Safe roads, Reliable journeys, Informed travellers

Highways Agency Business Plan 2011-12 Map 1: Highways Agency - 's Strategic Road Network 2011

Motorways

A1 Trunk Roads Newcastle

A74(M) upon Tyne M6 A69 A194(M) Carlisle M6 A1(M)

A66 A66 A66(M) Middlesbrough

M6 A1(M) A64 M65 M621 M55 A1(M) M606 M62 M6 M62 M66 M181 M61 M1 M58 A627(M) M180 M18 M60 A1(M) M57 M62 M67 M56 M53 M56

Sheffield M1

M6 A50 A5 A1 M1 Norwich A47 M54 M42 M69 Peterborough M6 A1(M) A11 M5 M42 A14

A49 M5 M45 A14 Cambridge M40 A46 A5 M1 M50 M11 M5 A1(M) A120 A12 M48 A308(M) M1 M4 M40 M25 M11 M25 M4 M49 M4 A404(M) M4 M4 M32 M2 M3 M20 M25 Bristol A34 M3 M25 M26 A2 M23 M20 A3 A21 A303 M27 A23 M5 M27 A3(M) M271 A27 M275 A30 A35 Brighton Plymouth

A38 A30 © Crown Copyright and database right 2011. All rights reserved. Ordnance Survey Licence number 100018928. Overview 1. Looking Ahead 2. People 3. Operating the Network 4. Maintaining the Network 5. Improving the Network Annexes 3 4 5 4 5 4 6 8 9 1 2 2 5 4 8 32 3 3 3 16 16 18 18 19 19 20 20 21 22 22 23 2 2 26 28 29 29 10 10 10 1 1 1 13 14 14 1 20 30 16 26 12 30, 31 n 2 BUSINESS PLAN 2011-12 PLAN BUSINESS

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Benchmarking Performanc Strategic Plan 2010-1 Highways Agency Major Scheme Confidence in Deliver Safet Workers' Plannin Operational and Road User Safet The Future Condition of the Networ Reducing the Cost of Maintaining the Strategic Road Networ Asset Managemen Winter Innovative Solution Technolog Carbon and Sustainability Environmen The Supply Chai Health and Safet Enhancing Capabilit Our Neighbours and Road User Collaboratio Reliabilit Future Operating Mode Management The Traffic Service Information (NTIS National Traffic Free Flow Chargin The Olympics 201 Management Summar (DfT) Business Pla & the Department for Structural Reform of the Highways Agenc Independent Review Improving Efficienc Reducing Cost and Our Staff

E: Interactiv Annexe A: Highways Agency Business Plan Performance Measures 2011-1 B: Indicative Budgets 2011-201 C: Organisation Chart – April 201 D: Major Projects Schemes and Schemes Under Revie 5. Improving the Networ 5. Improving 4. Maintaining the Networ 3. Operating the Networ 2. Peopl 1. Looking Ahead to the Next Four Year 1. Looking Ahead Overvie Foreword Introductio

information. display further your cursor over the area to you see this symbol place document. When document. This is an This is an interactive HIGHWAYS AGENCY BUSINESS PLAN 2011-12 Non-Executive Chairman Foreword I am pleased to have joined users against a challenging public More specifically, it will look to the Highways Agency as non- spending background. develop a clearer framework executive chairman and look for funding, create appropriate One of my roles is to lead the forward to working closely with performance measures, achieve independent review of the Highways Agency chief executive the right level of competition in the Highways Agency. I expect to Graham Dalton and his team. supply chain, reduce operating publish the terms of reference This is a testing time and we costs, achieve the right balance of the review by April and will have some of outsourcing and develop better deliver its recommendations difficult issues financial efficiency. to the Secretary of State for to work through Transport in October of this I have confidence in the as we seek year. The review will determine Highways Agency’s ability to to maintain a whether the Government has the work within its budget in 2011- high level of most appropriate approach to 12 to deliver the right activities service the operation, maintenance and which support its own objectives for enhancement of the strategic and those of wider Government. road roads network.

Alan Cook Non-Executive Chairman

Chief Executive Foreword

he Highways Agency has Despite the financial These include improved Ta world class reputation in constraint, we do have commercial and asset the operation, maintenance and certainty of funding over management, the introduction improvement of motorways and the four years. Knowing of new maintenance contracts, trunk roads. We aim to continue what money we have in the a review of technical standards this focus on performance future has presented us with and looking at where and as we strive to be the world’s the confidence we need when we do work, balancing leading road operator. In light to clearly plan ahead and the impact of road works with of the 2010 spending review, prioritise delivery to support the higher cost of night and we will do so with less money. our objectives and to meet weekend working. Last year’s settlement gave the road users’ expectations. Highways Agency a reduced This business plan outlines In improving the network we budget with which to manage the actions we are taking in will manage an affordable the road network over the four 2011-12. programme of road schemes, years to 2014-15. To ensure we driving down our costs and the can continue to manage the In operating the network, we costs from our supply chain road network effectively, we will will deliver a more effective by looking to the construction focus on priority activity and and efficient Traffic Officer industry to work with us realise even greater efficiencies Service, based on a new through a range of measures across the organisation. operating model with the aim including challenging scope of reducing the time it takes to and unit cost. clear incidents, and providing better and more targeted traffic information. In maintaining the network, we will ensure safety and serviceability of condition but at a lower cost through a number of initiatives.

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Most importantly, our staff will change how we work and what we do. The Highways Agency needs to take a firmer grip as client and infrastructure owner. I have no doubt that we 1. Winter maintenance vehicle have the skills and capability in the Highways 2. Highways Agency road Agency to do this, to reduce our reliance workers on consultants and advisors, and to bring a stronger commercial edge to what we do. It will mean changes for every one of us in how we manage, plan and deliver our work – a change I We will build on past am confident we are ready to tackle. achievements and drive through even greater Graham Dalton Chief Executive efficiencies across the organisation

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M25 at night Introduction

The Highways Agency is Together with the major A As traffic volumes increase, so an executive agency of the roads, this strategic road does the need for the Highways Department for Transport network serves an average Agency to effectively manage (DfT) and is responsible for of 4 million drivers every the network. operating, maintaining and day. Without the road improving the strategic road network, workers would This management can be network which incorporates the not be able to reach their divided into three core roles majority of England’s network place of work, businesses - operating, maintaining and of motorways and major A would not be able to reach improving: roads. The Highways Agency's their customers and goods • Operation of the network strategic road network includes would not be able to reach is conducted by our over 4,300 miles of motorways the market. 83% of all goods Traffic Officer Service and all purpose trunk roads. travel by road and around which plays a vital role in This represents only 3% of two thirds of all England’s managing and clearing on roads in England yet it carries large goods vehicle traffic is average 26,500 incidents around a third of all traffic. transported on the strategic each month. Effective road network. Transport is operation reduces the The modern motorway has therefore a key economic come a long way over the last delays experienced on the driver and of strategic network and helps make 50 years with a vast supporting importance to the country. infrastructure incorporating journeys more reliable. bridges, junctions, tunnels, culverts and embankments, along with extensive technology infrastructure such as traffic detection equipment, variable message signs, lighting and communications.

