Highways England What s changed?

Transcription

1 Highways England What s changed? What does assett led delivery mean for our network? Nick Hopcraft, Highways England 30 th June 2016

2 What are the key differences? Investment Performance Delivery

3 Reforms Government s Road Investment Strategy Our response Strategic Business Plan Our Delivery Plan Overview Strategic Vision Performance Specification Investment Plan

4 Investment context Network stress 2005 Network stress 2016 Historical demand and investment...

5 Delivering outcomes

6 Medium term investment 5.4bn of improvements Modernising the network A14 Cambridge to Huntingdon Smart Motorways Junctions, widening & bypass schemes Tackling pinch points 3.7bn of renewals Maintaining the network Stepping up the asset renewals programme

7 Long term investment Route Strategies identifying More Smart Motorways More junctions, widening and bypasses 2.3bn of further improvements Responding to feasibility studies A303/A30/A358 corridor A1 North of Newcastle A1 Newcastle-Gateshead A27 Corridor Trans-Pennine routes A47/A12 Corridor Other investments Safety Environment Cycling and integration Growth and housing Innovation

8 Challenges Safety road users, those operating the network and road workers Customer service high quality information and incident response Delivering the Road Investment Strategy growing capacity and capability to deliver the scale of investment Safety Customer Service Deliver the Road Investment Strategy

9 Making it happen Changes in our approach New delivery model for maintenance and incident support Programmatic approach to delivering capital investment Bringing our operational teams together

10 In summary We have undergone a huge change We have a huge job to do and are getting on with it To achieve it all will require further changes And will only be achieved by working with our suppliers, stakeholders and partners

11 Update How have we done??

12 Delivery Plan Update The update outlines the work we are doing to meet our key priorities of: making our roads safer, improving the experience of all road users, and delivering the Government s 5-year Road Investment Strategy (RIS) This first update focuses on our activities in and our ongoing work to develop our plans for the remainder of the Road Period ( ) Complementary to the original Delivery Plan.

13 Delivery Plan Update The expectation is that the Delivery Plan Update will be published alongside the Annual Report.

14 HIGHWAYS ENGLAND ASSET LED DELIVERY

15 The Change at Highways England

16 Case for change We are Highways England now, and the changes we are making in Area 7 really demonstrate our commitment to delivering a different approach to maintenance and investment delivery over the next five years. David Poole, Director for Commercial and Procurement

17 Case for change We want to be recognised as an organisation that is brilliant at building, maintaining and operating the network. In order to be brilliant, we need to be a lot more hands on with the management of our asset. The ALDM is intended to help us further improve both customer service and value for money taking more control of what work we do and when. David Brewer, Director, Network Delivery and Development

18 Agreed Design Principles for the Operating Model

19 Area 7 contracts model

20 Contractual arrangements M&R Based at depots in Area 7 One contractor 15 year term service scheduling and delivery of routine maintenance work defined in Cyclic and Routine Maintenance delivery Plan. Traffic Management Routine work Incidents Reactive work Design Services 5 year term service Co-location with HE Helping to deliver 65M renewals work per year Part of Area 7 delivery community CWF 4 year framework 14 Specialism Lots Helping to deliver 65M renewals work per year Part of Area 7 delivery community Work allocation process Specialist Goods and Services A suite of contracts suitable for each requirement Use NEC contracts (except vehicle leasing) Use of existing CCS contracts where possible

21 Maintenance & Response KEY PRINCIPLES: Initial 2 x 6 months transition period 3 year contract reviews Part of Area 7 Community Use of performance metrics If cyclic asset work not satisfactory then payment for asset withheld until nonconformity addressed Reactive work Defect rectification to meet requirements (SoR) Winter service when instructed (LS and SoR) Attend incidents and assess (LS) Repair work from incidents when instructed (CR) Incident Management Requirement on some Lot contractors to attend to deliver emergency works to restore the network. Surfacing Road markings Winter vehicle maintenance and repairs FM at depots Tasks for: Routine and cyclic, Defect repair, Incident restoration work, Severe weather response, Other Load salt in barns, Repair vehicles

22 CWF Work scope 14 Specialist areas covered Surface treatments; corrosion protection; road lighting and electrical; fencing and environmental barriers; general civils; structures, waterproofing and expansion joints; lanscape and ecology; road markings; pavement; road restraint systems; structural concrete repairs; technology incl traffic signals; temporary traffic management; drainage

23 CWF Lot Structure Maximum number of suppliers per Lot is dependant on the amount of work and schemes per year Work allocation: 3 supplier Lots 40/35/25% share based on tender score 2 supplier Lots 60/40% 1 supplier Lots 100% Pavement 80/20%

24 CWF Work allocation Removes requirement for secondary competition Initial split of work based on tender scores Percentages altered annually according to performance Allocation done with the community

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26 Specialist Goods and Services: separate contract arrangements for: Services to HE team Weather forecasting (included in national contract) Structural Inspections contract (PI and GIs) Technical Surveys and Testing (registration) Salt supply call-off (ESPO framework) Facilities for HE team Car leasing (pool vehicles, inspectors and site supervisors) PPE and uniform Equipment (various) Preparation Work Salt saturators (supply and install one-off)

27 What will be different? Asset Management Led The right information, at the right time, in the right location Exploit technologies to obtain data e.g. LIDAR Access for all of the community As real time as possible Data at the heart of everything All processes have data management at their core Analytical capability to turn data into knowledge Community culture of keeping asset data updated Whole life cost, productivity and customer data informing decisions Enhanced Value Management Process Integrated systems one access point/interface to record asset information Asset Management policy fit for local, regional and national levels Ever increasing commercial acumen driving value for our stakeholders Learning ensures we make the right choices

28 What will be different? Deliver in Partnership Common H&S Framework where everyone takes responsibility Culture of continuous improvement through innovation Community Board chaired by Navigator Common performance management process HE presence on site to represent the customer in assuring delivery and quality Positive relationships with suppliers based on fair allocation of work and price Check and challenge culture at all levels Customers and stakeholders at the centre of decision making Broader role for inspectors Delivering safely is paramount

29 Learning Lessons and Next Steps ALDM Going Forward Listening to Suppliers Changes in tendering? Next steps

30 Key Messages Thank you