Performance networks - apse

Performance networks

Highways and Street Lighting - How are we performing?

Thursday 7 June 2018

Debbie Johns, Head of Performance Networks

Performance management

Recommendation 26 – Performance management framework

A performance management framework should be developed that is clear and accessible to stakeholders as appropriate and supports the asset management strategy

Recommendation 27 – Performance monitoring

The performance of the Asset Management Framework should be monitored and reported. It should be reviewed regularly by senior decision makers and when appropriate, improvement actions should be taken.

www.apse.org.uk

Performance networks

• The largest public sector benchmarking service in the UK • 185 UK local authorities registered • 20th year of data collection • 15 service areas • Developed and reviewed by practitioners • Confidentiality and terms of membership • Range of cost, quality, productivity and outcome measures • Like-for-like comparisons through profiling • Independently validated • Flexibility in comparisons • Robust data validation processes including parameters, exclusion reports as well as practitioner checks and an audit process • Partnership working with SCOTS and CSS Wales • Asset management approach to performance measurement (2009) • Carriageways, footways, winter maintenance, street furniture, traffic management systems, road drainage, gullies, street lighting and bridges & structures

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Types of analysis

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Performance awards

(Best Practice and Improvement Awards)

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12-13 13-14 14-15 15-16 16-17 PI 03a 87.26% 90.25% 87.46% 89.25% 91.26% PI 45a 84.76% 86.45% 85.75% 91.75% 88.20%

84.00%

86.00%

88.00%

90.00%

92.00%

94.00%

PI 03a Percentage of damaged roads made safe in target times (2012-17) PI 45a Percentage of damaged footways made safe in target times (2012-17)

Performance trends

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4.28% 4.10% 3.76% 3.36% 3.52%

14.29%

9.83% 10.31%

6.85% 6.24%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

12-13 13-14 14-15 15-16 16-17

Condition of roads PI 02b principal - England/Wales

PI 02c non principal- England/Wales

PI 02b PI 02c

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0.48

0.33

0.35

0.37 0.37

0.30

0.34

0.38

0.42

0.46

0.50

12-13 13-14 14-15 15-16 16-17

PI 28 Number of Cat 1 defects per Km of maintained road

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80%

83%

86%

89%

92%

95%

98%

12-13 13-14 14-15 15-16 16-17

PI 39a Percentage of safety inspections completed on time (carriageways) PI 46a Percentage of safety inspections completed on time (footways)

PI 39a Average PI 46a Average

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10.73%

-0.38%

-4.37%

-13.13%

-12.93%

-20.00%

-15.00%

-10.00%

-5.00%

0.00%

5.00%

10.00%

15.00%

12-13 13-14 14-15 15-16 16-17

Aver

age

% c

hang

e

PI 31 Percentage change in the number of 3rd party claims in last 3 years compared to the previous 3 years

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£0

£200

£400

£600

£800

£1,000

£1,200

£1,400

12-13 13-14 14-15 15-16 16-17

PI 43 Total cost for carriageway winter maintenance treatment over entire winter period divided by the total carriageway network length

PI 50 Total cost for footway winter maintenance treatment over the entire winter period divided by the total footway net

PI 43 Average PI 50 Average

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68.76%

69.82% 70.40% 71.07%

73.90%

68%

69%

70%

71%

72%

73%

74%

75%

12-13 13-14 14-15 15-16 16-17

PI 16 percentage of maintenance expenditure planned/proactive

Average Linear (Average)

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Emerging changes to approaches in service management How has the budget for the highways service changed from 2016-17 to 2017-18?

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To what extent will your 2017/18 budget for highways maintenance meet the need to fill potholes and resurface where necessary?

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Do you currently sell your services to organisations external to the council?

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Has the severe weather over the past 3 years led to any of the following (you may answer more than one)

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Have you recently taken a more aggressive approach to defending claims?

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When do you estimate the existing damage to roads in your council area will be repaired to an acceptable standard by?

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• External Income Streams

• Asset Management

• Air Quality

• Sustainable drainage

• Collaboration with other authorities

• Town Centre Regeneration

• Charging for Specialist Knowledge

• Housing and Industrial Development sites

• Surface Dressing Road Network

• Design and Build using Section 278 and 38

Where do you see growth areas for the service over the next 12 months?

