Strategic Business Plan Overview - Infrastructure Intelligence

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In our Strategic Business Plan we will set out our plans for delivering a .... economic growth. More free flowing networ
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

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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.

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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.

WHAT WE WILL DO

Modernise

Maintain

Operate

HOW WE WILL DELIVER Planning for the future

WHAT WE WILL DELIVER

Supporting economic growth

Growing our capability

Safe and serviceable network

Building relationships

More free flowing network

Efficient and effective delivery

Improved environment

Improving customer service

More accessible and integrated network

...Better journeys on better roads

© Crown copyright and database rights 2014 Ordnance Survey 100030649

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