Neil Gibson, Part 1: The Need for Change; how service delivery transformation can meet the imperative to achieve efficiency savings

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Buckinghamshire County Council
The Need for Change
How service delivery transformation can meet the
imperative to achieve efficiency savings
Part 1
Neil Gibson
Strategic Director
Buckinghamshire County Council

Buckinghamshire County Council
•County Council turnover - £320 million
•Growing Population - 490,000
•Main towns – Aylesbury and High Wycombe
•Green belt
•Chilterns AONB
•Silverstone on northern boundary
•M4/M25 on southern boundary
•Eton Dorney – Rowing
•Stoke Mandeville
•Chequers
Overview of Buckinghamshire

Buckinghamshire County Council
Where we were in 2008
• Corporately performing strongly – a ‘4 star Council’
• Transport Local Authority of the Year 2008
• Centre of Excellence for Local Transport Delivery
• A strong track record of efficiency within Transport Services

Buckinghamshire County Council
Key Issues in 2008
• Increasing Demand:
– Inflation and new legislation
– Facing significant growth (houses, jobs)
• Intelligent Consumer
− Communication
− Access
− Expectations
• Declining Public Satisfaction
• Budgets:
– Declining transport capital budget
– Predicted £30million - £50million ‘hole’ in
the corporate revenue budget

Buckinghamshire County Council
Existing Delivery Model:
Council
Contractor
Supply chain
Consultant
• Traditional Approach
• Multiple Interfaces
• Slow to respond
• Separate Processes
• Multiple Management Structures
• Separate Cultures

Buckinghamshire County Council
Existing Delivery Model:
Council
Contractor
Supply chain
Consultant
= Waste

Buckinghamshire County Council
Efficiency in the Interfaces
Integrated
Organisation
Interface =
• Remove the interfaces
• 3 Organisations into one
• One Organisation – ONE CULTURE
• Reduced Management Layers
• Reduce ‘Man Marking’
• Quicker Decisions
Strategic
Client

Buckinghamshire County Council
Creating Transport for Buckinghamshire
The Best in Public / Private Sector
Integrated
Organisation
Strategic
Client
Interface =
• Outsourcing of client transport
• 2 major commercial partners
•Very thin strategic client
• Merging of best of public/private
• Meshing of cultures into one
• The creation of TfB
Amey
TfB

Buckinghamshire County Council
Actual Benefits
• More Innovation
– Philosophy – linking profit to performance
– Web based Service Information Centre
– R&D on tap
– Contract relaxation allowing flexibility
• More Efficient
− Reduce interfaces & duplication
− Trust & transparency – open book
− Big buying power
− Reach back for specialist skills

Buckinghamshire County Council
Actual Benefits
• More Effective
− Reduced “flash to bang time”
− In an ever changing environment – quick on feet
− Rapid deployment of business systems/ICT
• Corporate Benefits
– CSR
– Expertise in commissioning & benefits realisation
– Flex in use of Strategic Client capacity
– Deep integration into “Bucks Family”
• BUT ….. More to be done

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