fringe enterprise and peterborough
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Improving front-line services in PeterboroughImproving front-line services in PeterboroughLocal Government Assembly Conference
28 June 2011
Matthew LeeDeputy Leader, Peterborough City Council
John HarrisonExecutive Director – Strategic Resources,
Peterborough City Council
Paul TonksHead of Business Transformation,
Peterborough City CouncilDirector, V4 Services
Our objectiveWe 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.
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…
Drivers for changePush 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)
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
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
Understanding our proposition
The opportunity: market, geography, growth
Value for money Environmental credentials Build confidence that
we’re worth investment What story do we want
them to tell their board?
The importance of getting it right
How many goes? Drive savings and..
- Jobs
- Economy
- Sense of place
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
Timeline
June – invite detailed solutions September – presentations October – announce final
bidders November – determine final
scope
January – preferred bidder 4 March - signing ceremony….
2010
2011
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
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
Since launch
Contract commenced 7 March Smooth – and fast – transition No redundancies Staff turnover unaffected – a positive move Confidence that we’ll deliver change Got through May 2011 Looking to the future Next steps..
If we have to refer to the letter of the contract, we have failedOwen McLaughlin, Enterprise
Would we do it again? Yes.Matthew Lee, Peterborough City Council
