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 From Skanska’s perspective it was important to utilise the resource to be deployed on the contract to mobilise. The opportunity to develop a relationship before day one of the contract allowed us a strong start, and continuity which would be lost with a “mobilisation team” Starting to use the language of Lean during mobilisation, workshopping process where possible allowed a short mobilisation to be successful (5 weeks) Pete can chip in about local authorities and unfamiliarity with Lean, essentially Skanska took PCC on journey

Day One Inducting TUPE staff Identifying Leaders / Influencers Reiterate Lean Message – Long Term Thinking Engage whole workforce on the Journey ahead Demonstrate commitment to staff from senior leaders in both organisations Talk here about the roadshow style event which we held at the church

What types of training have others employed and with what results? 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 Talk here about budgets and time, We felt leadership needed to know what they were asking staff to do, and to lead the improvements from the front. Pete is here because he took that goal and ran with it What types of training have others employed and with what results? ?

Establish Current Position Unclear became Clear 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 We can talk anecdotally about the leadership “team” never having to work as a team in the past. Friction, protectionism (look at all the stuff I do), not knowing where things fit together. Pete can chip in here to describe how that exercise felt to be part of

How would others go about selecting and prioritising projects? Set the direction Identify Opportunities and Weaknesses in functions Prioritise considering customer value, scale, resource and priority Establish Governance for initial projects Emphasise here that without proper governance projects are doomed to failure – backing at a strategic level is needed, process owners should be involved (from leadership) team members from all areas of the process should be engaged and proper facilitation is required. All of the above need time to dedicate to the project – if not then the project will stall 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 This all helps staff to see that Lean is important to the success of the contract, and create a sense of urgency

Projects Emergency Response Defect ID & Repair Works Scheduling Inspector roles Street Lighting Maintenance Talk here about the way we have used workshops to explore aspects of the service before deciding if improvements are needed.

Pete could chip in here to discuss what the results on these slides mean for the contract – i.e. Reduced risk to the public, Financial savings for the contract, etc.

Talk here about the breadth of people we have involved - Contract Manager to Trainee technician are all on this page

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 Pete can do most of the talking here from local government perspective

What advice would others share with those starting out? 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 Small projects allow more people to be involved sooner, provide safer processes to try things and learn, give quicker success Taking photos allows those not involved to see what it looks like – showing people is easier than telling people Proper facilitation allows teams to learn while being guided through the improvement process – like driving instruction Find some great anecdotes and tell them to people – we were looking at this one process and…. (works best if they are about the people involved) What advice would others share with those starting out? ?

Questions / Comments / Discussion