Process Efficiency in Transport Services

What’s the known challenge?

The population is growing older. Needs are more complex than ever before. Demand for services is only going up. Funding is scarce. Resource is stretched. Processes are often manual and time consuming. Pressure to evidence value for money is continuously under the spotlight.

It’s never been harder to manage, deliver and maintain safe, quality and compliant services.

What challenge is less obvious?

Councils commissioning transport services usually operate with processes that are ridged and have difficulty adapting to the known challenges above. Despite their uncompromising dedication to the service user, councils can no longer operate in this way.

The demands of the market and internal pressures to evidence value on a shoe-string budget has now created a culture of ‘keep calm and carry on’. But as Gavin Jones suggests, the fear of failure can stifle innovation.

The reality is, this is no longer an option if we are to have any hope of sustainably managing, delivering and maintaining safe, quality, compliant and sustainable services.

Part of the future sustainability of Transport Services therefore relies on processes that are built to meet the demands of today’s market.

What is the impact if this challenge goes unaddressed?

The cumbersome nature of existing process design means that the time it takes for a requirement to go out to market, to its fulfilment is stretching and the risk to service delivery is mounting.

This fosters burnout in teams, a disengaged market and a service user who’s needs become neglected.

Not to mention the exposure to non-compliance through off-framework spot purchasing.

Identifying the actual cause

Existing process design and commissioning models have now been exposed by demand growth, budget restrictions and limited resource. This has created cost inefficiencies, unreliability and a cumbersome commissioning process that is notoriously non-compliant.

This means service delivery is inconsistent. It also doesn’t provide teams with the time or tools they really need to report on the approach and implement improvements.

What can you do to solve it?

Many other Transport Teams across the country have wrapped process design around the team commissioning the service and in turn, the needs of the person receiving that service.

They have achieved this by removing the redundant manual processes in commissioning, compliance and service delivery. They’re now managing the entire commissioning process through Digital Commissioning technology. This has enabled them to reduce admin heavy tasks so their teams can concentrate on what really matters to the service, its market and service users.

It’s an approach that’s helping these councils across the country to implement a sustainable approach to delivering a safe, quality, reliable and consistent service.

The result?

Councils using Digital Commissioning can automate manual tasks, collaborate with more providers and support rising demand in their area.

Giving them more time to build a cooperative relationship with their entire market. This means they’re able to reward quality providers and enable smaller providers the same opportunity as their larger counterparts.

Most of all it gives the commissioning team the time and tools they need to match the right provider, for the right price, to meet the service user’s individual needs, each and every day.

It then provides councils with the ability to measure, track and make incremental improvements to the entire placement process.

  • By reducing invoice volume from 546 to just 4 per month, Lewisham have now saved two full time staff members 2 weeks a month of their time
  • Merton have saved 2 days per month on invoicing
  • Cornwall have reduced invoice volume from 14,000 to just 52 a year
  • Haringey have saved 1 day a month on invoice approval and nearly 3 days a quarter on invoice reporting

Read the full stories of each council over in Case Studies.

Why not find out more about the impact existing commissioning processes are really having on: