Page 13. Lincolnshire Highways Alliance. Performance Report Year 3 Qtr 4: January to March June Introduction

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1 Performance Report Year 3 Qtr 4: January to March 2013 June 2013 Introduction This report is prepared for the Highways Network Alliance Group (HNAG) by the Performance Working Group. It offers a summary of the results from each of the agreed KPI s and PI s. As Stated in the last report all indicators are now being scored. This is the first Quarter that we can now assess all the data against a previous Quarter's full data set. Generally, across the Alliance scores have been improving which has reflected the continued hard work of all involved. There has been a few notable setbacks this Quarter which will need to be addressed this has been quickly picked up by the Indicators and can be actioned before they become a major issue. Reporting of these figures across the Alliance is driving improvement and where issues appear they can be addressed and improved by the next Quarter's results. As reported in previous quarters, formal action plans have been developed for each indicator to provide visibility and impetus to service improvement. These action plans are included in Appendices as indicated below and are reviewed as part of the contract management process for each contract. Alliance KPI s Dashboard Comments KPI1 After last Quarter's exceptional results which saw positive press coverage increase by 17%, we have seen figures drop back to more normal levels. Performance Report Qtr /13 -Page 1 of 17 Page 13

2 The figure fell back 17% to the credible 42% positive press coverage this is still above the base rate of 36% and is an excellent result for the Alliance. The indicator still scores maximum points even though the figures fell this Quarter which shows how exceptional last Quarter's score was. KPI2 Data for 2012/13 has been released and the Alliance has seen a drop of -0.92% in overall public satisfaction with Highways. The Alliance set itself a challenging target of maintaining the original level despite falling budgets and has narrowly failed to achieve this aim. Further analysis is available as there have been some significant changes within the detail of the indicators a separate report has been produced looking at this detail and will be used to help shape budget spend for future years. Considering other results, Lincolnshire has held it position in the rankings reflecting a poor year nationally for public satisfaction. KPI3 Scores against the agreed Alliance programmes. Further work is ongoing to improve the whole Alliance programme, but it has been possible to aggregate the individual contract programmes together for the first time. This shows that positive action being taken by the Alliance is improving our overall programming. KPI4 With baseline data gathered in years one and two, the target for this year of an increase at year end of 1.5 against last year s average is both challenging and real. This quarter has seen a slight increase on the score but we are still a little behind where we would like to be at the year end. There have been significant improvements over all the Alliance Partners though we have seen a small dip in the judgement on Alliance relationships from Imtech in Quarter 4. Note KPI5 Indicator deleted as approved by HNAG March Still monitored to ensure performance doesn t slip as this is a key reflection of performance for the public as the measure assesses the number of outstanding calls from the public via the CSC. KPI6 Following a detailed review by the programme task group, a new method of delivering programming is being proposed to HNAG. This indicator required production of an agreed programme with a fixed deadline. This indicator was generally achieved though some elements of the TSP programme were not incorporated. Further improvement opportunities have been identified for the measure next year. Performance Report Qtr /13 -Page 2 of 17 Page 14

3 Highway Alliance scores over the Contract period. Performance Report Qtr /13 -Page 3 of 17 Page 15

4 Highway Works Term Contract PI s Dashboard Comments PI1- Performance remains at a high level and the service has seen significant efficiency improvements. A new model of delivering the service is being deployed and to allow the monitoring of the whole service delivery, a new indicator will replace this for Yr4. This should result in a more efficient service and deliver reduced costs. The score has remained steady over the whole year. PI2 Emergency Response times have improved again, from 99.53% to 99.75% compliance. Out of the 2426 Emergency jobs over the Quarter only 6 failed to hit the one hour response time. An adjustment to the way this PI is scored is proposed to align with the HUB taking over the handling and issuing of the ER orders and will allow complete measuring of all in hours emergencies rather than just the out of hours. If accepted this will commence from YR 4. PI3 After improving dramatically last month this indicator has slipped back. The PI has dropped 16.13% to 68%. This will be monitored to see if this quarter's result is a blip in the system as a result of a prolonged period of winter maintenance and the drive for permanent repairs disrupting the agreed programme. Performance Report Qtr /13 -Page 4 of 17 Page 16