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Maintenance: Managing Agent Contractors are responsible for helping Highways Agency teams provide day-to-day running of our network as well as delivering repairs and smaller improvements.

• Maintenance of the network is undertaken by our contractors who conduct routine maintenance and the renewal of roads, structures and technology. Maintenance 1. Replacing gantries ensures the asset is managed to specified 2. A3 Hindhead Tunnel during standards and maintained in a fully construction serviceable condition.

• Improvement of the network is delivered through the contractors who design and construct our major schemes - a prime example being the A3 Hindhead Our Traffic Officer Service tunnel which is due to open in July 2011. clears an average of Improvements provide a range of benefits 26,500 incidents each from increasing capacity and tackling bottlenecks to improving national and month regional transport links on inter-urban corridors. 2

To maintain an efficient and effective highways asset over the period of the 2010 spending review, the Highways Agency has considered its business planning activities for the next four years and prioritised those which maximise economic benefit. These activities will support the DfT’s Business Plan 2011-15 including its vision for "a transport system that is an engine for economic growth".

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A69 Haltwhistle By-pass 1. Looking Ahead to the Next Four Years

Management Highways Agency Management Summary Next four years Summary Publication of independent review of the HA October 2011 Looking ahead, the Satisfy requirements of the structural reform plan 2011-2015 Highways Agency faces Publish performance against business plan measures Annual new challenges, and we are People well equipped for these. We Relocation of staff from the current London office By 2013 have the certainty of a four Reduction in number of directorates from 6 to 5 April 2011 year plan for schemes, with Aiming for Zero safety initiative Ongoing allocated budgets allowing Building capability Ongoing for more efficient financing Operate and planning, providing an Games Ready for London 2012 Olympics July 2012 accurate vision of our network National Traffic Information Service (NTIS) September 2011 at the end of the four years. Introduction of the new Reliability Measure 2011 A management summary is New operating model for the Traffic Officer Service April 2011 shown (right) which highlights Commencing Dartford Free-Flow Charging procurement process 2011 the priority areas for the Highways Agency over the Maintain four year spending review Tendering the first two Asset Support Contracts 2011 period to 2014-15. Bring in-house key management and technical functions currently contracted out By 2015 Improve Complete the 7 schemes currently under construction March 2013 Commence the agreed 14 schemes 2011-15 Evaluate the 14 proposed schemes 2011-15 Determine the way ahead for the 4 schemes under review 2011-15

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Looking Ahead  Structural Reform and the DfT Business Plan Structural reform plans are key tools for holding Government departments to account for the implementation of their commitments, replacing the previous top-down system of targets. As part of that framework, the DfT has already published its business plan for the 2011-2015 period, containing six input indicators and eight impact indicators. The document outlines the priorities of the department within the context of the broader Government agenda. The list of commitments made by the department provides clear objectives that the Highways Agency will support. The input and impact indicators provided in the plan support the commitment Looking ahead to the to transparency by setting measures the public coming year the Highways can understand and use to judge performance. Agency faces new Two of the input indicators (maintenance unit costs, and operating unit costs) and one of the challenges, but we are Highways Agency Management Summary impact indicators (journey reliability) have direct well equipped for these Highways Agency ownership (figure 1). Two of Next four years the other indicators – the input indicator of the Publication of independent review of the HA October 2011 value for money of the DfT project spending and Satisfy requirements of the structural reform plan 2011-2015 the impact indicator of national road fatalities – Publish performance against business plan measures Annual are also relevant to the Highways Agency. A full Risk Management People list of our business plan measures for 2011-12 Relocation of staff from the current London office By 2013 can be found at Annex A. The Highways Agency We operate formal risk management procedures Reduction in number of directorates from 6 to 5 April 2011 will also be supporting the DfT in developing aimed at ensuring that all high risks to our Aiming for Zero safety initiative Ongoing and taking forward the recommendations in business are identified and receive focussed Building capability Ongoing the motorway closure incident review, and are management attention, either in the form of Operate playing a lead role in the introduction of free-flow treatment, where cost effective, or of contingency Games Ready for London 2012 Olympics July 2012 charging on the . Reform within plans. These risks are constantly reviewed and National Traffic Information Service (NTIS) September 2011 the Highways Agency over the next four years monitored within the Highways Agency to ensure will result in an organisation that is run more Introduction of the new Reliability Measure 2011 that the status of the risks are managed. efficiently, utilising its skills more effectively and New operating model for the Traffic Officer Service April 2011 ensuring even higher benefits to the taxpayer. Commencing Dartford Free-Flow Charging procurement process 2011 Maintain Tendering the first two Asset Support Contracts 2011 Figure 1 DfT indicators (input/impact) relating to the Highways Agency - place cursor over each indicator. Bring in-house key management and technical functions currently (If you have problems viewing these indicators please see page 35). contracted out By 2015 Improve Complete the 7 schemes currently under construction March 2013 Commence the agreed 14 schemes 2011-15 Evaluate the 14 proposed schemes 2011-15 Determine the way ahead for the 4 schemes under review 2011-15

