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? • • 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) • 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! • 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. 3. 4. 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 • • • • • • • • • • 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 • • • • • • • 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 • • • • • • • 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 • • Why the need to justify the CDM approach? • Procuring construction: the case for an informed client • • • 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 ?
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