5 Priorities may also have changed due to the increased surface dressing programme being undertaken this year and need to ensure works are prepared ready for this. The key to ensuring this work is planned efficiently will be via the Hub and making sure Confirm is kept up to date which is where information is passed to the public by the customer service centre and highways officers PI5 There has been a marked improvement in site safety inspection with 34 inspections taking place and only 2 falling below the acceptable level. This gives a compliance of 94% - up 7% from the last quarter. A review is still under way on the site inspection process to give everyone in the Alliance a clear understanding of what is expected, both from the inspection and the inspector. Recommendation from this review will be presented to the Alliance H&S Group for approval. PI7 The Indicator remains almost static at 99.71% - with 1388 jobs completed without additional TM and only 4 defect jobs scoring against the indicator. This indicator scores full marks again. PI 8 There has been a slight dip in the results this quarter with recycling dropping from 94% to 88%. With segregation of waste being introduced into more depots it is considered that this form will quickly reverse and be back on track for next quarter. PI10 This indicator has fallen from a high of 78% last quarter to a yearly low of 60%. There could be a number of reasons for this 18% drop in workmanship the main being winter weather during the period of the tests. The main issue during the period has been layer control rather than compaction problems which are often encountered at this time of year. This is to be monitored and a training session by the Laboratory is being delivered to the staff on the ground. The positive note is that the Alliance remains ahead of the general standard of workmanship across all other works carried out on our network. PI11 This quarter s figure shows a significant 23.2% improvement compared to the March 2011 baseline. This PI has risen steadily over the last three quarters though this should slow as it becomes harder and harder to improve on the 2011 baseline. The figure should also be monitored through the next Quarter as the extra patching works may affect the figures. PI12 There has been a slight improvement in the figures with an increase of 1.08% to 86%. This is a continuation of the good work that the HUB has been doing and is a significant improvement on the first two quarters of this financial year. Overall Comment The majority of the indicators have either remained steady or have slightly improved over this Quarter with the exception of one important indicator. PI3 "Task completed in given timescale" has seen significant deterioration over this Quarter. This is in marked contrast with the increases over the past two Quarters and with expectations that the HUB would bring with improved working practices. Investigations will now take place to see whether this is a result of additional winter maintenance activities or some other reason and if so, how this can be corrected. Performance Report Qtr /13 -Page 5 of 17 Page 17

6 In contrast PI 12 has seen a marked improvement over the past two quarters and continues to improve each quarterly report. Actions to improve performance are given in Appendix 1. Progress is monitored and reviewed on a monthly basis at the Contract Development Meeting. Highway Works Term Contract Scores over the Contract Period. Performance Report Qtr /13 -Page 6 of 17 Page 18

7 Professional Services Contract Dashboard PSP Performance commentary 2012/13 Q4 PI 1 & PI 2 Results remain good. The average for this year is 30% up on average for last year. Design satisfaction result is at last quarter and construction marginally down. Level of response remains good. PI 3 Local delivery is below 65% target. Affected by slippage in LEB but recruitment in hand at present that will increase local resources by 50% - an additional 10 staff. PI 4 & 6 Design delivery to time and cost The full year results for both indicators is up on previous year. In terms of design cost, this quarter is the best ever result in terms of schemes that overrun by more than 10% - down from a high of 27% at contract start to 6% this quarter. Still scope for improvement though. PI 5 & 7 Works delivery to time and cost Full year results for delivery to costs are an improvement on last year. Delivery to time is down this quarter affected by resources being necessarily diverted to winter maintenance. Overall Commentary Results are based on TSP / Mouchel performance combined. The overall total trend shows a marginal dip this quarter largely due to the dip in construction time performance. This is largely due to under-forecasting the impact of winter and winter maintenance activities this year: Performance Report Qtr /13 -Page 7 of 17 Page 19

8 Q Q Q Q Q Q Q Q Q Q Q Q4 Professional Services Contract Scores over the Contract Period. Performance Report Qtr /13 -Page 8 of 17 Page 20