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Delivery planning will provide Independent the necessary assurance that Benchmarking Review of our: Performance • Spending review the Highways commitments are on track In its report 'Benchmarking the Back Office: Central Agency • Strategic objectives are Government' (2009) being realised/on target the Treasury published In the 2010 Spending Review benchmarking data covering • Resources are being Ministers announced an 153 organisations with over deployed in the right areas independent review of the 770,000 employees. Next year Highways Agency to determine We remain dedicated to we will be working with other whether the Government meeting our aim of safe Government departments has the most appropriate roads, reliable journeys and to improve the quality and approach to the operation, informed travellers and we comparability of the data maintenance and enhancement will allocate our budget to the produced. At the same time we of the strategic road network. areas which can deliver the will seek to achieve our own It is due for publication in most benefit for the Highways efficiencies by recognising October 2011 and will make Agency, the network and the best practice through recommendations based on customer. We have already increased collaboration and its findings. This is a good begun improving efficiency innovation which will be opportunity to set out with within the organisation. For made possible through this absolute clarity just what the example the negotiations benchmarking work. Government expects of us, taking place with the existing In addition to this cross and just how that fits with managing agent contractors department benchmarking, we our funding and the wider (MACs) will deliver significant recognise that there is a need resources available. savings over the current to compare our unit costs for arrangements. In relation project delivery. The Highways to our capital improvement Reducing Cost Agency has collected data programme for major schemes, sets over the last couple of the Highways Agency has and Improving years relating to the delivery of offered 20% efficiencies upfront projects, renewals and routine on previous estimates in return Efficiency maintenance. We will use this for a committed programme. information to benchmark The Highways Agency is taking These are all examples of us performance across suppliers. a business wide approach to working more efficiently whilst This work will be extended delivery, providing assurance getting the most for taxpayers to assess the potential that we are delivering the right money and reducing costs for comparison with other business activities to budget in a time of limited spending. infrastructure organisations (for a full budget please see The Highways Agency will across Europe. The experience Annex B). This establishes ensure that despite reducing and knowledge developed with a means of both managing costs, operating, maintaining other European roads operators the change and reporting the and improving the network will will be reviewed and utilised. performance of the transition to be undertaken sustainably. a new ‘business as usual’. Our responsibility in this area is taken very seriously as we continue to provide an efficient road network for the future (see sustainability section).

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Looking Ahead  Equally, on our major projects schemes, the Highways Agency now has a database of total costs for completed schemes that allows us to benchmark unit costs across projects and contractors. In addition, we have a comprehensive suite of objective performance data that enables a meaningful comparison of contractor performance.

We hold a vision of being the • We set the standard for Highways world’s leading road operator, delivery and we strive to realise the Agency plan’s five goals: The annual business plan provides the high level Strategic Plan • We provide a service that overview of business activities our customers can trust supporting the strategic plan. 2010-15 It fits within the planning • Our network is a dynamic structure shown in figure 2. This The Strategic Plan was and resilient asset shows the hierarchy of plans published at the end of from the policy focussed DfT 2009. The plan recognised • Our roads are the safest in business plan 2011-15 to the the changing economic the world operationally focussed delivery environment and as such • We deliver sustainable and management plans. provides the framework for solutions prioritising our actions.

Figure 2 Hierarchy of strategic documents - place cursor over each pyramid segment. (If you have problems viewing the documents please see page 35). DfT Business Plan

Highways Agency Framework document

Highways Agency Strategic Plan

Highways Agency Business Plan

Highways Agency Delivery and Management Plans

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You Make it Happen Awards 2011 2. People

This year will see changes to We will proactively manage Our Staff the structure of directorates our suppliers to achieve Our people are key to in the Highways Agency. the best possible outcomes delivering our business We are aiming for further for the organisation in both objectives over the coming efficiencies in how we run our maintenance and improvement. years. By developing the right business through a review and This will be achieved by people and skills and providing realignment of functional areas increased focus on management the right tools, we can achieve within Finance and Network at every level of our supply the right outcomes for our Services. chain. Procurement is central to the ‘Asset Support Contracts’ customers. We will make the For the new organisational chart (ASC) which have been most of the extensive skills see Annex C. and experience of our staff designed to deliver substantial and reduce our reliance on savings in the maintenance of outsourcing work to external The Supply the network. The supply chain consultants and advisors. has a critical role to play in Chain ensuring we all rise to meet We recognise the diversity the challenges that lie ahead. of our workforce and have a Over 95% of the Highways Therefore we need a supply ‘single equality plan’ which Agency’s expenditure is chain that can perform – and spells out what we will do to delivered through its supply be seen to perform – efficiently, ensure that our services and chain. To unlock further effectively, and professionally. policies deliver equal outcomes efficiencies and deliver We need our suppliers to work across different groups in both savings, we will continue to closely with us to achieve this. our workforce and for society. innovate in areas such as procurement and contract management.

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People 

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Highways Agency staff: We will make the most of the extensive skills and experience of our staff.

We will seek to recognise suppliers that are proactively meeting the challenges in terms of driving down costs and delivering even more efficient and effective customer services. We 1. Incident Support Unit (ISU) will select only the most capable and best 2. Road workers on the M25 Bell performing suppliers through competitive Common Tunnel refurbishment scheme and effective commercial procurement and we will seek to improve the timeliness of the procurement process. Health and Safety We aim to become Reducing the number of workers injured and at risk on our roads is something we take very seriously. recognised as world class Aiming for Zero is part of an important initiative that in health and safety aims to ensure that we provide a safe environment for our workers. Its vision is to eliminate health and 2 safety incidents involving our staff, road workers and construction and maintenance workers. We aim to become recognised as world class in health and safety in relation to our asset management and network operator roles, whilst endeavouring to eliminate the need for road workers to cross the live carriageway. For our staff based in offices and regional control centres, a supporting strategy and action plan outlines how we will continue to provide a healthy, safe and secure environment to work in.

