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Peterborough – The Trading Services Story

Peterborough – The Trading Services Story. Council services are often like this……. Fragmented Poor reputation Anti growth service culture Lack of strategic vision – operational focus. Service transformation in Peterborough. Inputs. Alignment of growth functions in one directorate

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Peterborough – The Trading Services Story

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  1. Peterborough – The Trading Services Story

  2. Council services are often like this……. • Fragmented • Poor reputation • Anti growth service culture • Lack of strategic vision – operational focus

  3. Service transformation in Peterborough Inputs • Alignment of growth functions in one directorate • - planning (policy and applications) • - building control • - biodiversity • - heritage • - climate change • - highways and transport • - drainage and flood risk • - housing strategy • - economic development • - growth and infrastructure delivery • - strategic property assets • Review of target operating models – provider v commissioner • Systems and process review • Cultural shift • Strong performance management • Income maximisation (from statutory activity) • Maximise ICT benefits Outcomes • Less (but better) staff • Less cost • Greater efficiency • More income • Strong reputation • Staff retention • Clear vision and strategy • Commercially aware • Developer and investor confidence

  4. How it all began……. • Quick delivery of local plan • Great team • No significant budget reductions • Capacity • Neighbouring authority asked for help

  5. DEVELOPING THE PRODUCT • Collaborative model • Members supportive and light touch • Flexible staffing structure (within budget, with an eye on ability to sell) • Skills audit • Job description updates – work anywhere • Capacity assessment - flexible on in house slippages in performance / project management • New outsourcing contracts include trading element • Making ourselves known / making connections

  6. SCOPE OF SERVICES PROVIDED • Local Plan production Development management • Technical administration Uniform / Enterprise • Ecology Water management • Section 106 management / viability assessment reviews • Housing strategy Secondment to projects within PCC

  7. BENEFITS, RISKS, TIPS, TRICKS AND TRAPS • Enables you to keep good quality, hard to find staff • Great for staff development • Income stream welcome • Staff initially reluctant to work outside PCC • Staff might be poached • Income source becomes a permanent budget fixture • Need to be able to reward staff for inconveniences (the home and the away team) • Keep it simple (model choice)

  8. Any Questions ?

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