9 Traffic Signals Term Contract Dashboard Comments for the TSTC PI 1 All 10 quality promises were met scoring 10 points for 100% PI 4 Although this Performance Indicator doesn t score, following the introduction of PI 8 for this year, we are still monitoring the activity. We have had an increase from year 2, scoring 99.24% PI 5 - Timescales for clearance are at 96.27%, a slight decrease from the results of Q3 by 0.35%. PI 6 301/304 Schemes have been completed during the specified dates. This has slightly decreased to 99.01% during Q4. PI 7 304/304 Schemes that have been completed have no remedial works. 100% PI /2120 Standard & Emergency faults have been resolved during first time visit. This has increased the Q4 performance to 99.62%. Following a slight decrease in Q3 there has been a welcomed 0.05% increase in performance this quarter. PI %, Only 37 schemes have required this PI during year 3. PI % of Inspections has been carried out by the end of Q4. Performance Report Qtr /13 -Page 9 of 17 Page 21

10 PI11 - Benchmarking results have now been established and agreed. Going forward we will be able to show progress during Year 4 PI % Recycled materials from Peek Depot during year 3. PI2 - No Reportable Accidents PI3 11 out of 50 Inspections carried out by the end of Q4, all are 4 and 5 rating. All 3 from Q3 were a 5 rating. Performance Report Qtr /13 -Page 10 of 17 Page 22

11 Client Performance Dashboard Comments New Indicators PI1 Using the current forecast of Yr3 Pain / Gain shows that the current likely outturn is 1.04%. This is a positive trend given that Yr1 was roughly 4.2% and the current forecast for Yr2 is roughly 2.50%. The target for this indicator is return 0% Pain or above. PI2 All programmes were received in the format agreed within the given timescale. Improvements for next year have been identified and link directly into the work being carried out for Alliance KPI 3&6. Many of these programmes have changed since submission due to ongoing adoption of the asset management plan and the additional funding from central government. PI3 Variation from spend profile. A new method to ensure budget data is reported, allowing resources and programmes to be understood has been developed and undertaken during Qtr3 and has been submitted to Alliance partner. PI4 Rejected orders are still registering at a minimal amount out of 5068 jobs during Quarter 4 only 68 were rejected due to issues. This gives a score of 1.34% which is a small fall from the previous Quarter's result. As mentioned in the last report this measure just scored the JV jobs but it was felt by the Performance Group that the measure would be more relevant if all job types were part of the data. Performance Report Qtr /13 -Page 11 of 17 Page 23

12 Investigation is ongoing to find an alternative method of measuring this indicator as it is recognised that not all jobs are rejected when all of the information is not in place and encouraging rejection may lead us away from positive Alliance behaviours. PI5 Financial data shows that Compensation Events have increased to 644, and therefore the variation has increased to 6.41%. This was to be expected as more Financial Closures have been submitted. These figures have been reported to Network Development Managers (NDM s) meeting for action as they have been further broken down by Officer. PI6 Unfortunately the rate of CE's committed within 2 weeks has fallen from 97.1% last quarter to 82.73% this Quarter. This equates to 230 jobs being committed on time against the 278 which required action. This fall has been noted and the figures have been reported to the Network Development Managers via their monthly dashboards these dashboards give a breakdown of how each Highways Area is progressing with committing CE's. Action will be taken to bring the Highways Areas failing to sign off CE's in the appropriate time. This should bring the score back into line next quarter. Conclusion Apart from the dip in PI6 CE's committed within 2 weeks, all other PI's have remained constant. The Monthly Divisional Dashboards are now being produced and distributed and this has the effect of focusing staff on how their actions can alter the scorecard. This can only have a positive effect on the PI's. Further work will need to be completed for Year 4 to ensure the measures are still appropriate. Actions to further improve performance are given in Appendix 3. Performance Report Qtr /13 -Page 12 of 17 Page 24