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Enhancing Our Capability Neighbours Transport Learning The Highways Agency Maintaining good relationships with the people who live close Group Estate to our network continues to The Transport Learning Group During the last year we had be a priority. We have always (TLG) has been set up in the two office moves. These have prided ourselves on high levels Highways Agency as a learning seen staff in Birmingham of customer engagement, and development centre of move from the Broadway especially regarding our plans expertise for the DfT and all its office to The Cube and staff in for future schemes, and we will agencies. By having this group, Manchester from City Tower to ensure that this continues. All we remove duplication and Piccadilly Gate. These moves our major schemes prepare streamline processes across all represent a drive for better a public consultation strategy the agencies, supporting the future business performance and communications plan Department’s wider efforts to and bring cost savings, better which takes account of the improve efficiency, quality and environmental credentials and Government’s Code of Practice consistency. improved accessibility with on Consultation and our own sites being more convenient Approaches to Consultation Roads Academy to mainline railway stations. Guidance. We will continue to Layout has been designed to share information and act on The Roads Academy is a promote more effective use of feedback. We take our diversity postgraduate qualification space with a reduced number responsibilities seriously using sponsored by the Highways of workstations and greater various methods to deliver Agency, accredited through emphasis on hot-desking. better outcomes for everyone. the University of Warwick. Better video conferencing and Delegates come from both desktop meeting software limit the Highways Agency and Road Users the need for travel between the supply chain and it is offices, offering considerable We remain committed to expected that the academy will savings on travel and listening to customers and bring about dynamic change subsistence costs whilst also their opinions to help improve to the way our roads sector reducing our carbon footprint. the network for their use. thinks, behaves and performs. The open plan buildings The National Road Users' Delegates will explore ways to also encourage interaction Satisfaction Survey and the deliver solutions to common and make for pleasant Area Road Users' Satisfaction challenges in the roads sector. and productive working Survey are designed to The Academy addresses a gap environments. Further savings gather views directly from our in professional development will be realised when London customers to highlight areas within the sector and based staff will relocate from that may need improvement. complements existing learning the existing site at Buckingham We see this as an extremely and development programmes Palace Road. important method of feedback in the Highways Agency and and particularly useful for the supply chain by ensuring assessing the experience of those taking part can apply road users. their learning directly to their work place.

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Collaboration People  Lean Improvement 'Lean' allows us to identify where we can eliminate waste from processes and where we can make the most of people and resources, thereby improving efficiency within both the supply chain and the Highways Agency. This is of particular importance as we work to deliver more for less. Lean has been successfully applied across many areas, including earthworks, managed motorway gantry installation, design, road surfacing The Knowledge We have participated in a plant hire, winter service routes number of research projects and network occupancy. It has Programme and programmes, during the potential to deliver significant 2010-11, such as ERA-NET savings in future construction The Highways Agency Knowledge Programme of ROAD II a collaborative schemes and maintenance programme on climate change operations through greater research continues to play a key role in delivering part of which was completed to time efficiency and quicker delivery, and budget providing the and will assist collaborative wider DfT research strategy by focusing on how innovation and Highways Agency with over working. Lean principles are a million pounds of research clearly reflected in the new new techniques can be applied to the strategic road network. data. We will continue to Asset Support Contract for participate in collaborative maintaining the network as well We have structured this programmes relating to road as in new supporting technical programme and re-designed safety and effective asset requirements. Negotiations our processes to better identify management. with existing MAC suppliers will a knowledge need which ensure these are adopted widely can lead to a delivery of an and rapidly. The Highways improvement on the strategic Agency expects its supply chain road network. to embrace Lean and will use an assessment tool to monitor We will continue to collaborate how it is taking Lean initiatives with other organisations forward. This will be used as part especially with other European of our supplier selection process road operators to reduce cost in future. Lean creates the right and increase the effectiveness environment for getting the best of roads research. One value for money and derives example is the European savings through the identification Research Area Net (ERA-NET). of 'non-value added' work which can be reduced or stopped.

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Regional Control Centre 3. Operating the Network

This year a new reliability Reliability measure is being introduced. The Traffic The strategic road network Based on the principle of Management supports the safe and measuring the time taken efficient movement of people to travel between adjacent Future and goods. It is therefore junctions of the network vitally important to the against a reference time Operating economy that the network derived from historic traffic remains a reliable transport data, it enables us to Model choice for our customers. determine the percentage of all junction to junction On-road traffic officers, journeys that are on time on supported by the national our network. and regional control centres have given us the capability The new measure takes into to operate roads in a way that account the effects of planned few, if any, other countries can roadworks on the flow of traffic. match. The control centres also It provides a more accurate keep drivers informed through and realistic approach to real-time traffic information, by reliability using references setting signs and by providing based on expected times for traffic information to other each section of our network. service providers, enabling motorists to make well informed decisions.

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Operating the Network 

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Traffic officers: Our traffic officers have been helping to keep traffic moving since 2004 and their distinctive vehicles are now a familiar sight on England's motorway network.

Our Traffic Officer Service is firmly established, and has demonstrated a track record of consistent delivery. The time is now right to review how it operates and secure efficiencies 1. Smartphone with HA while still maintaining a first-class service. We application have devised a broad range of operational 2. Traffic officers on the M1 improvements for our traffic management functions, and have produced a blueprint for future traffic management operations. The blueprint describes an enhanced method of service delivery, known as the Future Operating The strategic road Model (FOM). This model aims to improve the delivery of services to users of the strategic road network supports the safe network at lower cost. and efficient movement of The FOM will transform the efficiency of our people and goods traffic management, driving this specific business function forward with savings estimated 2 at around 20% by 2013, with a detailed change programme to ensure efficiency in the future.

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The following approaches may These will include the Highways Our Highways Agency be used: Agency website and other Information Line (HAIL) communication channels is based within the NTCC • More flexible resourcing of including: building at Quinton. We staff to increase capacity currently answer over 500,000 and capability at times • Travel bulletins on local and calls each year through this of higher demand, and national radio telephone service and our reducing staff at lower • Google maps regional control centres. demand periods To improve the quality and • Flexible crewing of traffic • Over 300 non-HA partner consistency of our call handling officer vehicles and a move websites capability we will be creating a single call centre for the to a mixed fleet with lower • Traffic England cost vehicles majority of our incoming calls • Highways Agency to be based alongside NTIS as • Using intelligence in Information Points at sites part of the new National Traffic strategically positioning such as motorway service Operations Centre (NTOC). The traffic officer vehicles to areas, shopping centres NTCC building will be renamed respond to incidents and airports as the NTOC building from 1 September 2011. National Traffic • Automated RSS and Twitter feeds Dartford Free- Information This year will see the Highways Agency embrace the growth Flow Charging Service of social media, which is fast becoming a key way of The Department for Transport The efficiencies of the FOM spreading information. We is committed to improving the will be reinforced by the new will be developing our use of traffic flow and congestion at National Traffic Information services such as Twitter and Dartford Crossing in the short, Service (NTIS) which will YouTube to spread important medium and longer term. As replace the current PFI messages including safety highlighted in the DfT Business contract for the National Traffic videos and advice on how Plan 2011-15, the Dartford Control Centre (NTCC). NTIS to be prepared in extreme Free-Flow Charging scheme is expected to go live on 1 weather conditions as well as aims to improve the road September 2011. NTIS will traffic reports. Information will user experience and reduce build on the success of the be fully exploited to ensure our delays at this location through NTCC, continuing to collect Traffic Officer Service remains the introduction of newer data from roadside technology focused on maintaining technology and physical and providing intelligence on maximum carriageway layout changes to collect and the state of the network. capacity through effective enforce road user charges It will capture and interpret incident clearance. electronically. During this traffic data, disseminating this business year the Highways to road users via a range of Agency will complete the information channels. service design and start the procurement process to secure an out-sourced customer charging and management services contract that will support this free-flow charging scheme at Dartford.

