critical to the success of their business. 1 billion ... In our Strategic Business Plan we will set out our plans for ..
HIGHWAYS ENGLAND
STRATEGIC BUSINESS PLAN OVERVIEW 2015-2020
STRATEGIC ROAD NETWORK
4,300
A1
miles of motorways and major A roads
1 billion
A696
NEWCASTLE
A69
tonnes of freight transported each year
A194(M) M6
A19
A66
4 million
A66
A66
A174
A1
A595 A590
people drive on the network every day
A64 A1(M)
M601 A585
430,000
A5036
M53
incidents occur annually on our roads
M61
M57
LIVERPOOL
M62
M6
M56 A55
M66
A5
A458
of UK manufacturers say that roads are critical to the success of their business
M67
A500
M49
A42
M6 M6
A456
M5
A1
M42
A1(M)
M69 A45
A14 A43
A46
M1
M25
A419
LONDON
A34
A4
M3
A36
A31
M27
A3
M23
A3(M)
A23
SOUTHAMPTON
A27
PLYMOUTH
Motorway Major A roads
Highways England will be the new company responsible for the Strategic Road Network in England from April 2015
2
A13 A2
A249 M2
M26 A21
A38
A30
A120
A1(M)
M40
A303
A35
A12
M11
A5
M32
M5
A12
A11
A14
A46
A417
M4
A47
M42
A40
BRISTOL
A30
A46 A453
A5
A449
A160
A180
M180
M18
A38
M54
M50
of congestion is caused by a lack of road capacity
A616
A50
A49
A40
A628
MANCHESTER SHEFFIELD M1
BIRMINGHAM
60%
A63
M62
A483
98%
M621
M606
M60
A550
A483
LEEDS
M65
M55
M20 A2070 A259
A2
DELIVERING A MODERN NETWORK The roads that make up England’s Strategic Road Network are a key enabler of economic growth and prosperity and are essential to the quality of life of the nation.
The network is struggling to cope in the face of increasing traffic and customers are demanding better information.
Traffi c
Fu n d i n g
Delays to journeys constrain business growth and stop-start funding makes it difficult to plan. Carbon emissions and noise impact significantly on local communities.
ron Envi
nt me
Smoo the r
In its Road Investment Strategy, Government has also set out its performance specification, investment plans and a commitment to the necessary funding.
Smarter
Government has responded to these challenges by publishing its vision for improving capacity and performance of the network.
a ain Sust
Mode r
ble
nis e
Maintain
In our Strategic Business Plan we will set out our plans for delivering a modern network. We will outline how we will go about changing the way we work and delivering the Government’s performance specification. e rat Ope
...keeping pace with growing demands
3
WHAT WE WILL DO To improve the capacity and performance of the network we will:
Modernise the network Provide more capacity and better connections by:
2
3
4
Doing more to ensure the network has a positive impact on the environment and neighbouring communities Improving facilities for cyclists, pedestrians and other road users
Maintain the network Take a longer term and more efficient approach to maintaining our roads by: 1
Upgrading some of the busiest junctions and alleviating many of the worst bottlenecks
2
Resurfacing much of the network and improving the condition of our other assets
3
Designing and packaging our work in a way that improves productivity and minimises the disruption to our customers
...getting more from the network
4
M
Upgrading key non-motorway routes to the new Expressway standard
ntain Mai
1
Developing a national spine of Smart Motorways and adding new capacity at key points on the network
od
ise n r e
Operate the network
Ope r
Keep traffic moving and better inform our customers by:
ate
1
Improving information to help people make better decisions before and during their journeys
2
Increasing availability through better planned road works
3
Working with others to respond more effectively to incidents that cause the most congestion
...supporting economic growth
Over the next 5 years we will deliver:
₤11 billion of capital investment
₤1.2 billion of efficiency savings
400 miles
of additional Smart Motorways
₤5 billion
to replace worn out roads
1,150
locations where noise is addressed
5
HOW WE WILL DO IT Certainty of funding and greater flexibility will enable us to become a better business. We will change the way we work by:
Planning for the future
Growing our capability
Building stronger relationships
Efficient and effective delivery
Improving customer service
6
Planning for the future
We will improve our planning for the next decade and beyond. This will mean: 1
2
Taking a more responsive and coherent approach to planning – one that is better understood by our customers, staff, suppliers and partners Giving stakeholders more of a say in how we develop the network at a national, route and local level
3
Exploring new and better ways to stimulate growth
4
Encouraging innovation especially to exploit the benefits of vehicle and roadside technology
Growing our capability
We will support our people and suppliers to enable them to perform to the best of their ability, to innovate and keep improving by: 1
Helping them to develop their skills to get better at what they do
2
Being a more diverse and inclusive organisation where our values and behaviours are used to hold ourselves and others to account
3
Developing better ways of working to drive efficiencies and build our business capability
...creating a high performing organisation
7
Building stronger relationships
We will continue to build relationships with our partners to help us meet the increasing investment challenge by: 1
2
Changing the way we design and package our work Working with our suppliers to develop their capacity and capability
3
Working with Transport Focus to better understand and improve people’s experience on the network
4
Working more closely with regional and local partners tasked with delivering economic growth
20
...working together to deliver investment where it is needed
8
GO
A416
GIVE
Efficient and effective delivery
We will improve journeys and support economic growth by: 1
Focusing on how to better design and deliver our major schemes
2
Giving more weight to the impact of disruption when making investment decisions
3
Becoming better at delivering projects and programmes to give greater value for money for the taxpayer
4
Doing more to understand and manage our assets to become a more efficient and customer orientated organisation
M1
A1
1/2 m
...to make our investment go further
9
Improving customer service We will deliver a better service that aligns with our customers’ expectations by: 1
Building a comprehensive understanding of the needs of our customers, recognising that different customers have different needs at different times
2
Giving our customers information that is clear, reliable and easy to understand
3
Helping customers better understand what we do and why we do it
4
5
Ensuring our customers have more of a voice in determining investment priorities and how work is delivered Providing for the needs of cyclists, pedestrians and others who walk or ride on, near or across the network
Doing all of these things will deliver the Government’s vision and the performance our customers deserve.
10
HIGHWAYS ENGLAND OUR STRATEGY ON A PAGE
THE CHALLENGES
THE RESPONSE
Increased traffic
Stop-start investment
Constraints on business
Environmental impact
Lack of customer information
The Road Investment Strategy sets out Government’s vision for the network. Performance specification, investment plan and funding. Highways England is the new company that will deliver this ambition.
