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Highways England Delivery Plan 2018-2019

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Highways England Delivery Plan 2018-2019 Highways England Delivery Plan 2018-2019 Highways England Delivery Plan 2018-2019 3 Contents Foreword 1. Executive summary 8 Strategic outcomes 2. A safe and serviceable network 10 3. Supporting economic growth 16 4. More free-flowing network 24 5. Improving the environment 32 6. Accessible and integrated network 38 Enablers 7. Delivering performance and efficiency 40 8. People and our company 42 9. Collaborative relationships 46 10. Changes we have made 48 11. Planning for the future 50 Annexes 1. Major improvement projects 52 Key performance indicators and performance 58 2. indicators 3. Funding table 62 4. Glossary 63 Contents 4 Front cover: Angel of the North overlooking the A1 and A167, Tyne and Wear Foreword During 2017-18, we completed 10 schemes. These have added over 90 lane miles of capacity to our network, and will help to improve our customers’ journeys. n We delivered a bypass for Dunstable on the A5/M1 junction 11a link2, providing better access to the M1 in Bedfordshire, unlocking major growth in the region and creating safer, less congested journeys ur 2018-19 Delivery Plan Update sets out for our customers. Oour plans to improve safety and customer service, and the project and operational n We opened the second and final delivery of the government’s first Road phase of the M5 junctions 4a-63 smart Investment Strategy (RIS). motorway, with all lane running, between junctions 5 and 6 in the Midlands, Highways England was established in 2015. reducing congestion and improving Our role is to plan, improve, manage, operate journey time reliability. and maintain England’s Strategic Road Network (SRN): over 4,300 miles of motorways n We upgraded 12 miles of the A1 4 and major A roads connecting the country and between Leeming and Barton to three driving economic growth. lane motorway, supporting economic growth in the north, improving safety and Since 2015, we have completed 22 schemes, completing a motorway link on the A1 with a further 18 major projects in construction from Tyne and Wear to London. across the SRN. This includes the flagship A14 Cambridge to Huntingdon1 scheme, where We are developing other nationally significant we opened the first road bridge in September projects. This includes the new Lower Thames 2017. We have established a partnership with Crossing which, when complete, will provide West Anglia Training Academy to create a 70% extra capacity across the Thames. It will dedicated training and apprenticeship course unlock £8 billion for the economy, facilitating for this scheme. This supports local skills and 6,000 new long-term jobs. It will help everyone development through the A14 scheme and travelling from north to south and on to the beyond. We will also create 271 hectares of continent via Kent. More locally, it will provide new wildlife habitat as part of this scheme, and reliable journey times and relieve considerable we will finish it all in March 2021. congestion between Essex and Kent. 1 Map number 22 in Annex 1 2 Map number 9 in Annex 1 3 Map number 20 in Annex 1 4 Map number 3 in Annex 1 5 We have continued to evolve as a company, Using designated funds, we deliver introducing 1,000 new staff to gear up for environmental schemes, support innovative our increasing investment programme, and approaches and enable the development of improving our understanding of our assets new homes. We look to innovate and adopt new through our Asset Delivery programme and technology, support safer roads, and provide investment in our asset management processes better links for pedestrians, cyclists, horse and systems. riders and other vulnerable users. Looking forward to 2018-19, we will start work We are committed to our customers, and we on six projects, and seven will open to traffic. want to understand their needs – and future priorities – even better. We remain focused on our three imperatives: making our roads safer; improving our service This Delivery Plan Update lays out our to customers; and delivering the RIS. objectives and outputs for the 2018-19 year. Our past record shows that we take these Our aim is that no-one should be harmed when commitments seriously. We recognise that travelling or working on the SRN. While we we still have much to do to improve our can’t eliminate all risk on our network or in our performance and we believe that we will operations and construction activities, we can continue to deliver against the objectives of recognise it, assess it correctly, and ensure that the Infrastructure Act 2015, the expectations people are protected from it. of our stakeholders and for the benefit of those we serve. We will deliver a programme of targeted safety campaigns to improve driver behaviours. We