Oxfordshire Highways Transformation Project Steve Smith Oxfordshire County

Oxfordshire Highways Transformation Project Steve Smith, Oxfordshire County Council Jason Pugh, Skanska

Purpose & approach Share stories Raise questions Learn together

A bit about your presenters Engineering background Loves a challenge Public & Private Sector Experience Passionate about delivering excellent Public Services Steve Smith, Oxfordshire CC Jason Pugh, Skanska

What we will cover today • Background to highway services within Oxfordshire and the partnership between & • Overview of a project to transform services using Lean Systems Thinking • Try to focus on the “people” element • Some of our learning (and hopefully some of yours too!)

Oxfordshire Highways • Outline scope • • • Highways Asset Maintenance, Incident Response 24/7, Defect Rectification, Severe Weather Service, etc. Parking enforcement, Public Rights of Way Management, Traffic Control, Management of Developments etc. Network • • • 4600 km 2, 900 structures 140, 000 gullies, catchpits, etc.

Scope of the Transformation Project • To review policies, strategies, service performance and organisational structure • Introducing more effective and efficient ways of working • Improving the information we collect to inform our services

Why is the project happening? To ensure a more customer focussed approach to our services and improve customer satisfaction. NHT Survey 2015

Why is the project happening? To improve staff satisfaction levels

Before we tell you more of the story …. ? Have you led or participated work like this? Where would you start? ?

The chain reaction Improve quality Reduced abortive work Productivity increases Reduced customer complaints Improved staff satisfaction Increased customer satisfaction Increase in front line activity Delivery of more efficient services

Project timeline • Jan 2016 – Project launch • March 2016 – Management training & buy in • June 2016 – Project scoping complete

Project timeline • July 2016 – Reviews begin, staff are engaged across the whole service and progress is monitored • October 2016 – Growing our own (i. e. embedding the ethos into our managers of the future)

Project timeline • November 2016 – Implementation of outcomes begins • April 2017 – Embed ongoing culture of change

Communication has been key

Lessons learned • Start early with education and planning – go slow to go fast • Don’t do it at the same time as other major change • Engage the right people at the right time • Don’t underestimate the planning/ facilitation/ admin • Don’t wait for burning platform – start it now!

Questions / Comments / Discussion