Cross-sector working
- Published: 14 August 2008 14:35
- Author: Kaye McIntosh
- More by this Author
- Last Updated: 13 August 2008 16:17
Public/private partnerships are delivering large projects and improved services.
Bring schools up to scratch
The Stoke Schools private finance initiative has rebuilt or refurbished 101 schools, dramatically cutting energy use and winning the 4ps award for best project team.
In five years it has exceeded its original target for energy savings, cutting usage by over 21% by 2005, with a target of a further 5% by 2010. And the project has been credited with transforming education in the region.
"The PFI scheme is the best thing that has happened to education in Stoke since Victorian times," says Mike Sproston, a chartered surveyor in the premises and client services section.
The city has suffered from industrial decline since its big employers in coal and the potteries closed down. "Aspirations were very low," he says. "Some children would have thought 'What is the point of getting three A-levels, there is no work', but the project will change that as it provides wonderful opportunities."
The Stoke scheme has been complex to organise. As well as requiring Stoke-on-Trent City Council to work with all the relevant professions, organisations and the public, it had to take into account government policy, including the Building Schools for the Future (BSF) programme, the Disability Discrimination Act (2005) and healthy eating in schools.
Originally the PFI project planned 16 new schools, but BSF has turned that into 12 larger schools and five new academies. Mr Sproston says: "We constantly have to run to keep up with legislation that is changing all the time." He says that investing in continuing professional development and training for the different professions involved — from
surveyors and engineers to architects and school caretakers — has been the key to dealing with a project of this size.
A crucial factor has been to use the knowledge of people on the ground. A deputy head at Sandon High School worked full time for over a year on the project. "The headteacher and heads of departments brought the information about what they wanted to see in the school and we converted that into bricks and mortar," says Mr Sproston.
Achieve savings in employment
In Manchester, nine councils joined forces with the fire service and the passenger transport executive to manage the recruitment of temporary staff, leading to cashable savings of 5-8% for each council and the project winning the 4ps award for efficiency.
The Association of Greater Manchester Authorities (AGMA) agency staffing project saved £1.3m in its first year by standardising roles and rates of pay for temporary staff ranging from rubbish collectors to lip readers. David Winstanley, assistant chief executive of the lead authority, Bolton MBC, says AGMA realised "if we work together we can achieve economies of scale and influence and manage the market".
Now 2,500 managers across every AGMA council are using the system, and over one million working hours have been booked with it. A single managing agent, Comensura, was appointed to co-ordinate all companies supplying staff. Each authority has a dedicated helpline and contract officer to ensure the individual needs of that council are met.
"It is not about the lowest common denominator or poorly paid staff. It is about getting the skills you need for the job," says Mr Winstanley.
Councils now have access to valuable data, with booking managers filling in a scorecard to rate the performance of temporary workers and suppliers. If agencies are not satisfactory, they fall from first-tier providers to second, or are dropped from the list. Councils can also compare their performance with their neighbours.
Persuading the 2,500 managers in different departments and authorities who book agency workers to use the system was vital. "When you introduce a standardised system,
you have to win hearts and minds. Once people can see the benefits for their own budget, and that it is easy to use, you reach a critical mass," says Mr Winstanley.
"It's important to dedicate sufficient resources to set up the project," he adds. "You can't underestimate the time and effort you spend up front — it pays dividends later."
Make regeneration pay for itself
The New Tyne Crossing is an extensive construction project, involving the construction of a new tunnel under the river Tyne and refurbishment of the existing tunnel to create a dual carriageway. The capital costs alone are £185m, but the project is self-funding, using traffic tolls.
Run by the Tyne & Wear Passenger Transport Authority, the project won the 4ps award for regeneration. One of its greatest achievements was keeping the support of the local community, who faced serious disruption to their lives. "We are not only crossing the best salmon river in England, but cutting Jarrow in half," says project manager Cliff Jessett.
Some residents are living with 2.4m-high hoardings at the end of their gardens. Roads and footpaths have been closed, and the construction work will take at least three years to complete. Despite this, the transport authority, South Tyneside MBC and North Tyneside Council have managed to keep local people on board. Mr Jessett says that during an appeal against permission for the project, many residents came out in support of the scheme, effectively saying 'please get on with it'.
When the Grade II-listed statue of Charles Mark Palmer, founder of the historic local shipyards in Jarrow, had to be moved, the project paid for the restoration. "Local people were very pleased and we had a good turnout for the presentation," says Mr Jessett.
He believes the key to winning public confidence is communication. "It is about genuinely listening to people, not lecturing them. We did a lot of work with local ward councillors to make sure they were well-briefed, so there were no surprises."
He adds that this level of engagement is not easy to achieve. "It takes a lot of investment from the off. You have to be consistent, honest, open and transparent."
An external communications company, Wood Holmes, was appointed to keep local people informed with newsletters and via a website. This was just one element of an overall communications strategy which involved creating a team of different specialists to advise on issues from marine engineering to finance and legalities.
"It's about having a dedicated, multi-disciplinary team," Mr Jessett adds.
The other award winners
Best private sector partner: Bromley LBC
A partnership between business services company Liberata and Bromley LBC has transformed services and encouraged joint working at all levels, from junior officers to the chief executive. Liberata provides revenues, benefits, payroll, pensions and ICT services. 4ps says the project "is a model of good practice".
Sustainability award: Leicestershire CC
A public/private partnership scheme to recycle footpath materials has been a success in Leicestershire. Working with a local firm, the Mineral Recycling Company, the project uses a unique machine mounted on a lorry to recycle resurfacing material in situ. It reduces the need to transport waste and to quarry new materials, saving money and protecting the environment.
Project leadership award: Derbyshire CC
Derbyshire has run a series of successful PFI and PPP projects, delivering four new secondary schools and two new magistrates' courts. Part of the work in schools was a new design of toilets to cut vandalism and bullying — a model that has been adopted nationally by the Department for Children, Schools & Families.
Joint public sector partnerships: South Tyneside MBC and Gateshead Council
The South Tyneside & Gateshead BSF programme is building or refurbishing 14 new secondary schools. Council executives worked together through a joint cabinet committee and were the first to use the new competitive dialogue procedure for procurement. The programme reached financial close in just 17 months.
Customer service: Leeds City Council
The independent living project will deliver 73 new blocks of flats, shared houses and bungalows, as well as respite and transitional care facilities. The idea is to move from a traditional residential care model to giving service users choices about where they live and improving their standard
of living.