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The Olympics 2012 Operating the Network  The Highways Agency will continue to prepare for a successful Olympic and Paralympic Games. In collaboration with other organisations, such as the Olympic Delivery Authority, the London Organising Committee for the Olympic Games and 4000 KSI 10 Year Plan the DfT, we will ensure that 3500 our network is ready for the

challenge that we will face in 3000 2012. Our plans for the final

run up to the games will be 2500 improved and refined to ensure KSI Casualties that they are fit for the event 2000

and then will be shared and 1939 integrated with our partners' 1500 plans by April 2012. 1998 2000 2002 2004 2006 2008 2010 2012 Operational Year The Traffic Management Killed or Seriously and Road User Directorate’s health and safety Injured (KSI) casualties Safety programme will drive forward action areas identified in the Safety for the road user is A strategic goal of the Highways Traffic Officer Health & Safety a priority for the Highways Agency is that our roads are Strategy and represents best Agency, with around four the safest in the world. We practice for safety under the million customers using the recognise that safe roads Future Operating Model. It will network each day. Therefore means both roads that are safe ensure that the changes to it is key that we make for road users and roads that the Traffic Officer Service will journeys as safe as possible. are safe for our workforce. not compromise the safety of Performance figures for 2009 either our traffic officers or our Our Aiming for Zero vision show a reduction of 42.4% customers and help to secure for health and safety in in KSI casualties from the further improvements to our the business is ‘that as an baseline figure. This ongoing health and safety record. employer, designer and a improvement is delivering leading client, nobody comes a safer network as well as to harm as a result of their increasing the reliability of work for us’. This over-arching journeys for customers. vision covers both our own staff, including the Traffic Officer Service, and those we employ in the supply chain (see ‘Workers' Safety' section).

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A404(M) Railway Bridge Replacement 4. Maintaining the Network

This financial year the Highways Agency will aim The Future Reducing for greater efficiency in our routine maintenance leading Condition of the Cost of to substantial savings in the next four years. The Highways the Network Maintaining the Agency will pursue a number of Today the network is in good Strategic Road initiatives to meet this objective condition and has been of cost reduction. well maintained over recent Network years. Looking ahead we will endeavour to ensure that the The main reform will be to network is maintained to the the existing MAC contracts, optimum standard. We are through which suppliers committed to maintaining the provide the maintenance of the operational performance of strategic road network and its the strategic road network, assets. A new maintenance ensuring that we do not contract has been developed compromise the safety of our to replace it, called the Asset motorways and major A roads. Support Contract (ASC). Beginning with Area 2 in the South West from July 2012, we will start to replace all existing contracts. These are expected to deliver substantial savings over the current arrangements.

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Rather than just making modifications to the existing contracts, we will be introducing an entirely new model contract. The focus of the new ASCs will be on incentivising our service Maintaining the Network providers to work in innovative and improved  ways, delivering real cost savings, as well as driving efficiency, while concentrating on key priorities, such as safety and winter service. Technical requirements will be reviewed and more roadworks will take place during the day to reduce costs where a good level of service to users can be provided. The focus is shifting to repairing rather than renewing to reduce costs. This will allow us to spend less money 1 on maintenance whilst concentrating on the functionality of the road and safety of road users.

This simplified approach will deliver savings and efficiencies while maintaining a competitive supply chain. All areas will move to the ASC as part of the natural contract lifespan, with Area 10 in the North West following Area 2. All areas will be using the ASC by 2015. In the interim, some key parts of the ASC including the new standards will be incorporated to existing MAC contracts. This will ensure that we start 1. Night resurfacing on the M56, delivering cost savings as soon as possible. Junctions 10-11 We are also changing the way we manage our 2. Contractors loading vehicle technology. In the future, we will no longer use TechMACs, those contractors who, to date, have managed our on-road technology assets. Our service providers, operating under the ASC, will manage regional technology maintenance As of 2011 the network is contracts on our behalf. in good condition having Asset Management been well maintained over We will invest in better asset management recent years systems and processes to give us greater insight into the condition of the road infrastructure 2 and when to intervene with maintenance and renewals. The Highways Agency is therefore looking to reduce uncertainty by thinking further ahead in terms of the renewal of assets, ultimately enabling us to confidently invest in the right areas at the right time.

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Innovative solutions We are developing and deploying innovative solutions in all areas of the business, for example:

• An alternative system to our Motorway Incident Detection and Automated Signalling (MIDAS) system, which detects traffic and congestion on the road using inductive loops embedded in the Highways Agency winter maintenance vehicle: When freezing road surface, has been temperatures are forecast, the winter fleet will be out treating the roads with introduced to the network. salt. The fleet includes modern spreading vehicles which distribute the salt with less waste. Known as Magnetic Anomaly Detection it works by detecting disturbances Asset management is critical to the Earth's magnetic field to delivering the Highways Winter Service and, unlike MIDAS, can be Agency’s measures within During the winter months the installed on the underside the available budget. The Highways Agency has an of bridges. Integrated Asset Management extremely important job in We have successfully (IAM) programme is ensuring our network remains strengthening national-level trialled it on elevated open and that our customers sections of the A282 at decision making. This is crucial can travel safely to their to the future management of the Dartford and M5 near destinations. Our new winter Birmingham and the network during the spending fleet uses the innovative pre- review period. By taking an units have proved to be wet spreading technique an effective alternative evidence based approach it which is more accurate than aims to provide an accurate detection method to traditional dry salt methods, inductive loops. assessment of network need. allowing less salt to be used. During this financial year, this These more effective and • The Highways Agency will help to make improvements efficient vehicles help to reduce has recently developed a to asset data. We will deploy the negative impact of salt on new, lower cost roadside Asset Management Plans the environment and with their telecommunications which will offer greater clarity modern engines, are helping to solution that has been of planned management and reduce pollution. deployed on the A14 improvement of the asset. technology project. The new fibre-optic based solution delivers significant cost savings compared to the cost of the traditional motorway solution, which uses copper cables as well as fibre.

