1. Highways Term Maintenance Association David Craik – Highway Services Director, Colas Limited Improvements & Efficiencies Working Group

2. We are the trade body for the UK highways maintenance industry. Formed in 2005 to promote the positive contribution that the highways maintenance industry makes to the nation 21 members who account for approximately 75-80% of the highways maintenance workload undertaken in Great Britain – in excess of 400,000km of roads. The industry employs around 20,000 people and the annual value of works is over £3 billion.

3. Our Vision Our Vision “To promote the development of an economically and environmentally sustainable highways management and maintenance industry for the United Kingdom.” Our Strategy Our Strategy “To be a representative voice of the highways maintenance industry, promoting its overall image, sharing knowledge and feedback, fostering best practice and industry standards, whilst influencing government and other stakeholders’ policies.”

4. Structure  Executive Board - made up of three elected members and up to three co-opted members. Its role is to direct the affairs of the HTMA, setting policy and strategy and reviewing progress against these.  The Committee - made up of nominated representatives from each member organisation. It ratifies the strategy and receives progress reports from each of the Working Groups. The Committee also approves best practice documents and legislative guidance.  Working Groups – Consisting of representatives from member organisations, their remit includes the sharing of knowledge and best practice and developing guidance and best practice documents for approval by the Executive. Each Working Group has a Sponsor from the Executive and a Chairperson nominated by the Executive. - Procurement - Safety - People - Improvement & Efficiencies - Sustainability - Communications

5. The Work of HTMA – Working Groups’ Projects Procurement Price Adjustment Indices Streamlining PQQ Inefficient Legal Clauses Working with subcontractors for efficiencies Improvement & Efficiencies Cost of inefficiencies Core KPIs HMEP support Case studies for HELG Safety Plant & vehicle, traffic management Underground services DVD Vibration and noise Guidance and alerts People Careers Benchmarking data Occupational Health directives Sustainability Eco ratings for small works Climate change adaptation Carbon reduction and reporting Legislation Communications HTMA conference Website Newspaper Internal communications

6. What works well Choosing the correct KPIs A tight succinct framework directly linked to all the Local Authorities objectives Indicators defined as Outcomes. Performance Measurement in the Highways Sector When frustration is caused Indicators specified at method statement level Indicators set without flexibility to change. 100% performance requirement. Indicators that stifle innovation.

7. The Way Forward Client to define required objectives from business or corporate plans. Define indicators as Outcomes linked to the client’s objectives Optimum performance is preferable to 100% performance Use Industry definitions and benchmark more widely. Performance Measurement in the Highways Sector

8. Client/Whole Service Level Relationship/Customer Operational Business

9. Client/Whole Service Level Killed or seriously injured Pound on the ground Reducing unit costs Reducing whole life costs and Asset condition results (or Best Value Spend) Congestion (AMPRs) (TM maximising Utilisation) Journey time – availability of the asset (Volume of traffic reduction) Customer satisfaction – focused surveys/groups Network fit for purpose/functioning Budget certainty Carbon Reduction Commitment (CRC)

10. Relationship/Customer 360 degree relationship score Client/contractor satisfaction Strength and depth of communication Reduction of business measures ‘no surprises’, financial or otherwise Behavioural compliance to contract agreed behaviours (measured in PDRs?)

11. Operational Productivity - %age of planned vs reactive maintenance reduction of risk e.g. gully flooding, Street lighting in light - Adequately lit roads, one out ok two out next to each other not… Number of 3rd party claims Ratio of claims versus investment Value of work per cone on network Percentage of Network drivable in adverse weather Percentage of front line services able to operate in adverse conditions Cost management

12. Business HR - labour turnover & stability, sickness absence, diversity, training days & qualifications Health and Safety – AFR/AIR, RIDDORs, Near Misses, Service Strikes Environment – recycling, re-use, sustainability, fuel consumption, AFR Cost - cash flow, profit and cost to budget

13. Whole Service Level Desirable Outcome: Efficient Service Delivery RelationshipOperationalBusiness Proposed Outcome Indicator Possible Outcome Indicator Metrics Secondary (Proxy) Indicators ‘Pound on the ground’ – service the public sees (i.e. money spend on the network directly and not on office overhead and staff processes Definition Actual cost of value- added works executed on the road (materials, plant, labour, specialist subcon) expressed as a percentage of the total authority budget for maintenance Whole life costs APSE PI 15: percentage of total highways function cost (revenue and capital) spent directly on highways repairs LM3

14. Whole Service Level Desirable Outcome: Effective Client-Provider relationship Relationship OperationalBusiness Proposed Outcome Indicator Possible Outcome Indicator Metrics Secondary (Proxy) Indicators Positive outlook Definition Scoring based on weighting and levels at partnering workshop using metrics in possible list Relationship Effectiveness Definition Reduction of business measures year on year reported on at contract review level 360 degree surveys – organisation to organisation Compliance of individuals to agreed partnership behaviours Independent review audits Non conformities raised by the client MHA Operational Measures: P/G 11 and C.E. 4 – Culture/team effectiveness (soft skill) KPI (Joint KPI) *Standard 360 degree questionnaire issued to senior employees in all organisations but on statistically comparable basis *Pulse survey issued on a similar basis for junior staff

15. Whole Service Level Desirable Outcome: Low risk of exposure to insurance claims Relationship Operational Business Proposed Outcome Indicator Possible Outcome Indicator Metrics Secondary (Proxy) Indicators Ratio of claims vs investment Definition Annual total value of repudiated red claims divided by highways budget APSE indicator PI 31: Percentage change in number of non-repudiated third party claims in last 3 years compared to previous 3-year period

16. Whole Service Level Desirable Outcome: Effective adverse weather service Relationship Operational Business Proposed Outcome Indicator Possible Outcome Indicator Metrics Secondary (Proxy) Indicators Effective adverse weather service (timeliness, adequacy of resources) % of winter maintenance routes commenced within specified time % of winter maintenance routes completed within specified time % of routes where salt usage within permitted tolerance Network use restored within timescale MHA Operational Measures: P/G 9 – Winter Maintenance KPI *Number of routes not covered out of total per call out *Salt supplies accuracy – reduced routes through lack of salt supply or labour resources to meet conditions

17. Whole Service Level Desirable Outcome: High level of asset availability Relationship Operational Business Proposed Outcome Indicator Possible Outcome Indicator Metrics Secondary (Proxy) Indicators Availability of asset Definition Measure non-availability of roads in lane-km-days Express as a percentage of the whole network length e.g. 2 days of 2km of road equals 4km days, if closed the roads

18. Whole Service Level Desirable Outcome: Safe service delivery RelationshipOperational Business Proposed Outcome Indicator Possible Outcome Indicator Metrics Secondary (Proxy) Indicators Accident FR: RIDDORS per 100,000hrs NMFR: Near misses per 100,000hrs SSFR: Service Strikes per 100,000hrs APSE indicators: PI 207a: Number of days lost through reportable accidents per FTE employee PI 30: Number of accidents reported to HSE per 100 FTE employees AFR / AIR RIDDORs Near Misses Service Strikes MHA Operational Measures: P/G 7 and C.E. 3 – Health & Safety KPI *Number of reportable accidents (against targets) *Damage to utilities (against targets) *TMA – Cat A inspections (against targets)

19. Highways Term Maintenance Association www.htma.co.uk