will also focus on improving the health, safety and wellbeing of all our people – not only in our organisation, but across our supply chain. Jim O'Sullivan CEO 2016 2015 2017 2018 2019 Contents 6 Traffic officer on patrol 7 1. Executive summary he Delivery Plan Update sets out our In 2018-19, we have a number of initiatives Tongoing work and plans to meet our three to improve road users’ safety and journey imperatives: making our roads safer; improving quality. Insights from our customers and our service to customers; and delivering stakeholders, as well as from our research, the RIS. have, for example, emphasised the importance of traffic information. We will aim to improve Our objective is to improve the SRN’s the information road users need to plan and performance for our customers by increasing manage their journeys safely and effectively. safety - which remains our first imperative and underpins everything we do – improving Our designated funds programme is starting to delivery and furthering the SRN’s positive make a real difference to people’s lives and to impact on our economy, environment and the environment. In the first three years of the communities. first road period (2015-2020) over 250 homes have received noise insulation using these Our Health and Safety Five Year Plan promotes funds, cyclists have benefitted from over 80 best practice, whilst our safety leadership, improvements and 20 landscape improvements employee training and engagement activities have helped to improve the appearance of our help keep our workforce and supply chain safe. network. We have a £200 million programme for this year, which is almost 10 times the first As part of our drive to improve safety, we year’s programme – showing our commitment to have made design improvements to the SRN, these funds and the value they deliver. including scheme upgrades, better signage, smart motorways and expressways, which will This Delivery Plan Update also presents our help facilitate safer roads, drivers and working ongoing commitment to contributing to the UK’s practices. economic growth. As outlined in our Strategic Economic Growth Plan, The Road to Growth, Highways England uses the term “expressway” the SRN has four important strategic roles only to differentiate the design standards for to play in unlocking economic potential by: new and upgraded A roads from other types supporting reliant business sectors’ productivity of motorways. This means that we will not be and competitiveness; providing efficient routes introducing “expressways” as a concept to to global markets; supporting the sustainable road users and they will not need to learn new development of homes; and increasing signs or procedures. employment. 1. Executive summary Executive 1. 8 In support of these objectives, in 2018-19 we We will continue to improve performance, will open seven major improvement schemes generate efficiencies and achieve cost to increase capacity, help provide reliable savings, supporting our drive to use available journeys and increase access, improving our public funds efficiently and effectively. network to accommodate local delivery plans. Ultimately, we can only optimise our ability to A further significant scheme for which deliver if we have the right people, processes the Secretary of State for Transport has and systems. We will increase our efforts to announced the preferred route is the A303 retain, develop and attract the best talent Stonehenge upgrade5. Totalling £1.6 billion, to meet our evolving needs and to continue this includes the construction of a tunnel under to drive our equality, diversity and inclusion one of the world’s most famous prehistoric principles. monuments, a free-flowing dual carriageway and a much-needed bypass north of We will further strengthen our strategic Winterbourne Stoke. relationships with our stakeholders and supply chain, providing invaluable insights into our Our £80 million Growth and Housing Fund customers’ needs and priorities for the SRN. for the first road period provides financial To help us achieve our focus around our key contributions towards the cost of road imperatives, we will learn lessons from the improvements that are needed for new housing challenges we have faced to date and seek to developments. This will continue to be an continuously improve. important element of our strategy. Apprentice working on the M5 Oldbury viaduct scheme 5 Map number 109 in Annex 1 9 2. A safe and serviceable network Key performance indicator (KPI) Indicators that will be used to measure performance: Making the network safer Road safety The number of Killed or Seriously KPI Injured (KSI) on the SRN n Incident numbers and contributory factors for motorways n Casualty numbers and contributory A reduction in the number of KSIs factors for all-purpose trunk roads TARGET from the
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