13 Conclusion After a strong performance in Quarter 3, there have been promising signs that we have been, in most part, able to maintain the Alliance's positions. The Highways Works Term Contract has maintained its improved position though it did drop back 1 point from its high of 66 points. This improvement is expected to continue with the key indicators of PI 3 "Tasks completed in timescale" and PI 10 "Quality assessment of workmanship" being the main focus next year. The Professional Services and Traffic Signals Contract continue their improvement. Peek have maintained their strong scores and Mouchel/TSP continuing to deliver improvements. There was also a slight fall in the Client Performance score because of a poor result in PI6 - CE's committed within 2 weeks. This indicator fell by just under 15% - this information has been distributed around the Highway Areas and staff have been informed of their responsibilities in this issue. Improvement is expected by next Quarter and scores back into the high 90%'s will be required. The Alliance KPI score has maintained its score at 79 points. Considering that it improved by 19 points last quarter this is a considerable effort to maintain this improvement by all Partners. Not surprisingly the media score fell back from a high of 60% to a more normal 42% though this had no effect on the overall score as it is still above the baseline. The Relationship score recovered slightly after the down turn last Quarter. Overall this Quarter, the Alliance has been able to maintain its improving performance. Out of the 43 indicators only 3 have shown issues and these can be tackled over the next Quarter. Darrell Redford / Tom Gifford June 2013 Performance Report Qtr /13 -Page 13 of 17 Page 25

14 Appendix 1 Highways Works PI Improvement Actions Performance Action Plan Since previous performance reports a number of major changes have taken place within May Gurney s management team. The previous Performance Manager has left the business and been replaced by an operational Business Manager who has direct control over the performance of the staff. Also May Gurney have refocused attention on these indicators as the link between the indicators and performance on the ground had been lost. Significant operational changes have also been introduced with the development of the control hub. This arrangement allows for much greater control over works, the programme and compliance with the Traffic Management Act. The hub started operation during April 2012 and various areas have been coming on-line over recent months. This working method will result in significant improvements in adherence to the programme and the management information available to aid staff training for all Alliance members. This action plan gives details of the improvements which are being undertaken with regard to indicators currently scoring below the level required by the Alliance. PI3 Predictability Introduction of the hub will lead to increased control over programme adherence. Also improved recording in Confirm will mean that as the programme varies due to demands and pressures, Confirm is kept up to date with real time data allowing the Alliance to report and rely on the Confirm information. This is crucial due to the fact the Call Centre and Alliance staff use this information to keep the public and members informed of when works will be carried out. PI5 Health and Safety May Gurney have reviewed the internal process of H&S inspections carried out by supervisors and management team. This has led to a complete change in ethos with regard to how inspections and subsequent actions are dealt with. Now inspections which identify a development area will provide a focus for the follow up management inspections. This will ensure that any actions identified are carried through, demonstrating an improvement commitment to H&S and further embedding this attitude with operational staff. Further to this, as part of the H&S Working Group, a review of the independent inspection team s consistency and criteria for scoring is being undertaken. It is this team s scoring which makes up the basis for the scoring for this indicator. PI8 Environmental Impact - Waste Data was unable to be supplied for this measure for quarter 1 due to a complete change in the way data is recorded and reported. A new process has been successfully introduced to cover all waste streams and also to review any subcontract elements. Once this reliable base has been established actions will be introduced into the business to ensure that all waste streams are dealt with appropriately. May Gurney has a proven track record in other contracts in this area and will bring these skills to the Lincolnshire Contract. PI10 Workmanship Data from Lincs Lab is being analysed to see if any patterns exist within the issues being experienced. Areas which will be concentrated on will be materials supply, subcontractors, and internal staff. Areas such as compaction of materials will be the focus for tool box talks with staff and a training session for supervisors with Lincs Lab staff is being arranged for November. Of note is the low number of tests carried out by Lincs Lab which lead to concerns over statistical reliability as a variation of one scheme can have a massive impact on the indicator scores. Lincs Lab are in the process of increasing the number of sampling crews available using external resources from Humberside Lab which will significantly increase the number of tests carried out. Performance Report Qtr /13 -Page 14 of 17 Page 26

