Building Better Roads Kier Performance Report Page 17 Item 7 - - PowerPoint PPT Presentation

Building Better Roads Kier Performance Report

2012/13

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Item 7

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Overview

Safety – Keeping

Network Safe by removing Hazards

Planned Maintenance -

delivering structural repairs

Network Improvements–

improving transport infrastructure

Minor Works –

low value activities to improve network appearance & accessibility

Winter Service–

ensuring network is free from snow & ice

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Keeping the Network Safe

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There are 3 types of network hazard:

• Emergency Response– where a hazard poses risk to life
• r major disruption, remove within 2 hours
• High Risk– where a hazard could cause accidental

damage it should be removed within 24 hours, potholes >40mm deep

• Medium Risk – where a hazard could develop then it

should be removed within 28 days, potholes >30mm deep

Keeping the Network Safe

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In 2012/13, May Gurney achieved:

Keeping the Network Safe

Total Reported Total Repaired Target Target Achieved Emergency 2hr Repair 6,528 6,387 98% 98% High Risk 24hr Repair 34,335 33,476 98% 98% Medium Risk 28 Day Repair 24,896 23,381 98% 94% TOTAL REPAIRS 65,759 63,244 98% 96%

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Conclusions

• Severe weather created significant stress on network with an extra

20,000 defects (80% relating to potholes) repaired above annual target of 45,000

• Defects level not only created increased disruption but cost MG

significant losses as they were required to pay for 10 extra monthly pothole crews to keep pace with repairs & achieve overall 96%

• 24 hour limit for repairing potholes was driving wrong behaviour, with

MG focused on individual repair rather then delivering more complex “patch” repair

• Lack of understanding regarding “intervention” levels for safety

defects, resulted in large number of defects raised in error

Keeping the Network Safe

xtra G nthly

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Conclusions

Each month Surrey Highways complete a 5% random audit

• f all repairs. The audit identified the following trends:
• Majority of repairs met stipulated pothole repair standard (see separate hand out)

although during winter period there was a significant increase in temporary repairs

• One specific gang were not complying to contract standards and was removed from

contract (this was jointly agreed with MG)

• Quality standard of before and after photos was not always to required standard
• Large amount of aborted works due to lack of sufficient material or traffic

management

• Residents not always informed of repair outcome following reporting of defects

Keeping the Network Safe

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Improvement Action Plan

• £5m Winter Damage programme launched to remove excessive defects from network

& new £100m capital investment to reconstruct 300 miles of network

• Timescale to repair high risk defects increased from 24hr to 5 day – enabling more

time for MG to deliver larger scale repairs, with focus on quality not time

• New Mobile Device introduced to improve photo quality and reduce abortive visits
• Enhanced description of Hazards and Defects introduced to provide improved

definition to what is classified as Safety Defect

• Website to be re-launched with improved communication facility for residents

Keeping the Network Safe

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Minor Works

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Key Successes

• Average time from order to completion reduced from 9 months to 6 months
• Improved training delivering increased knowledge and understanding of process

needs and constraints

• 3 Month rolling programme published for central programme
• New management report introduced to monitor works programme
• Improved linkages with non May Gurney programme (e.g. vegetation and lining works)

Minor Works

Value

Local Committee Programme £2.0m Central Minor Works £2.0m TOTAL £4.0m

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Areas of Improvement

Minor Works

Issue Action

Order Speed – Target of all orders constructed within 3 months from

• rder still not achieved

Increased resource in pricing team (key bottleneck) and automating key processes seen as critical to reducing order period Local Programme – lack of clarity

• n individual Member requirements

Lack of clarity resulting in large areas of programme not agreed until late xmas. Work ongoing to understand Members priorities and feed into programme earlier Signage Delays – specific resource constraints in MG supply chain to deliver create new permanent signs Work in progress to identify stock management and construction process with MG suppliers

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Planned Maintenance

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In 2012/13, May Gurney achieved:

Planned Maintenance

Total Value Total Schemes Surface Reconstruction– repair Surrey’s worst roads £10.0m 60 Surface Protection – protecting Surrey’s roads for extra 5 years £7.5m 370 Local Structural Repair – funded by Local Committee £2.0m TBC Footways – replacing and repairing £1.5m 60 Drainage & Structures – maintaining key bridges, embankments and drainage £4.0m 20 TOTAL £25.0m 510

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Key Successes

• First year with no programme carry forward
• 95% of schemes delivered to budget and time
• Significant improvements in delivery of surface treatments

with sweeping and relining completed within 4 weeks of delivery

• Improved co-ordination with Districts & Boroughs e.g. joint

road closure of A22

• Increased productivity with designs reduced from 8 to 6

months

• Improved innovation through improved joint working and

culture

Planned Maintenance

nts f

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Scheme Successes..............

Olympic Road Race

Route resurfaced delivering over 15 miles

• f new road & £2m

improvements

A22 Flood Scheme

New Lay-by to remove excess water

Tartar Hill Foot Bridge

Replaced redundant bridge with new facilities Lightwater Bypass Safety Barrier New design saved 40% making previous unaffordable scheme deliverable

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Improvement Areas

Planned Maintenance

Issue Action

Advance Warning Notices

External signage/letters not always containing accurate dates Schemes to be designed 3 months in advance of construction date thus ensuring programme fully “locked” prior to issue of letters/signs

Real Time Programme Info

Contact Centre not armed with latest programme information to respond to resident queries New LIVEProgramme portal launching to enable all SCC staff and members to have latest programme info confirming latest changes

Ltd co-ordination with Local Programme

Project commenced to improve joint working and co-ordination

Local Structure Repair Resource

Sub-Contractors did not meet quality standards and have therefore been replaced for Year 2

Drainage Design process too slow

Limited forward planning and existing data– options being explored to move to 5 year programme

Footways Programme

High cost of reconstruction limiting programme scale, project to explore options to reduce cost

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Network Improvements

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Key Successes

• Complex Traffic Signals schemes constructed by December, 6 months ahead of

previous year, improved working with Skanksa and May Gurney

• Local Committee allocation fully spent across a range of schemes including speed

management, junctions amendment and new pelican crossings

• LSTF programme delivered despite only 5 months design and planning timescales
• Average Design costs approximately 15% of total scheme, compared to 40% three

years ago

Network Improvements

Value Schemes Integrated Transport Schemes – funded by Local Committee £3.0m 130 Local Transport Sustainability Fund (LSTF)– funded by DFT £0.5m 10 TOTAL £3.5m 140

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Scheme Successes..............

Olympics Route Network

Signage & dedicated lanes created & removed for Olympics

20 x Speed

Reduction schemes delivered in 12 months

Guildford North St

New town centre footway & parking Fordbridge Rd

Pedestrian Crossing previously deemed too difficult due to high voltage cables –

• pened 2013

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Areas of Improvement

Network Improvements

Issue Action

Committee Decision Making – Late decisions increases risk in programme Design Review to determine how required decisions can be more closely aligned to quarterly committee meetings and improving scheme delegation powers Weak Risk Assessments – issues in determining full risks prior to Outline Design Full Risk Analysis at start of design process to determine full legal, planning and resource risks, which can then be built into design programme. LSTF – need to accelerate construction programme Additional design resource secured to ensure minimum of £1.5m delivered in year 2 Innovation – team not fully exploiting new design options and solutions from UK best practice Increased focus on reviewing UK case studies and assessing suitability for adapting to SCC network

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Contractor’s View

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VERY SUCCESSFUL YEAR

• Project Horizon launched saving SCC £16m over 5 years
• Achieving 96% reactive target during severe weather
• Improving efficiency through new processes and systems
• Approaching Business As Usual Delivery Model

THE FUTURE

• May Gurney Acquisition by Kier PLC
• Working with SCC to mitigate losses on Reactive Service
• Reducing number of potholes on network
• Implementing Permitting on the Highway
• Agreeing highway vision & strategy for next 5 years

Contractors View

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Questions

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