1. Tim Harbot
Highways England

2. Better journeys on better roads Tim Harbot – Regional Director Midlands

3. The strategic road network
4,300 miles of motorway and major A-roads
2% of England’s road network
66% of all freight journeys
4 million people drive on the network every day
The strategic road network
4,300 miles of motorways and major A roads in England
The length of the SRN represents only around 2% of the total length of England’s road network, but it carries roughly one third of the total motor vehicle traffic in England
1 billion tonnes of freight transported each year
4 million people drive on the network every day
What are the issues the SRN faces?
The network is struggling to cope in face of increasing traffic and customers demanding better information
Delays to journeys constrain business growth and stop-start funding has made it difficult to plan
Carbon emissions and noise impact significantly on local communities

4. Introducing Highways England
We are Highways England – the new public company responsible for the maintenance, modernisation and operation of the Strategic Road Network in England
We were formed in April 2015.
We are a public service company, operating a public network – owned by government, but operating with commercial freedom.
We’re monitored by the Office of Rail & Road Regulation and Transport Focus
What does having this new company mean?
We have a big brief - to deliver the biggest road investment programme for a generation.
We have a 5-year investment plan which is set out in our Delivery Plan - £11 billion of capital investment in five years (roads period one)
More certainty of funding & flexibility which means we can improve the way that we work As a government-owned company we will move away from the constraints of being an executive agency. The move towards long term funding certainty, away from stop start decision making and greater commercial flexibility will enable us to respond positively to customer demands and speed up delivery. This will ensure we work alongside our suppliers to gear up to delivering the considerable uplift in investment together with realising the level of efficiencies required.

5. Roads reform and strategic road investment
The government published it’s Road Investment Strategy in December last year. It sets out a long term programme for motorways and major roads. It sets out a strategic vision, funding plan and performance specification.
We published a response to the RIS in December through our Strategic Business Plan. This sets out how we intend to delier the investment plan and performance requirements set out in the RIS over the first road period.
In March we published our Delivery Plan which sets out in detail how we will deliver our strategic outcomes and measure success against the performance specification.

6. Our vision and strategy
Supporting economic growth
Safe and serviceable network
More free flowing network
Improved environment
More accessible and integrated network
What we will deliver
The increased investment in the SRN over the next five years will deliver substantial benefits for road users, communities and the nation as a whole.
We have set out five strategic outcomes in our strategic business plan, which form the basis of our delivery plan:
The following slides give more details about each of these outcome areas.

7. Supporting economic growth
Delivering significant growth in investment
112 major improvements
£7.7bn of capital investment
£4 of benefits to the economy for every £1 spent
Reducing average delay
Route Strategies
At the heart of our plans for delivering the RIS for RP1 is a drive to support and encourage economic growth across England and the wider UK. We will do this by modernising the network to relieve congestion and reduce delays, helping businesses to grow, encouraging investment and creating jobs, as well as opening up new areas for investment.
Investment in the strategic road network has progressively grown over the past few years. Investment in major improvements has grown from around £450 million in 2012/13 to more than £750 million this year.
When our programme completes at the end of RP1 we will have delivered more than 300 miles of additional lanes, including junction, road widening and 286 lane miles of smart motorways. Our agreed programme of major improvements for the next five years totals around £7 billion.
We will be focussing on reducing average delay times. Many factors influence this, some of which aren’t within our control, but we’ll be seeking to reduce delays as far as possible.
Underpinning the way in which we plan and coordinate future interventions on the network, from an operational, maintenance and modernisation perspective, is our route strategies. Working closely with Local Enterprise Partnerships and other local partners and stakeholders we use route strategies to identify current and future constraints to economic growth that the performance of the SRN causes, and identify how future delivery and investment plans might address them.
We have completed our first set of Route Strategies. Looking forward to RP2 – route strategies will be fundamental, from a evidence-gathering perspective. We are currently developing a revised approach to them for agreement with the SofS, and we will be engaging with key stakeholders regionally and nationally (info from Julie Smith, this is the current status as of Aug 2015, but this may progress during Sept/Oct/Nov, so if your session is later in the schedule then need to check the latest from Julie)

