers.
Localism is happening
and if you want to grasp it
– the sky’s the limit.”
9
What are Councils Thinking?
• 2009 - 84% think “£6.45billion savings un-achievable”
• 2011 - 72% “confident they will deliver 27% reduction.”
(www.local-government.interserve.com)
• 83% expect to make savings through Transformation in the next two years.
(Council Budgets, Spending and Saving Survey 2011, Local Government Association)
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Alpha-Phase Transformation:Decide & Excite... Make the decision to change and generate energy
Beta-Phase Transformation: Dream & Scheme... Develop a Vision & Business Success Model
Gamma-PhaseTransformation: Guide the change... Create and Operate Transformation Architecture
Delta-Phase Transformation: Breakthrough & Sustain... Achieve a New Plateau of Performance & Determine What Next
A process of profound and radical change that orients an organisation in a new direction and takes it to an entirely different level of effectiveness
Transformation
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CustomerExperience
Technology
Business Processes
and Systems
People and Facilities
Procurement
Some Key Themes
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Transforming Procurement
Measuring and incentivising success
•The right model•Best of Public and Private•Efficiency and service focus•Sustainability
Improved Performance and a more Customer Focused Service
What are the aims? Local Priorities and engagement.
13
Procurement
CustomerExperience
Technology
People and Facilities
Business Processes
and Systems
Some Key Themes
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Transforming Processes and Systems
Use of Advances in Technology – web, pda, gps
Data collection and analysis. Informing Decision making Se
amles
s Deli
very
Sing
le Sy
stem
s Arc
hite
ctur
e
Impr
ovem
ent
Rem
ove A
rtific
ial B
arrie
rs
Roles and Responsibilites
Engagement and
consultation
Right first time
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To establish a clear agreement including outcomes, methods, expectations and who is involved.
For all involved to gain a high level view of the areas in scope as a system and to understand that system from the customers perspective.
Prepare Setup & Assess
Vision
To establish “connection” with You all and gain clarity on the wants and needs in order to develop the optimum design to allow you to achieve your objectives
To create a compelling shared vision of a possible future for the system. To identify what is needed in order to begin designing or redesigning. The vision is a culmination of the findings of the current state assessment.
Design
To plan and integrate both technical and social change to the system. The scope of the technical change is clarified and social impact understood with a strategy agreed, in place and communicated which will support the change process.
Project Management, Skills Transfer, Stakeholder Management, Risk Management
Implement
Begin using the new design of the system ensuring all measures are hardwired and culture is embedded
Implement planned changes using lesson learned in redesign experimentRevisit Assess
01 02 03
Sustain & Improve
Lean Systems Thinking
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17
Technology
Business Processes
and Systems
People and Facilities
Procurement
CustomerExperience
Some Key Themes
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Transforming Customer Experience
Client Satisfaction
Consistency of experience
Engagement and feedback
Record keeping and accountability
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Maximising the Benefits
Road m
aintainance
Social care
Young people
Tourism
Culture
Parks and Open spaces
Street cleaning
Refuse &
Recycling
Emergency planning
Regulating services
Passenger transport
Econ
Strategic planning + dev
Other LA
Education
Fire
Am
bulance
Police
Consistent Customer Interfaces
Payroll and Transactions
Application of New Technology
Integrated Processes
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Our Partnerships
• Our Highways Improvement Programme– 15 + Individual Projects– Integrated Management Team– Collaborative working/Cross Partnership– Sharing of Best Practice
• Savings of more than £5m/annum• 700+ Jobs created to date• Year on year improvement exceeds Gershon
targets• Skills transfer
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Thank you
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