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Maintaining the Network 

In addition to the cost savings, this new approach has improved reliability and resilience as a result of the diverse routing provided through this state of the art solution.

• Hydroblast is a new system for clearing spillages such as diesel off the network, using high-pressure jets of water. This helps remove spillages without the need Variable message signs: VMS are located at key for resurfacing, meaning decisions points on our network, and display information a quicker cleanup and to drivers about emergencies and incidents to improve a shorter carriageway safety and minimise the impact of congestion. closure.

• Trials of innovative For 2011-12, the emphasis will materials which absorb Technology switch from deploying further hydrocarbon and diesel The network has a good traffic new technology to reducing spillages have been carried technology infrastructure the cost of maintaining our out. Early indications with variable message signs existing roadside technology suggest that, if appropriate (VMS), CCTV, and motorway and making an improvement in quantities are applied incident detection and its reliability. Through the new within the prescribed time, signalling systems (MIDAS) all ASC arrangements, and by skid resistance will be contributing to the reliability of applying aspects of the new maintained and long term journeys. Future deployment of arrangements to the existing deterioration of flexible new technology is earmarked TechMACs, we will better target surfacing will be avoided, for managed motorways technology maintenance to thus removing the need for schemes. ensure the best technology costly and time consuming asset performance possible at remedial works. a reduced cost. This approach will ensure that finite resources are targeted at high value technology schemes without reducing the service already available to our customers from the existing technology provision.

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Sustainability Our vision for sustainable development is to support a healthy, prosperous and fair society and strive to protect resources for future generations. Principles of sustainable development are well established in the Highways Agency and are a key driver in all we do. By informing the intelligent use of resources, sustainable Efficiency Strategy:Switching off development represents a core motorway lighting. principle supporting economic recovery and deficit reduction.

o Trial of an innovative • This year we will be Carbon telematics system in our establishing a longer term Lower carbon output is contractors' vehicles to focus by developing a set particularly important to the promote more fuel efficient of principles for addressing Highways Agency with the DfT driving by our maintenance the key sustainability issues Business Plan highlighting the supply chain over which we can have direct control or indirect need for cutting the carbon o Ongoing initiatives influence. This approach emissions on our roads. to reduce energy will support the Highways We will continue to actively consumption on the Agency’s Strategic Plan manage greenhouse gas network in line with our vision: Operating our emissions while establishing Energy Strategy such as network more effectively a reliable process for the midnight switch off of lies at the heart of greater measuring and reporting our motorway lights emissions and improving the sustainability. Our road understanding of emissions o Initiatives to reduce the network must function associated with our work. energy consumption of our smoothly to support office estate and continued national economic Our focus on reducing our reduction of business travel recovery, we must meet the carbon footprint will be needs of all our customers maintained with the following to promote national schemes: wellbeing, and we must continue to develop our o Working through a carbon sustainable approach. management framework with partners aimed Other work to be taken at providing a better forward this year will include understanding of the developing new advice to whole life carbon impacts give our supply chain greater of road maintenance and clarity on our expectations construction in terms of sustainability.

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Maintaining the Network 

Environmental Strategy: Sets out our wider environmental 1 priorities in relation to our activities on the network.

Environment The environment is at the core of our business and we will seek to protect it in a sustainable way while achieving high standards of 1. Newly-opened A421 near performance. We continue to won the Fleming Award pursue excellence through for geotechnical excellence a balanced approach where 2. M25, Dartford Crossing value for money is the major consideration in obtaining good environmental outcomes. Our focus on reducing This is the second year of our carbon footprint will our Environmental Strategy. be maintained with the The strategy will continue to be delivered through its introduction of innovative annual action plan focussing schemes on delivering sustainable outcomes, improving 2 efficiency, enhancing collaboration and community engagement and working in balance with our business and environmental priorities.

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M1 Motorway 5. Improving the Network

Map 2: Major Project’s schemes given approval up to 2015 - Major click on map to zoom in Schemes Current schemes and The Government is expected completion dates committed to prioritising Schemes approved in October 2010 capital investment in economic infrastructure M62 J25-30 A1 Dishforth to Leeming (2012) that supports growth. M62 J18-20 M1 J39-42 In support of this LEEDS objective, we have M60 J12-15 M1 J32-35a LIVERPOOL been funded to M60 J8-12 MANCHESTER complete the seven M1 J28-31 A556 Knutsford to schemes currently Bowdon A46 Newark to Widmerpool (2012) under construction, M6 J5-8 A11 Fiveways to and to start a further 14 BIRMINGHAM Thetford

between now and 2015. M1 J19 These are illustrated in Viaduct Replacement M1 J10-13 (2013) (2012) Map 2. M25 J16-23 (2012) M25 J23-27 BRISTOL LONDON M4 J19 and M5 M25 J27-30 (2012) J15-17

SOUTHAMPTON M25 J5-6/7 EXETER BRIGHTON

A3 Hindhead A23 Handcross to Tunnel (2011) Warninglid

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Improving the Network 

1

Major Schemes: Our goal is to generate 20% efficiencies for the 14 new schemes.

These schemes will start within the next four years. Our goal is to generate 20% efficiencies for the 14 new schemes. For every pound invested in these 14, there will 1. M6 - installing concrete be around £7 of public benefit, with some as central barrier high as £17 benefit. Overall these schemes 2. Managed motorways in will create around £13 billion of public value, operation demonstrating their importance and worth to our customers and the Government.

Eleven of the 14 new schemes will be delivered as managed motorways. This follows the success of the earlier managed motorways pilot Overall these schemes will scheme around Birmingham. create around £13 billion A further 14 strategic road schemes will be of public value examined for delivery in the years following 2014-15 and another four will be subject to 2 further review (Annex D). As part of scheme selection, all major road schemes on the strategic road network have been assessed to ensure they provide good value for money, that they represent strategic value and that they are deliverable to budget and timescale. A prioritisation exercise has ensured that the best value schemes will start between now and 2015.