8. A safe and serviceable network
Investment to improve the network
More than 90% of travel on the network will be on roads with a safety rating of EuroRAP 3*
Not just our infrastructure - also individual behaviour and vehicle technology
Maintaining pavement condition to at least 95% without need for further investigation
£3.7bn renewing and maintaining the network
Reducing the number of people killed or seriously injured on the network by 40% (by end 2020)
England’s strategic road network is currently one of the safest in the world. The HA always put safety at the core of its work, and as Highways England we will build on this legacy, working towards the goal of bringing the number of people killed or seriously injured on the network as close as possible to zero by 2020, but as a minimum reducing them by 40%.
Investment to improve the network will make a significant contribution
Through the investment and wholesale modernisation of the network we will ensure that by the end of 2020 more than 90% of travel on the network will be on roads with a safety rating of EuroRAP 3* (or equivalent).
Not just investing in our infrastructure - also individual behaviour and vehicle technology - more detailed plan in August 2015
Maintaining pavement condition to at least 95% without need for further investigation
Over the next five years we will invest more than £3.7bn renewing and maintaining the network – to keep it in good condition. This will include an ambitious resurfacing programme. We will be taking a longer term and more integrated view of modernisation and maintenance, based on better asset knowledge

9. More free flowing network
At least 97% of the network available to traffic
Organise road works to minimise disruption
Improving the overall response to incidents
Improving information to help people make better decisions on their journeys
Operational strategy - to be published by December 2015
At least 85% of all motorway incidents cleared within one hour
We aim to provide a more free flowing network, where journeys are easier, safer and more reliable & delays are less likely.
We have a challenging target for network availability - 97%
To achieve this we will:
Organise road works to minimise disruption
Improve the overall response to incidents, critical to work with our partners to achieve this
Improve information to help people make better decisions on their journeys: we’re putting in place measures to ensure the information we provide to traffic england is correct and accurate – by looking at the process which informs Traffic England, and the accuracy of the data. Next year we’re planning to implement a new system (NOMS) which will make it easier for more accurate information to be inputted and validated. In the longer term we’re looking at transforming our NTIS system with the ambition of including more information on TE website such as the time after incidents when the road will return to normal
Operational strategy to be published by December 2015, setting out how we will manage demand and increase availability of the network

10. Improved environment
Delivering long term benefits to the
natural and built environment
£300m of investment specifically targeted
Mitigate from noise 1,150 important areas
Ten pilot schemes to improve air quality
Improving resilience to flooding and water quality
Biodiversity Action Plan - published
We are committed to ensuring that all activity on the network is delivered in a manner than does not harm the environment, but instead delivers long term benefits to the natural and built environment, creating a sustainable future for all.
We will deliver:
£300m of investment specifically targeted at improving the environment
Install noise mitigation measures at 1,150 important areas
Undertake ten pilot schemes to improve air quality
Install measures to mprove resilience to flooding and water quality
Take targeted action to improve biodiversity – HE BDP now published

11. Accessible and integrated network
Integrate with other networks
Specific schemes to integrate with local road development, existing and emerging rail links, ports and airports.
Support for park and ride schemes
New and upgraded crossings to help cyclists, walkers and other users
Our ambition is that people should be able to travel across and alongside our network. We particularly need to improve the provision for walkers, cyclists and other users.
We will:
Provide at least 150 new and upgraded crossings to help cyclists, walkers and other users
Work to integrate crossings better with other networks, for example we will be undertaking:
- Specific schemes to integrate with local road development, existing and emerging rail links, ports and airports.
- Including support for park and ride schemes

12. Customer focus Up to 85 billion miles of journeys per year
Communities, road-users, stakeholders
Customer experience through roadworks trial
We will have an increased customer focus
We recognise that customers are at the heart of what we do:
Up to 85 billion miles of journeys per year
We recognise that we impact on a number of different groups and audiences and we’re looking to improve our customer service across the piece.
Currently we’re trialling a new approach to customer experience through roadworks which is based on experience from the airline sector. Trials such as these, and an increase in the capability of our workforce to manage customer issues will help us to become a more customer focussed organisation
The Government has rightly set us a clear target to achieve a 90% satisfaction score by 31 March 2017.

13. Key measurements
Making the network safer
At least 40% less KSIs by end of 2020
Supporting the smooth flow of traffic
97% available in any one rolling year
85% motorway incidents cleared
within 1 hour
Improving user Satisfaction
90% by 31-Mar-17 and maintain/improve
Achieving real efficiency - meet delivery plan forecasts
£1.2bn cost savings on capital expenditure
Encouraging economic growth Report time lost per vehicle per mile
Keeping the network in good condition
95% of pavement in safe/serviceable condition
Delivering better environmental outcomes
1,150 noise important areas mitigated
- Reduce net biodiversity loss annually
Helping cyclists, walkers, and other vulnerable users
Report number of new/upgraded crossings
Source: DfT RIS Dec 2014
This is a summary of the key measures which we’ll be working to

14. Midlands

15. Our regional challenges – West Midlands
478m of routes
130m (27%) ‘A’ roads single carriageway
122m (26%) ‘A’ roads dual carriageway
227m (47%) motorway
Our investment is within the context of the challenges specific to this region.
Aging structures - A lot of elevated sections
M6 congestion
High percentage motorway

