Delivering more for less in a changing world transforming Englands motorways

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Delivering more for less in a changing world-
transforming Englands motorways -

• Nirmal Kotecha
• Major Projects Director
• Presented to
• Major Public Infrastructure Projects
• Church House Conference Centre
• Westminster
• 8 September 2009

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5 December 1958 first motorway opens

The first motorway, the 8 ¼ mile Preston By-Pass
was opened to the travelling public by the Prime
Minister, the Rt Hon Harold Macmillan on 5
December 1958, enabling the travelling public its
first experiences of motorway driving.
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Today the Strategic Roads Network in England
has an Asset Value of 85 Billion
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Agenda
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The Problem
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Network stress 2005
Network stress 2016
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Value for Money and sustainability are
increasingly key drivers
means delivering a lot more for a lot less!!!
We cannot just build our way out of the problem
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But key outcomes remain

• Safe Roads
• Reliable Journeys
• Informed travellers

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1. 24/7 Network Operator
Routine Winter Maintenance
Traffic Officer Service, introduced in 2005
RCC monitor control speed
Deal with incidents quickly to keep traffic moving
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2. Investment in information technology
The NTCC is operated from a 160m centre near
Birmingham
Distributes to many third party agencies
Feeds VMS and Travel Time VMS
Collects information from a variety of sources
NTCC
Key enabler for better informed travellers
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3. Make it easy for customers to better plan
their journeys
Radio
Internet
Exhibitions and Leaflets
Reliable traffic information
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4. and investing in extra capacity
One of the UKs largest construction clients

• Up to 6 Billion Programme to 2014
• - Announced by Secretary of State for Transport
  in January 2009
• (excluding fiscal stimulus)

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6 billion includes M25 DBFO ..
Capital contract value 1.4 billion
Widening to four lanes up to 100 km of M25
(upto 4 sections)
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but we are moving from conventional motorway
widening to Managed Motorways

• Of the 6bn of investment in the trunk road
  network.
• 520 additional lane miles of capacity to be added
  across the trunk road network
• of which 340 lane miles of Managed Motorways
  (hard shoulder running) on the motorways.

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Managed Motorways adds capacity through
technology and a real-time operating regime
Running on the hard shoulder at busy times
Variable speed limits and message signs
Managing traffic with electronic signals
Real-time traffic management from regional
control centres
Ramp metering
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Managed Motorways adds capacity through
technology and a real-time operating regime
..and takes upto 40 off the cost per km of
conventional widening
Running on the hard shoulder at busy times
Variable speed limits and message signs
Managing traffic with electronic signals
Real-time traffic management from regional
control centres
Ramp metering
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To further increase VFM, we have to reduce
waste
Waiting for materials
Interpretation of Standards specifications
Bespoke Designs
Fee on fee / risk on risk
Duplication Man-marking
Defects Re-work
No procurement scale economies
Variable product quality
Little sharing of Best Practice
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Moving to an integrated supply chain model
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Integrated Supply Chains means going from this.
Highways Agency
Supervision
Employerss Agent / Consultant
ECI Contractor
Consultant / Employers Agent

• Duplication
• Man-marking
• Loss of scale economies
• Fee on Fee etc

Subcontractors
Manufacturers
Key Suppliers
Repeated for each scheme means huge lost
opportunity
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to this.
Integrated Supply Chain to deliver programme of
Work
Highways Agency
All involved from Design, RV through to build as
appropriate
Contracting Partners(s) / Integrator(s)
Sub-Contractors
Manufacturers
Key suppliers
Designers
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Managed and incentivised as a programme to drive
scale economies and collaboration
Project 3
Project 4
Project 5
Project 2
Project 1
Health Safety
Management of Risk
Procurement Scale Economies
Resource Planning Workoad smoothing
Best Practice Sharing
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From civil engineering to technology based
solutions a different supply chain emerges

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Implications for the supply chain

• Need for conventional supply chain to adapt
• New (technology) supply chains will emerge
• Culture, attitude and behaviours will need to
  change
• Great opportunity for those able to adapt

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Summary

• HA is now a 24/7 Network Operator
• Not sustainable to just build our way out of the
  congestion problem
• Still a major investor but focussed on outcomes
• Challenge is to continue delivering more for less
• We are changing what we build and how we build it
• Significant implications for our traditional
  supply chain

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