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• Control – control over the With a funded programme, we Confidence in delivery of schemes means will be able to take this first Delivery that development can be step onto a new level and, planned around seasonal through collaboration with We have committed to reduce and resource constraints. our established supply chain, the cost of capital major This allows us to plan for develop and implement a projects by 20% against the long term, smooth out more efficient delivery strategy baseline estimates. workload and increase that takes full advantage of resource utilisation. the commercial value that There are three key features comes with a large and visible of the funded programme that All of these provide the programme. enable efficiency improvements confidence to develop to be made: long term delivery and Property, Lands and procurement models that Compensation • Continuity – an will lead to a reduction in the underpinning component to cost base with the ability to The key function of this delivering the efficiencies. manage risk more effectively division is to provide to the This enables learning to across the programme. Little general public, claimants and flow naturally from activity of this is deliverable with their agents, the property to activity. It provides the conventional, project-by- profession, Ministers and reason for investing time project, delivery models. Highways Agency colleagues into building relationships. a high quality, comprehensive The proposal moves us Ultimately, this will lead service on all aspects of towards the best practice to collaboration at a level property and compensation Portfolio Management models that seeks the ‘right person matters. This includes recommended by the Office for for the job’, as opposed acquisition, management, Government and Commerce to conventional thinking payment of compensation, (part of the Efficiency and based on the organisation disposal and the provision of Reform Group) for management they should come from. In land cost estimates. Given of the portfolio and pipeline. turn, this will also remove the Highways Agency's key duplication. The proposal also allows us to expertise an agreement has increase the level of integration been reached with the DfT to • Commitment – and collaboration with our extend this service to support provides programme supply chain. We strongly , the high speed visibility, allowing us to believe that this will deliver rail network, in the provision present a strong portfolio benefits through improved and management of property of work to the market and programme performance and lands. enabling us to take full and risk management, advantage of economies together with standardisation of scale in areas that are of processes, solutions and yet untapped. This also aligned goals, all starting to provides the potential for feed into improved delivery in investment into developing terms of cost and time. new and more efficient ways of delivery.

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Improving the Network 

Safety: Our safety policy, Aiming for Zero, is working towards our commitment to eliminate the need for workers to cross the live carriageway.

The Construction and road network. The Highways Workers' Safety Maintenance Action Plan due Agency promotes and delivers In the 12 months from 1 April for release this year, outlines affordable improvements to the 2010 to 31 March 2011 there the ways that we are increasing network, supporting economic were five fatalities among the safety in the supply chain for and environmental priorities. workforce on our network. The activities undertaken away from live traffic. The following When developing strategies Highways Agency and our with stakeholders we inform supply chain recognise that areas have been identified as a priority for safety intervention: and influence the pattern of this is unacceptable, and we new development balancing will put every effort into working • People being struck by the wishes of local communities towards realising our Aiming for vehicles or machinery with the economic importance Zero vision. of the network. We engage • Slips, trips and falls Work under our Road Worker with Local Planning Authorities, Safety Action Plan will continue • Manual handling Local Enterprise Partnerships to target innovative traffic and developers in planning • Unsafe behaviours management practices. We development that will ensure safe and efficient operation of will also seek to meet our • Ineffective communication the strategic road network. Road Worker Safety Strategy or poor supervision commitment to "eliminate We continue to exercise the all fatalities, serious injuries Planning Secretary of State's statutory and long-term health to responsibilities for providing road workers maintaining In all stages of the planning responses to planning our network" with a goal of process we support sustainable applications that impact on the eliminating the need for workers development and economic strategic road network. to be on the live carriageway performance while ensuring by December 2016. proposals do not compromise the capability of the strategic

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Annex A: Highways Agency Business Plan Performance Measures

HA Business Plan How often will it The purpose of the measure Measure be published? Cost of operating the HA This is a unit cost measure designed to show changes in Annually motorway and A road the cost of operating the network. network per vehicle mile. This will involve dividing annual expenditure on Traffic Officer Service and other HA operation expenditure, by DfT statistics on network volumes. Cost of maintaining the This is a unit cost measure designed to show changes in Annually HA motorway and A road the cost of maintaining the network. network per lane mile. This will involve dividing annual expenditure on HA maintenance expenditure, by the length of the network as recorded in the HA’s pavement management system. Percentage of HA's This is the HA’s portion of a DfT-wide indicator designed to Biannually appraised project spending show the value of major capital investment. that is assessed as good or very good value for money. For the HA, this is limited to the projects in the major schemes programme and involves using the individual scheme appraisals to categorise each project as either good or very good value. Reliability of journeys on the This measure uses actual junction to junction traffic data Monthly HA motorway and A road to determine whether the `journey' time taken to travel network. between adjacent links is within a set reference time for that period.

The metric will be expressed as 'x' percent of 'journeys' that are `on time'. Annual road fatalities on the This measure is based on DfT road safety data collected Annually HA motorway and trunk road via forms completed by the police following personal injury network. accidents. The mean and median These measures are based on data on the duration of Monthly average incident duration incidents collected through the HA’s command and control times on motorways. system in each regional control centre.

These measures will be The purpose of the measure is to show the change in the supported by the publication clearance times of incidents causing the closure of lanes of detailed data on the on motorways. total numbers of incidents, and the distribution of their duration times in different time segments.

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Annex A: Highways Agency Business Plan Performance Measures (continued)

HA Business Plan How often will it The purpose of the measure Measure be published?

Contribute to national and This involves continuing the publication of the HA’s carbon Annually international goals for a footprint, segmented into three ‘scopes’ in line with reduction in carbon dioxide existing greenhouse gas reporting protocols. The footprint emissions by lowering the is derived from fuel and energy invoices and internal travel HA’s emissions. and subsistence claims etc. The business plan measure will encompass all “Scope 1 and 2” carbon emissions, and the business travel element of “Scope 3”.

The proportion of the Road surface condition data is obtained through annual Annually network that is in a condition road surveys and the measurements are held in the HA’s that does not require further pavement management system database. investigation for possible The percentage of the network measured as being in a maintenance. better condition than “category 3a” will be reported to provide a consistent measure of road surface condition. “Category 3a” stipulates a number of condition thresholds which are used to indicate whether a stretch of road should be investigated to determine whether maintenance is required.

