1. Integrating technology into an aging infrastructure
An update on the SMP innovation and efficiency strategy
Highways UK 2017

2. Who am I Lorraine Butler
SMP Delivery Director, Operations Business Improvement and Change
Been with SMP from the outset
Formally the MP Delivery Hub

3. Smart Motorway Context
Driving Smarter Delivery through repeatable production
Increased capacity through use of technology.
Our projects will have a consistent look and feel

4. The progression towards smart motorways

5. Progression of motorways
M42 hard shoulder running (HSR) 2006
Preston Bypass 1958
M25 all lane running (ALR) 2014

6. Smart motorways vision
The network towards 2040
Consistent network of x4 core products:
- Smart motorways (ALR)
- Motorways
- Expressways
- A roads
Future ambition to convert dynamic hard shoulders to ALR to improve network consistency
It will be key to understand the impact of extended lengths of ALR on driver behaviour
Our communications need to target winning the ‘hearts and minds’ of our customers
- “What’s in it for me?”
Justifying the complex analysis of ALR safety to customers is not sufficient
We must ensure customers feel safe and confident in this changing network

7. The first all lane running schemes
First scheme opened April 2014
on M25 J23-25
Evolution of smart motorways has led to the delivery of the two ALR schemes on the M25: J5-7 and J23-27.
J5-7 opened April 2014
J23-27 opened in two stages:
- Section 5a J23 to 25 opened to traffic April 2014
Section 5b J25 to 27 opened to traffic November 2014
Indicative costs (total cost/ distance)- ATM pilot cost £8.3m per km (RPI uplift applied to 2015 prices). M25 J23-27 ALR cost £6.7m per km
Over the course of the 2015/ /20 period we will start
work on 480 lane miles of smart motorways
and will complete 286 miles

8. Why do it
ALR provides an additional 33% capacity on the strategic road network, with no reduction in safety, for 60% lower cost than traditional road widening
Journey times and reliability have improved, especially in peak periods and there have been overall reductions in collision and casualty rates
Data relating to the first 12 months of ALR on the M25 show the schemes are working in line with the safety objective
Driver behaviour continues to play a big part in the overall success of smart motorways and we have planned a comprehensive driver awareness programme this year, to raise awareness of key issues such as compliance with red X signals

9. The smart motorways system
Normal operation
Scene management
Incident or flow breakdown detected and control centre alerted
The smart motorways system
Regional Control Centre
Resources deployed
Incident management
Congestion management
System automatically responds (algorithms) or control centre operators investigate and intervene Or
Signs and signals set locally and strategically to re-route traffic
Signs and signals set automatically to manage congestion

10. Vision
To bring major efficiencies to Smart Motorway Projects making delivery safer, better and with less impact on the Customer

11. Safety Integrity Passion Ownership Teamwork
Values
We will carry out our work whilst supporting the core values of…
Safety Integrity Passion Ownership Teamwork

12. Purpose
The following is a guide to drive efficiencies for the remainder of the Road Investment Strategy RIS1 period and prepares the team for a step change in performance in RIS2 within the Smart Motorways Programme.

13. Our focus… Products Productivity Process Pioneer People
Generate Standard Operating Procedures with priority on critical path processes, ensure best practice is shared and adopted across the projects.
Productivity
Benchmark expectations for project delivery timescales and cost, defining what projects need to achieve and analysis for where improvements need to be made.
Products
Standardise products, with priority on high spend items, provide a commercial route to use and drive implementation through config control.
People
Strive for improvements, encourage our people to use lean tools and principles, provide support and training, embed knowledge for future projects.
Pioneer
Embed design principles into a Rapid Engineering Model, defining an industry step change in the design phase cost of future motorway schemes.
In setting our strategy and direction we linked into a number of HE and SMP strategy documents to ensure we are focusing our efforts to achieve the overall HE and Major Project goals.
In summary our focus will aim to support the following HE & MP ambitions:
Improve worker and road user safety
Meet the efficiency targets and working closely with the HE Lean Team
Help Improve customer satisfaction and the customer experience through our roadworks
Support the delivery of the RIS 1 ambitions
Focus on how to better design and deliver our major schemes
Become better at delivering projects and programmes to give greater value for money for the taxpayer
Set the agenda with our supply chain to deliver effectively and all deliver efficiently
Develop and use standard designs, products and methods
Ensure our projects will have a consistent look and feel
Deliver common training and development for all our people

14. Key interfaces... HR Learning & Development SES & TRL
Identify key learning opportunities for our staff and practical support
SES & TRL
To validate our standardised products against industry guidelines
Commercial Intelligence
Demonstrate our progress on efficiencies
Generate performance benchmarks
PDP
Deploying tools to manage our projects effectively
HE Lean
Identify and share best practice
Draw on expertise from across our supply chain
External Development Partners
Building relationships to fuel our innovation pipeline
Delivery Partners
Product and process configuration to drive improvements
We will integrate our ways of working across SMP to make best use of our collective skills and knowledge

15. So what is this achieving