Mobilising & Improving the
Peterborough Highways Services
contract
Rob Powell, Skanska &
Pete Garnham, Peterborough City Council
What we will cover
•
The Journey we have undertaken as
Peterborough Highway Services
•
Focus on how we have encouraged engagement
•
Opportunities to share experience in the room
Procurement & Mobilisation
•
Contract based on HMEP & Competitive dialogue
•
Establishing Skanska Team with Client
•
Building Trust in the Relationship
•
Getting Lean on the radar
•
•
Identifying potential opportunities
Warming the wider team to change
Day One
•
Inducting TUPE staff
•
Identifying Leaders / Influencers
•
Reiterate Lean Message – Long Term Thinking
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Engage whole workforce on the Journey ahead
•
Demonstrate commitment to staff from senior
leaders in both organisations
Training / Building Capability
•
Targeted training, 3 day residential
•
Leadership Team / Team Leaders / Influencers
•
Share an experience, develop a common
language, a point of reference – Start the Team
Thinking
?
What types of training have others employed
and with what results?
?
Establish Current Position
•
Workshops to understand
current functions and
relationships
•
•
•
High Level Process Mapping
identifying horizontal value streams
Engage leadership team in a team
activity (with interesting results)
Output formed the basis for the
strategic plan
Unclear
became
Clear
Set the direction
•
Identify Opportunities and
Weaknesses in functions
•
Prioritise considering customer
value, scale, resource and priority
•
Establish Governance for initial
projects
?
How would others go about selecting and
prioritising projects?
?
Governance
•
Regular updates at joint management team
meetings
•
Each project owned by a member of the
management team
•
Visibility at strategic level with senior
stakeholders inc. cabinet member
Projects
•
Emergency Response
•
Defect ID & Repair
•
Works Scheduling
•
Inspector roles
•
Street Lighting Maintenance
Staff Updates
•
Regular briefings with all PHS staff (Skanska
and PCC)
•
Specific Project Presentations
•
Programme of current / future projects
•
Opportunity for staff to ask questions
•
Open and Honest
Visibility
•
Performance measures
•
Project Progress
•
Process behaviour charts
providing ongoing monitoring of
project outcomes
•
Focus for Lean discussions with
opportunity for staff input
Local Government Challenges
•
Thinly spread resource focussed on delivery
•
Responsive to external pressures, politics, public
opinion, news stories, fluctuating budgets
•
Silo approach to budgets, management, thinking
•
Strong characters
Looking back …
•
Start with lots of small projects
•
Take Photos
•
Facilitation is key
•
Good stories about people
•
Write things up in an interesting way – and share
?
What advice would others share with those
starting out?
?
Questions / Comments /
Discussion