Transforming Edinburgh Building Services Alex Burns Caroline Purcell
Transforming Edinburgh Building Services Alex Burns & Caroline Purcell The Partnership between City of Edinburgh Council and Pinnacle Group
A Winning Partnership!
A Personal Insight. . . What did the Partnership mean to me back in 2003? • • A personal threat Recognition that old ways not delivering New way & style of managing required Key (difficult) messages to be communicated with the staff SO A huge personal and professional challenge
Partnership Working • • • Aiming for Excellence Team Briefing Building Futures Trading Places First Steps Lunchtime Academy Sofa Club Modern Managers Initiative Teambuilding
Partnership Working • • • Tenants First Lettable Standard Business Process Re-engineering Mobile Working Schedule of Rates Bonus Review Stores Review Financial Reporting Systems Project Management Office
Some Cultural Norms (for those needing a change) Let’s wait until… Why change? It’s too risky The boss / board will not like it We don’t have the money / time / people It’s too radical
EBS Vision “ To be the best building services provider in the public sector - on paper and in practice - providing services that exceed customer expectations, delivered by people who recognise the need for constant improvement”
Partnership Values • • Be clear on what kind of change is required Plan, plan Pre-empt resistance Set short term goals Prepare employees Walk the talk All hands on deck Avoid complacency
The Partnership Approach • • • Communications plan Cascade of meetings Set agenda focusing on key issues Focus on performance & improvements Know your finances Training & development
EBS Today I • • Letting the troops decide Communicating from the front Performance matters Letting managers manage Learning from customers New ways of working Helping people perform
EBS Today II • 5 days from call to appointment (was 8 weeks!) • Empty homes turnaround in 10 days (was over 20!) • Complaints reduced five fold • Kitchen & bathroom refurbishment halved • Training budget grown by 5000% (yes!) • 80% of staff now have confidence in their manager (was 20%!)
A Winning Partnership reprise • Clarity • Clear understanding of the objectives of the partnership and respective roles • Trust • Having agreed the roles, creating space for both sides to operate within the defined roles • Responsibility • Being clear, from the outset, about what the objectives mean in terms of delivery • Honesty • On occasions being prepared to challenge and accept the challenge its healthy in the long run!
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