Hertfordshire County Council Highways Maintenance Efficiency Programme (HMEP) Strategic Review 24 th -26 th June 2014 www.local.gov.uk.

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  • Hertfordshire County CouncilHighways Maintenance Efficiency Programme (HMEP) Strategic Review24th-26th June 2014www.local.gov.uk

  • The Peer Challenge TeamCarmel McKeogh (Deputy Chief Executive, Blackpool Council)Cllr Mac McGuire (Deputy Leader, Cambridgeshire County Council) David Beaver (Commercial Manager, Highways, Transportation and Waste, Kent County Council)Becca Singh (Local Government Support, Local GovernmentAssociation) www.local.gov.uk

  • The peer challenge processIt is part of the Highways Maintenance Efficiency Programme (HMEP) offer to support sector-led improvementInvited in as supportive and critical friendsNon-attributable information collectionPeople have been open and honestVery grateful for support in particular from Sarah BaldwinOur feedback based on the triangulation of what we have read, heard and seen a range of views. A snap shot from a short concentrated time on site Providing you with strengths and areas for consideration, rather than telling you what to doAction planning Friday 1st Augustwww.local.gov.uk

  • Structure of feedback

    Key themes in the HMEP Highway Infrastructure Asset Management Guidance Document:

    ContextPlanning EnablersDelivery

  • Context: StrengthsThere is an ambitious brave service strategyPolitical engagement: - excellent relationship between members and highways - members recognise the importance of highways - HLB fulfils the Localism agenda very wellStakeholder engagement: - great deal of effort to communicate with stakeholders that goes beyond other local authorities.

  • Context: Areas for considerationStakeholder engagement: - Customers appear confused about how work is delivered and where to get information. - Manage their expectations. - Use effective communications to minimise staff contactPolitical engagement: - Communication with districts / boroughs could be improved

  • Planning & Performance: StrengthsRange of suppliers aids resilienceWhole Client ServiceHLB effectively usedPermit scheme extended to all HCC contractors will help to reduce congestion

  • Planning & Performance: Areas for consideration

    Use effective communications and channel shift to minimise staff contactConsider use of draft invoicing for HCC permitted works

  • Enablers: StrengthsLeadership: - role of members - Whole Client Service (notable practice) - Trust and openness - supportive culture Communication - high level plans - proactive - open and transparentRisk Management - managing members involvement - governancePerformance Monitoring: - commitment to improvement - knowledge of the problems.

  • Enablers areas for considerationLeadership: - Relationship with Contractor - Managing member satisfaction - staff morale Communication - Improved communications leading to increased demand - Direct communication with customerRisk Management - Contractor relationshipPerformance Monitoring: - In the round - trend data - system issues

  • Delivery: StrengthsThere is a strong will to succeed across all partner groupsDesign and Build: professional focus on determining the right model.Critical Success Factors understood and accepted across and up and down the organisation and Highways Service

  • Delivery: Areas for considerationStrategic vision and plans should be matched by tactical actions.Perception is that contractor is still mobilising after 20 months Systems need to support HST and is a key dependency to deliver against the strategy of CSFs Are resources in the right place to deliver the CSFs?

  • HCC priorities for Strategic Review:Six Critical Success FactorsStrengths

    CSF 3: WCSCSF 3: KPIsCSF 3 strategic comms

    CSF 4: RelationshipsCSF 4: leadershipCSF4: Clarity of vision Areas for consideration

    CSF 3: Risk ManagementCSF 3: KPIsCSF 3: operational comms

    CSF 4: Gold Service or Bronze ServiceCSF 4: arrangements with contractorCSF 4: lack of clarity of who is delivering and responsible for the service

  • HCC priorities for Strategic Review:Six Critical Success FactorsStrengths

    CSF 5: Brave and ambitious customer service strategyCSF 5: Reaching out to customers by many means

    CSF 6: Recognition that problems exist.CSF 6: Talented people within service to develop systemsAreas for consideration

    CSF 5: impact of new communications methodsCSF 5: quantify demand and consider possibilities

    CSF 6: Systems not compatible yetCSF 6: Systems issues should feature in improvement plan

  • HCC priorities for Strategic Review:External focus on commsStrengths

    Open and transparentMany opportunities for public to engageGenuine desire to involve key stakeholders in changeAreas for consideration

    Creating demand that HCC cant meetCreating opportunities for stakeholders to criticise HCCCreating unrealistic expectationsHCC priorities for Strategic Review: Delivery covered above

  • Headline messagesStrong ambitious customer focused organisationStrong political and managerial leadershipTalented staffDesire for continuous improvementImprovement action plan to resolve HST systems issuesFocus on the futureManage expectations

  • Contact detailsBecca SinghLocal Government SupportLocal Government AssociationTel: 07920 061193Email: becca.singh@local.gov.uk

    www.local.gov.uk

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