For the programme of This is a measure based on a system of Earned Value Annually schemes in the construction Management (EVM). phase, maintain a EVM combines measurements of physical achievement programme level of at (i.e. accomplishment of planned work), schedule least 1.0 against the cost performance (i.e. behind/ahead of schedule), and cost performance index (CPI) and performance (i.e. under/over budget) within a single the schedule performance integrated methodology. index (SPI).

The accident frequency rate Health and safety performance for construction and Annually of the HA supply chain. maintenance activities is monitored using accident frequency rates (AFR), calculated on the basis of all incidents reportable under the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995. This will be presented as a 12-month rolling average, per 100,000 hours worked.

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Annex B: Indicative Budgets 2011/12 - 2014/15 Financial Year (April to March) £m 2011-12 2012-13 2013-14 2014-15 Programme Resource DEL (RDEL) Roads PFI Service Payments 394 447 441 422 Network Management (incl. programme staff) 103 102 104 82 Traffic Officer Service (incl. programme staff) 90 92 80 66 Technology PFI Service Payments 66 66 68 71 Technology Projects 9 9 9 9 Maintenance 417 261 255 265 Smaller Schemes and R&D 45 46 47 38 Other (including other income) (6) (6) (5) (6) Total Programme RDEL excl. depreciation 1,118 1,016 998 947 Programme Depreciation/impairment 868 912 867 864 Total Programme RDEL incl. depreciation 1,986 1,928 1,865 1,811 Admin Resource DEL excl. depreciation 81 75 69 64 Admin Depreciation 2 2 2 2 Total Administration RDEL incl. depreciation 83 77 71 66 TOTAL Resource DEL excl. depreciation 1,199 1,091 1,067 1,011 Depreciation 870 914 869 866 TOTAL Resource DEL incl. depreciation 2,069 2,005 1,936 1,877

Capital DEL (CDEL) Major Schemes 797 435 450 580 Network Management 14 14 14 15 Traffic Officer Service 5 5 5 6 Maintenance Renewals 416 460 392 390 Smaller Schemes 31 46 35 70 Capitalised Staff and Office Estate costs 25 25 26 26 Total Capital DEL 1,288 985 922 1,087

Total DEL excl. depreciation 2,486 2,076 1,990 2,098 Total DEL incl. depreciation 3,356 2,990 2,859 2,964

Programme Resource AME 855 860 969 925

TOTAL BUDGET (incl. depreciation) 4,211 3,850 3,828 3,889 Notes Amounts are net (i.e. include allowable receipts) and the indicative split between areas of spend may change. Amounts displayed are rounded to millions. Rounding differences may arise as underlying amounts are more detailed. Glossary DEL: Departmental Expenditure Limit AME: Annually Managed Expenditure (includes non cash items e.g. provisions and write-down of assets) Resource: Operating and maintaining the existing network Capital: Improving and enhancing the network through investment Administration: Activities required to support all programme delivery

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Ginny Clarke Network Services Network Communications Performance Management Directorate Planningand Board Secretariat National HealthandSafety Procurement Solutions Operational andTechnical Lean andBenchmarking Performance Network Planningand

Previous view Derek Turner Development and Network Delivery Traffic Technology Asset SupportContract Network DeliveryandDevelopment South East South West East North West andtheNorthEast Central Chief Executive's OfficeExecutive's Chief

Nirmal Kotecha Major ProjectsMajor Portfolio Office Commercial Division Major ProjectsMajor North South WestSouth and Midlands Graham Dalton Contents page Chief Executive

Stephen Dauncey Business Services Finance and Management Property andBusiness Technologies Information andCommunication Human Resources Finance Services Financial Partner Financial Support & Operations Partner Finance Development and Delivery Network ProjectsPartner Major Finance ControlFinancial Consultancy and Inspection Audit,

Tim Walton Alan Cook Director Non Executive Chairman Non Executive HIGHWAYS AGENCY Highways Agency Boar

Simon Sheldon-Wilson Tracey Barlow David Hughes Director Non Executive Director Non Executive Traffic Management Operations Support and Development and Training Traffic ManagementInformation Regional ControlRegional Centres London 2012 Olympics South East South West Midlands South West Midlands East East North West YorkshireEast North and

BUSINESS PLAN2011-12 d asofApril2011 Next page 33 HIGHWAYS AGENCY BUSINESS PLAN 2011-12

Annex D: Major Projects Schemes and Schemes Under Review

Schemes with potential starts in future spending review periods M1/M6 Junction 19 M25 Junction 30 M6 Junctions 10A-13 A14 Bypass A160/A180 Immingham A19 Testos A19/A1058 Coast Road Junction A21 Tonbridge to Pembury A27 Chichester Bypass A38 Junctions A45/A46 Tollbar End A453 Widening A5-M1 Link Road A63 Castle Street Schemes Under Review M54/M6 Toll Link Road M20 Junction 10 A M3 Junctions 2-4A M4 Junctions 3-12

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Annex E: Interactive features displayed in full Structural Reform and the DfT Business Plan DfT indicators (input/impact) relating to the Highways Agency (page 9) INPUT indicators

• Cost of maintaining the Highways Agency’s motorway and A road network per lane mile.

• Cost of operating the Highways Agency’s motorway and A road network per vehicle mile.

• Percentage of Highways Agency’s project spending assessed as good or very good value for money.

IMPACT indicators

• Reliability of journeys on Highways Agency’s motorway and A road network.

• Annual road fatalities. Highways Agency Strategic Plan 2010-15 Figure 2: Hierarchy of strategic documents (page 11) • DfT Business Plan: The DfT Business Plan 2011-15 sets out the government's plans for the nation's transport system.

• Highways Agency Framework document: The Framework document sets out the respective roles and responsibilities, including the governance arrangements between the Highways Agency and the DfT.

• Highways Agency Strategic Plan: This is a high level document, setting out our direction and priorities to 2015. It also provides the basis for the development of more detailed operational plans.

• Highways Agency Business Plan: Our annual business plan sets out our key performance measures and budgets.

• Highways Agency Delivery and Management Plans: These plans are all delivered through effective operation and improvement of the strategic road network, showing the essential role we all play in implementing government priorities.

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