Presented by: Mike Younghusband Graham Barrow The Whole Client Service – When Integration Gives the Flexibility to Meet the Changing Demands of the Highways Service Presented by: Mike Younghusband Graham Barrow

Agenda Why we designed a ‘Whole Client Service’ The Whole Client Service Model Making the journey Where we are now Challenges for the future

Why the ‘whole client’ service? Austerity agenda Reduce the head count within HCC More competition within the ‘contractor’ service Move towards ‘design and build’ within the ‘contractor’ service Drive savings Drivers behind the Highway Service Model designed in 2010

Essential ingredients of the model Whole Client Service Risk management Flexibility to accommodate changes Marriage of cultures Change to traditional client - consultant model

Highways and The whole client Service An integrated Whole Client Service An integrated ‘Whole Client’ Service: We work as a single Business Unit with HCC Branded as part of HCC Our teams are integrated: It’s not who we work for It’s how we work together Personal accountability, not organisational accountability It’s not who we work for, it’s how we work together.

“ Coming together is a beginning, Keeping together is progress, Making the journey WORKING ALONGSIDE CO-OPERATING COLLABORATING Collaboration enables people to work together to achieve a defined and common goal “ Coming together is a beginning, Keeping together is progress, Working together is success” Henry Ford Making the journey from working along side each other to truly collaborating with each other Service evolution not revolution This is when each team member independently gets on with their work by taking action in his or her own area Here again each person develops and implements his or her own plans, and shares what he or she is doing with the group. Whilst there is some amount of joint discussion, the focus is still on individual actions rather than a collective strategy COLLABORATION Advocacy is balanced with inquiry Maintaining a balance between advocating for your position and inquiring about the positions held by others further inculcates the ethos of a genuine collaboration Assumption of positive intention The assumption that members of other teams are acting from positive and constructive intention (however much we may disagree with their ideas) builds trust, promotes healthy debate and reduces the likelihood of misunderstanding and conflict

We agreed a joint vision One Badge One set of Golden Threads Taking ownership and understanding the impact of what we do One Common Culture Aligning values & behaviours One Training Regime Co-ordinating training plans & joint training One Co-ordinated Performance Appraisal Regime All round appraisals; personal appraisals, project appraisals One Business Management Approach A common outcome focused management system

ESTABLISHED THE BUILDING BLOCKS FOR SUCCESS Senior Management Team Working together to provide leadership and direction Joint Working Practices WCS Operating Procedures Management Guidelines Highways Information Management System Golden Thread Medium Term Plan Annual Plan Service Plan Team Plan Individual Objectives 5 year plan to put in place the building blocks to a success collaborative culture In a very cheesy moment, I could start talking about a journey from a point where we were client/consultant (at the very beginning) to where we are colleagues genuinely working for the good of the service. A few things have enabled this to happen:   Organisational buy in (HCC/OA) – it’s made all our lives that bit easier. I get the freedom to do the right thing by the service, you get the freedom to push the integrated model People buy in – staff at all levels in the WCS see the benefit from this – both in terms of their career and their impact on the service Leadership – we have leadership structures that support the model and believe in it This all leads to the tangible benefits and what has become a single team. Underpinning Objectives For 2018/19•         Driving efficiency and effectiveness through improved asset management and collaboration •         Improved resilience and reliability of operational and maintenance services so that they are seen and managed in the background as ‘business as usual’ •         More joined up and effective communication  •         Embedding the new performance regime such that it helps drive improvements across the service Ensuring the service has the right people in the right place, being able to both attract new talent and develop existing staff

ESTABLISHED A whole client Service culture In response to the culture survey question ‘What is the best thing about working in WCS?’ The response was: Working with great people Within a supportive team With good managers All working together Doing worthwhile and interesting work Supported by flexible working patterns 229 of the WCS staff completed the Culture Survey (May 2017) representing 70% of the workforce, a slight increase on the 2015 survey respondent rates. Overall there was a positive improvement in the scores indicating a significant improvement in the culture across WCS. The key indicator of work culture showed that 88% of respondents agreed or strongly agreed that ‘WCS is a great team to work in’.

Where we are now Diverse Workforce Proud to Belong WCS TEAM BRIEF Recognising Collaboration Vibrant Sports & Social

Doing the right thing for the Service Even when the going get tough Service before parent organisation Challenge constructively Take the best from both worlds

Key achievements Meeting change and growth agenda without increasing the HCC headcount Integrated Graduate & Apprentice schemes Wot no ‘Bridgemaster’? WCS Major Projects Capacity All major projects funded Band 3 Rating Service wide performance regime Backseat to front seat driving operational services Design back in-house When the proverbial ‘hits the fan’ OA – Who are they?

Challenges for the future