15 Appendix 1 Highways Works PI Improvement Actions PI11 Environmental Impact Carbon When this measure was introduced it was planned that Year 1 data would form a base line to judge subsequent years from. However, inaccurate data recording and unusual working patterns during mobilisation and the first months of the contract meant that we had many difficulties gaining reliable data. Year 2 therefore has provided us with base line figure for the amount of carbon generated and year 3 will judged against this. Data was unavailable for quarter 1 due to unexpected difficulties with data collection, but will be available for quarter 2. PI12 Traffic Management Act Compliance The scoring for this measure is a quarter in arrears due to jobs being committed on the system for works which are to be carried out in the future. These will therefore not require a notice. By reporting the previous quarter the works will then have been carried out and have the notice attached. This means that for the first quarter of the year scores will be reduced. Further to this is the move towards the control offered by the hub. Previous quarters have provided disappointing figures, but improvements in process where works are now checked as they are programmed and missing TMA notices are added to the system should improve this figure. Reports with regard to where works orders have failed the process or use of Early Start and Extensions are now being reviewed on a monthly basis with Alliance staff identified for further training and reported at the appropriate management meetings. PI6 Service Strike Much work has gone into ensuring staff understand the consequences of service strikes. Tool box talks and investigations into every occurrence are publicised and discussed with staff on a regular basis. This has led to a vast improvement in the number of occurrences and commitment will be maintained to ensure this improving trend continues. Owners have been assigned to each of these measures and these actions will be monitored by the Contract Management Meeting on a monthly basis with performance judged by improvement in the KPI figures. Performance Report Qtr /13 -Page 15 of 17 Page 27

16 Appendix 2 Professional Services Performance Indicator Actions Page 28 Indicator No Description Action Owner Target Date PSP 1 PSP 2 PSP 3 PSP 4 Satisfaction Supervision Satisfaction - Design Quality Statements Design Costs vs target fee Satisfaction at close to maximum level of 15. Proposal to continue one to one discussions with any individual score below 7/10 and act on lessons learnt. TSP Manager Charles Ferrar Ongoing Satisfaction at close to maximum level of 15 and return rate is very good. Proposal to continue one to one discussions with any individual score below 7/10 and act on lessons learnt. TSP Manager Charles Ferrar Ongoing Sustainability plan being developed. Recruitment ongoing to push up local delivery further, with 3 additional posts currently being advertised. Focus on improving briefing to give clarity and minimise changes during design process. Briefing process revised Sept 2012 and being actively promoted. Reporting of performance to design engineer level to continue. LDE reports to be reviewed to improve how potential problems are highlighted at an early stage. Mouchel Charles Ferrar / Nigel Bradbury Sust plan - Apr 2013 Mouchel Charles Ferrar / Nigel Bradbury Ongoing On track PSP 5 Works costs vs target cost As PSP 4 Mouchel Charles Ferrar / Nigel Bradbury Ongoing PSP 6 Design delivery to time As PSP 4 Mouchel Charles Ferrar / Nigel Bradbury Ongoing PSP 7 Works delivery to time As PSP 4 Mouchel Charles Ferrar / Nigel Bradbury Ongoing Performance Report Qtr /13 -Page 16 of 17

17 Appendix 3 Client Performance Indicator Actions Indicator No Description Action Owner Target Date Pain Gain forecast to be used for the measure. May become a difficult Client measure as will be influenced heavily by the tendered rates particularly with surfacing HW Contract Development CPI 1 Pain / Gain items. Group Forward CPI 2 Programme Area Highways Managers to supply programme Area Managers 31/10/2013 On track CPI 3 Budget Provision Network and Development Managers to supply updated budget with projected outturns on monthly basis Network and Development Managers 01/06/2013 CPI 4 No Rejected Orders Orders reviewed and reported on Divisional basis. Patterns reviewed for training requirements Network and Development Managers 01/06/2013 Page 29 CPI 5 CPI 6 Value of CE's % CE's Committed within 2 weeks Values for each Officer reported by Davison to each Network and Development Officer. Patterns reviewed for training requirements Numbers committed and reported by Area to each Network and Development Officer. Patterns reviewed for training requirements. Network and Development Managers 01/06/2013 Network and Development Managers 01/06/2013 Performance Report Qtr /13 -Page 17 of 17

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