16. Our regional challenges – East Midlands
The East Midlands
446m of routes
79m (18%) ‘A’ roads single carriageway
254m (57%) ‘A’ roads dual carriageway
113m (25%) motorway
The East Midlands:
East Midlands saw an increase in traffic on major roads of 4.6% between 2002 and 2012, above the England average of 2.0%
The regions motorways and major A-roads provide the backbone of the nation’s road network
Varied landscape, including the Peak District National Park

17. Midlands investment

18. Schemes already in construction or recently completed across the Midlands
WEST MIDLANDS:
(no.8) A45/A46 Tollbar End
(no.11) M6 Junctions 10a-13 Smart Motorway
(no.20) M5 Junctions 4a-6 installing a concrete barrier
M40 Junction 12 Improvements
EAST MIDLANDS:
A14 J7-9 - COMPLETE
A COMPLETE
M1 J19 Catthorpe
M1 J19-15 Smart Motorway
M1 J28-31 – Smart Motorway

19. Modernising our network – major road schemes
In the region of £1.8 billion investment across 17 major road schemes in the Midlands over this roads period 2015/20
13 new major road schemes
4 new Smart Motorways schemes: M6 junctions 2 - 4, M6 junctions , M42/M40 interchange and M1 J23a - 25
West Midlands will host more infrastructure associated with phase one of HS2 than any other part of the UK
£1.8bn as quoted in RIS 1. The 17 schemes are broken down as below:
West Mids schemes due to start by 2019/20:
M54/M6/M6 Toll link
M6 Junction 10 Improvement
M42 Junction 6 Improvement
A500 Etruria Widening
M42/M40 interchange – Upgrading to Smart Motorway
A50 Uttoxeter – junction improvement
M5 Junctions 5 -7 improvements
A46 Coventry junction upgrades
M6 junctions 2-4
M6 junctions 13-15
East Mids:
A5 Dodwells to Longshoot - Widening
A14 J10a - New junction
A52 Nottingham junctions - Signalisation & junction reconstruction
A43 Abthorpe - Junction improvement
M1 J23a-25 - Upgrading to Smart Motorway
A45/A6 Chowns Mill - Junction improvements
A38 Derby Junctions - Replacement of three roundabouts

20. Now 2019/20 Organising road works to minimise disruption
KEY SPEAKER NOTES:
There’s going to be a huge difference in number of schemes across our network in the Midlands. We recognise the potential these schemes have to clog up the network. To address that we are targeted to mitigate this congestion by ensuring that at least 97% of the network is available to traffic. We will do this by:
Organising road works to minimise disruption
Improving the overall response to incidents
Improving information to help people make better decisions on their journeys
Operational strategy - to be published by December 2015

21. Maintaining the network
Investing nearly £1 billion on maintenance across a five year period in the Midlands, including re-surfacing, re-waterproofing and repairing bridges, replacement and upgrade of safety barriers, lighting and drainage systems.
Additionally, technology improvements, local safety and capacity improvement schemes and reducing noise pollution.

22. New contract for Area 7 Currently outsourced via MAC contract
Asset Management to be fully internalised from 3rd Party
Highways England direct control of operational decisions
Start date July 2016

23. Operating the network
2 Regional Control Centres. East Midlands is based at M1 J26, and West Midlands at Quinton Business Park (M5 J3)
24 hours a day monitoring our roads, managing incidents, acting as the Highways England Command and Control hub.
Set signs and signals to inform drivers, answer Emergency Roadside Telephones
Approximately 200 Traffic Officers across the Midlands respond to incidents and events proactively on all motorways and some sections of all purpose trunk roads.

24. Working together
Unprecedented level of investment - good news for all
Challenge to deliver, safely, efficiently and with minimum disruption
We need your support and commitment to take schemes forward
We need to work differently and more collaboratively, strengthen relationships with our stakeholders and work together as the schemes develop.
Lots more schemes means more activity and work on the network. We need your support to keep disruption to a minimum
We aim to strengthen relationships with our stakeholders and work together as the schemes develop.
We need your support and commitment to take schemes forward
We recognise that we need to better understand how customers experience the strategic road network – and how we can improve their journeys, as well as improving driver behaviour – jointly with partner organisations
Our aspiration is that by the end of this Road Period all our customers will have the excellent door-to-door journey information they need to make the right travel choices
With both large-scale projects and smaller investment schemes, we will continue to minimise the impact that we have on local communities. We will communicate well in advance of work starting and we’ll listen to feedback from local communities so we can work together to minimise the short term impact on their daily lives. With an increasing level of investment across the country, there will be more and more work happening on the road network, which is why careful community engagement is more important to us than ever

25. Your thoughts and questions