How to Survive Hard Times A Partnership Approach

How to Survive Hard Times
A Partnership Approach
Introduction
Eloise Francis
Business Development Director for Health and Safety
Capita Symonds
It’s not all about cost
‘Another Way’
Jonathan Goring
Managing Director
Capita Symonds
Another Way!
What’s new in the market?
Capital injection via balance sheet, rather than asset backed deals which enables
Public Sector Partner to rationalise and enhance asset portfolios over 10 years
Increased revenue collection funds transformation and investment
Resulting in reduce operating cost, with benefits shared between both parties
Another Way!
How?
7+ 3 year strategic partnership - Joint Management Board;
Rolling 3 year efficiency plan; 10 year estate change programme
Savings programme - rationalise, efficiency, procurement, income
Risk transfer for benefits realisation & services investment
Strategic review, assess asset quality, operating cost/value to the Public Sector
Partner strategy and prioritise
Another Way!
Value?
Guaranteed savings; providing investment capacity;
Investment from ‘capitalising income & efficiencies’
Reduce demand on Treasury capital funds
Benchmark and increase revenue collection
Transparency of ‘net benefits’ against traditional market offers
TfL’s Experience & Initiatives
John Blower
Partnering Manager
Roads Directorate
PARTNERING
John Blower
TfL & HMWC’s Partnering Manager
What’s my experience?
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Over 40 years public sector (working for 8 local authorities and TfL)
Over 6 years with TfL
Dictionary definition of partner/partnering
Partner:
• One who shares with another
• A joint owner of stocks or capital
employed in business
• One who dances with another
• A player on the same side
• A husband or wife
Partnership
• The association of persons for the
purpose of business – joint interest
Partnering (Definition of Office of Government Commerce)
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If successfully implemented Partnering is an immensely
powerful tool that can contribute to successful projects and
programme outcomes and deliver significant improvements in
value for money.
It will only succeed where there is a mature approach to
relationship management and it will require effort and
commitment from both sides to make the relationship work.
It should never be regarded as an easy option!
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Its about people relationship, communications, diplomacy and
problem solving
Partnering Charter
What has made the partnership successful?
Knowing the client needs
Good leadership
Promotion of the right culture
Clear objectives
A sound performance management structure
Good communication links
Open risk management
Have the right people championing partnering
Listening
Working as one team
Going the extra mile
Roads Directorate 2011-12
Roads Directorate 2011-12
Roads are vital to the economy, community accessibility, an d the quality of life of
Londoners and visitors.
Deliverable and activities inter alia:
1.
Make the 2012 Games a success
Roads Operational plans tried and tested
Deliver Games and support operation of ORN, PRN, MMA, road events etc
2.
Improve road user satisfaction
Understand our customer’s expectations and respond accordingly
Benchmark performance
3.
Bring and maintain all our assets to a state of good repair
Apply asset management and value management
Deliver prioritised Capital Renewal programs
4.
Enhance the Streetscape and create Better Streets
Remove unnecessary street furniture and clutter
Use appropriate materials for character of area
5.
Protect and improve the environment
Dust suppressant trial
Environment management
6.
Enable journey time reliability
Respond rapidly to incidents
Reduce permit numbers through collaboration
Manage tunnel operations and incidents
Winter maintenance
Minimise network disruption through proactive maintenance
Develop innovative solutions for plating and trenching
7.
Improve Routes for cyclists, walkers and vulnerable users
Cycle Superhighways
Accessible highway network to all users
8.
Transforming London’s highways management
Common specifications and contract conditions as appropriate for all London’s
road hierarchies
Develop supplier relationship and negotiate efficiency improvements
Support national DfT HMEP
9.
Revenue Generation
Identify opportunities for highway advertising
Our Vision:
Safe, reliable and cared for TLRN and 2012 Games Routes
Our Mission:
To deliver a quality roads service to all our customers through efficient use of
public resources
Our contribution to the Mayor’s Transport Strategy Outcomes:
1.
2.
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5.
6.
7.
