HERTFORDSHIRE COUNTY COUNCIL
HIGHWAYS AND WASTE MANAGEMENT CABINET PANEL
THURSDAY, 18 SEPTEMBER 2014 AT 2.00PM
HIGHWAYS SERVICE UPDATE: PEER REVIEW
Report of the Chief Executive & Director of Environment
Author:
Agenda Item
No.
9B
4
Steve Johnson, Business Manager for Contracts and
Networks (Tel: 01992 658126)
Executive Member: Terry Douris, Highways & Waste Management
1.
Purpose of report
1.1
To provide the Highways and Waste Management Cabinet Panel with details
of the recent highways service peer review.
2.
Summary and Background
2.1
The Highways service was subject to an external peer review in June
2014, under the auspices of the Local Government Association (LGA) and
the Highways Maintenance Efficiency Programme. The team included
senior officers and an Executive Member from other local authorities.
2.2
The review considered the service in relation to both the national
highways scene and Hertfordshire’s own service objectives, articulated as
the 6 critical success factors (CSFs) that were set out when the new
service was designed – see Appendix 1.
2.3
The process involved the review team meeting with a range of officers,
Members and external organisations over a 3 day period, gathering
information from different perspectives on how the service was delivering.
2.4
At the end of the week, the team gave a presentation back to officers on
their findings.
2.5
A copy of the slides which make up the presentation is included as
Appendix 2.
3.
Recommendation
3.1
That the Panel notes the report.
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4.
Peer Review Findings
4.1
The team noted that at 25% revenue savings the service is ahead of the
20% target set out in the CSF and has met a further CSF by the service
having 41% less county council employed staff. The team went on to
consider the service within the context of the remaining factors, which
include “performance & risk management”, “service flexibility”, “managing
customer expectations” and “effective & compatible systems.”
4.2
The team identified a number of positives within the service, but at the
same time highlighted some areas for future consideration.
4.3
The team felt that Hertfordshire’s approach was very brave and that it has
a strong, ambitious, customer focused organisation with strong political
and managerial leadership, talented staff and a desire for continuous
improvement.
4,.3
Within a national context they highlighted some particular areas of
“notable practice”:

Highways Locality Budgets (HLB) as a way of making Localism mean
something real;

The efforts the service makes to engage with its stakeholders;

The importance the service gives to communication – though the service
has more to do around satisfying people with the first message provided
to them;

The Whole Client Service between the County Council and Opus Arup;

The way so many staff understand Members’ objectives for the service,
and put them into effect with a passion for good service.
4.5
They also identified 3 main areas for the service to consider further. These
were:

Ensure the improvement action plan includes improvements to the
systems that underlie services and contracts – especially the HST
(Ringway) services and contract.

Focus on the future, making the service’s contractual relationships deliver
what the service needs.
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
Manage expectations. They suggest that the service may need to reduce
the way its desire to help people creates yet further demand on the
service.
4.6
The outputs from the peer review are being included within the ongoing
Highways service development programme and action plans.
5.
Financial Implications
5.1
There are no financial implications arising from this report.
Background Information
None
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APPENDIX 1
Critical Success Factors
The six Critical Success Factors agreed by Cabinet on 19/7/2010 were:
No. Description
Weight
1
Fundamental
2
3
4
5
6
The new arrangements must be capable of achieving 20%
revenue savings by 2013/14 (relative to 09/10) and meet future
financial targets in a sustainable way focused on value for
money. Ongoing competition for Capital works will be used to
drive down costs.
The new arrangements will have fewer HCC employees at less
cost (properly taking into account payments to service
providers).
The new arrangements will include effective performance
management, incentivisation and risk management to drive
service quality in key areas, specifically including public
satisfaction.
The new arrangements must be flexible and allow for changes
in scope, scale, strategic goals (e.g. Herts Local) and
operational priorities for the duration of the contract and
beyond.
The service will strive to meet and manage customer
expectations reliably and in a controlled manner.
The new arrangements will include effective/compatible
systems and processes that support the business and a
seamless customer interaction.
Advantageous
Fundamental
Important
Important
Important
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APPENDIX 2
Highways Service Peer Review – Feedback presentation June 2014
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