fringe enterprise and peterborough

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  • 1. Improving front-line services in Peterborough Local Government Assembly Conference 28 June 2011
  • 2.
    • Matthew Lee
    • Deputy Leader, Peterborough City Council
    • John Harrison
    • Executive Director Strategic Resources, Peterborough City Council
    • Paul Tonks
    • Head of Business Transformation, Peterborough City Council Director, V4 Services
  • 3. Our objective We set out in 2009 to.. Find a long-term partner that has the right cultural fit with Peterborough City Council and our existing team that will help us deliver and improve a wide range of front-line services in Peterborough and to do so more efficiently than is currently possible in-house.
  • 4. Front-line services
    • Waste and recycling
    • Street cleansing
    • Parks, trees and open spaces
    • Property design and maintenance
    • Catering services
    • Authority fleet management
    • Travellers site management
    • Passenger transport
    • Courier services
  • 5. Drivers for change Push Pull Reducing grants from central government Potential for step-change in efficiency and savings Localism agenda Access to better systems, processes and training Members Significant new investment In-house team near their maximum efficiency Potentially improved job security and variety Further cuts expected Opportunity to keep department intact Expand services to other companies and authorities (reducing costs for Peterborough)
  • 6. Taking an external perspective
    • Private companies - finite time to bid for contracts
    • And finite resources bidding can cost 1m+
    • The best companies have to be selective
    • So they are looking for the best opportunities
    • And to work with the best authorities
    • Who are credible and commercially minded
    • Who speak their language
  • 7. We had work to do
    • City Council-wide transformation
    • Maximise in-house efficiency in Peterborough City Services
    • Create a quality procurement process
    • Reposition Peterborough as an attractive brand
    • Understand our commercial proposition
  • 8. Understanding our proposition
    • The opportunity: market, geography, growth
    • Value for money
    • Environmental credentials
    • Build confidence that were worth investment
    • What story do we want them to tell their board?
  • 9. The importance of getting it right
    • How many goes?
    • Drive savings and..
      • - Jobs
      • - Economy
      • - Sense of place
  • 10. City Services
    • In-house DLO of 600 staff
    • Delivers wide range of front-line services
    • Multi-award winning
    • Relatively efficient
    • Strong public-service ethos
    • Aware change is on the horizon
  • 11. Timeline
    • June invite detailed solutions
    • September presentations
    • October announce final bidders
    • November determine final scope
    • January preferred bidder
    • 4 March - signing ceremony.
    2010 2011
  • 12.
  • 13. Why Enterprise?
    • Excellent track record
    • Positive feedback from existing contracts
    • Impressed throughout bidding process
    • Good cultural fit
    • Able to take long-term view
    • Commercial needs aligned well
  • 14. The deal
    • A long-term partnership 23 years
    • Circa 9 million value pa (c.210 million over 23 years)
    • Savings of 1.9 million in 2011, rising to 3m+ in 5 years
    • Opportunity for winning bidder to create regional hub
    • Maintain and improve all services
    • TUPE of all c.600 staff
  • 15. Since launch
    • Contract commenced 7 March
    • Smooth and fast transition
    • No redundancies
    • Staff turnover unaffected a positive move
    • Confidence that well deliver change
    • Got through May 2011
    • Looking to the future
    • Next steps..
  • 16. If we have to refer to the letter of the contract, we have failed Owen McLaughlin, Enterprise Would we do it again? Yes. Matthew Lee, Peterborough City Council
  • 17. Thank you [email_address] [email_address] [email_address]