Make the 2012 Games a success
Improve road user satisfaction
Bring and maintain all out assets to a state of good repair
Enhance the streetscape and create Better Streets
Enable journey time reliability
Improve routes for cyclists and walkers
Protect and improve the environment
How we do it:
Focus resources on 2012 Games delivery
Ensure road user and workforce safety
Risk manage investment decisions
Minimise disruption to all road users
Ensure value for money for all out activities
Find ways to do things better; challenge performance management and development of
our people
Value equality and diversity
Work in partnership with London Councils and the supply chain
Our desired behaviours:
Lead by example
Drive Change to ensure improved performance and efficiency
Coach and support
Collaboration and @one TfL [email protected] attitude
Have business and political awareness
Be accountable and hold others accountable
What have been the benefits of the partnership
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Better value for the client
Staff development & satisfaction
Created innovations & technical developments
Has improved buildability through early
contractor involvement
Has reduced duplication – smarter working
Better predictability of time & cost
Has ensured continuous improvement – through
shared learning
Good programme reporting/information
Three contractors working together and sharing
knowledge
Safe, reliable and cared for Transport for London
Road Network
What are the challenges - Partnership is not a
cosy/cuddly relationship
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Looking continually to improve performance
Escalating issues that cannot be resolved
Ensure lessons learnt are communicated properly
Ensure value for money in everything you do
Challenge practices & procedures and look to be
market leaders
Innovating
Empowering the workforce
The Future is Bright! – Lets take the Partnering
Culture Forward
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Vision and business strategy being
supplied by TfL in partnership with the
HWMC Boards
A strong desire for continuous
improvement
Motivated well informed staff
Collaborative working taking place at
all levels
Fantastic atmosphere
A can do culture
The will to win
What Makes Partnering Successful? – Everybody on the Contract
Happy Days!
London
Transport
Awards
Partnership of
the Year 2011
WINNERS
TfL’s Experience & Initiatives
Steven Dennis
Senior Commercial Manager
Roads Directorate
TRANSFORMING LONDON'S HIGHWAYS
Steven Dennis
Capita Symonds/ TfL Seminar - 11th May
Background
• Across London around £450m pa spent on highways
related activities, via c100 contracts.
• TfL approx 25% of the total London spend
• The range of unit prices for similar activities is
considerable.
• London not seen as one market
TRANSFORMING LONDON'S
• Could provide our customers with a better service
Steven
HIGHWAYS
Dennis
• Transforming London’s Highways Board established
Work Streams
Supplier
Relationship
Development
Common
Specification and
Contract
Conditions
Project Sponsor
Martin Smith
Chief Executive LB
Ealing
Joint TfL/Borough
Project Board
East London
Solutions
Newham
Highway Systems
Lambeth
Collaboration
Enfield
TRANSFORMING
LONDON'S
H&F
Steven
Bromley
HIGHWAYS
E-Auctions
Dennis
TfL
Understand what it actually costs and then
work together to get the costs down
• Remove outdated practices
• Reduce maintenance fleet size
• Make life easier for suppliers , consultants
and borough staff
Steven Dennis
Senior Commercial Manager
Transport for London
London Streets
[email protected]
CDM DataStore – A Case Study Example
Keith Harwood
Construction and Tunnel Safety Manager
TfL
Construction (Design and
Management) Management System
Keith Harwood
Construction and Tunnel Safety Manager
TfL London Streets, Roads Directorate
Drivers for a System
CDM Regulations 2007
Section 3 HASWA
Efficiencies/smarter working
Improved collaboration
Reporting
Accessibility of information
User interface
TfL Structure
• Transport for London Road Network (TLRN)
• Linear Structure
• Number of Internal departments
• Single location for file/file information
CDM Management System
CDM Management System
CDM Management System
The Procurement Process
Outline Specification
Tendering Process
Detailed Mapping
Partnership in Development
2009/2010 HSE Statistics:• 42 Fatalities
• 2585 Major injuries
• 5651 Over 3 day injuries
Thank You
An HSE Perspective
Anthony Lees
Head of Construction Policy
HSE
Health and Safety
Executive
CDM – taking stock
Anthony Lees
HSE Construction Policy Unit
CDM – taking stock
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Why the need to justify the CDM approach?
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Procuring construction: the case for an informed
client
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Paperwork is my shepherd, I shall not want
Approaches to CDM: the good, the bad, the
frankly indifferent, the dismissive and the
downright criminal
Realising benefits
The ghost of CDM still to come
Any Questions ?