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• Pothole Repairs

• Structural Highway Maintenance

• Long Term Maintenance

• Cyclic & Routine Maintenance

• Carriageway Surfacing

• Road Reconstruction

• Major Resurfacing

• Street Light Maintenance

• Winter Service

Where do you see areas where work may decrease over the next 12 months?

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What do the public think?

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Our survey said

• Roads maintenance and winter maintenance given comparatively lower satisfaction ratings but are rated high for new government spending, obviously seen as a priority

• The public have seen a decline in local services but..

• Don't fully relate that easily to central government cuts ‘Its the council’

• Public are starting to see the impact of austerity

• APSE will continue to provide intelligence on front line services

APSE / DMG project

• 21 English Councils

• Benchmarking between county councils and others (3 years) through DMG – Dorset CC were administering this

• APSE managing the project

• Steve Berry, DfT:

"Effective Benchmarking is a key component in any performance management framework and the Department has been following the Direct Management Group's initiative with interest. We fully support this proposed alignment with APSE's Performance Networks and believe this will ensure members will be able to demonstrate best practice in accordance with the local highways maintenance Incentive Fund self-assessment principles."

APSE / DMG project

Reduced set of data collection and indicators:

– Asset condition

– Maintenance costs

– Third party claims

– Defects completed within timescale

– Street lighting

– Winter maintenance

– Bridges / structures

What’s included in the project?

– Performance at a Glance

– PI standings

– Performance reports

– Direction of travel

– Case studies

– Infographics

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Contact details

Debbie Johns, Head of Performance Networks

Email: djohns@apse.org.uk

Mobile: 07834 334193

Association for Public Service Excellence 2nd floor Washbrook House, Lancastrian Office Centre, Talbot Road,

Old Trafford, Manchester M32 0FP. telephone: 0161 772 1810

fax: 0161 772 1811 web:www.apse.org.uk

Bob Fenwick Group Leader Highways Maintenance Swansea Council

1

Best in Uk? • Welsh Asset

Management Project • Innovation approach by

the council • Swansea Pothole Project

2

Welsh Asset Management Project

Real Benefits Tools

Valuation tool kit Standardised Spreadsheets Methods of visual inspection with training

Agreed Standards

Standardised documents Safety Intervention levels

State of the Nation Report on Highways Asset

Management

3

Examples Asset Management Policy Statement Asset Management Plan (Standard Template) Annual Status and Options Report Asset Valuation Report Data Management Plan 5 Year Forward Works programme Performance Indicator Returns Road Maintenance Manual Agreed Method for Visual Inspection Welsh FNS All Wales Safety Intervention Levels Looking at Agreeing a national approach to the new Code of

Practice

4

Swansea Council Innovation

Council Innovation Officer and “Sustainable Swansea” Corporate Stuff

System thinking Blue Sky thinking Deep Ocean thinking

Listening and trying things out

Drop in session for all staff to unload Meeting to discuss the outcomes – all invited Prioritise Trying things out

5

Swansea Council Innovation Our “Driving Forward” Programme PATCH Safety Inspections Pot Hole initiative Notices Internal drain cameras Gulley Work schedules

Still to be looked at Street works and internal noticing Apprentice Positions Prioritisation Scoring for schemes.

6

Swansea’s 48 hour pot hole pledge

7

Second best roads in Wales but very poorly perceived

Head in sand or tackle Pot Hole initiative Extra Funding to tackle perception

Swansea’s 48 hour pot hole pledge

8

Not related to safety Explain some exceptions. Heavy marketing Social media Every report with email

address gets a response with photograph of before and after or an explanation

Work statistics published online

Swansea’s 48 hour pot hole pledge

9

Very Wary -Backlash 6000 first year Customer satisfaction up 30% Social Media satisfaction Compliments rather than

complaints Support from politicians Additional real work done Some preventative works A means to an end

Thank You

10

Take Praise were you can get it we don’t often deserve the criticism we get Public don’t understand what we do so get them on board. All the weapons available

Implementation of the Code of Practice for Well Managed Highway

Infrastructure

Introduction

Liz Kirkham • Managed Gloucestershire’s bridges 2001 - 2014

• Member of COP Steering Group

• Chair of ADEPT National Bridges Group and UK Bridges Board

• Network Manager

Intentions behind review

• Identify gaps and omissions

• Remove “common” threads to volume 1 (overarching)

• Electronic – not hard copy, so can be edited, and also contains links to other standards and documents

• Emphasis on risk based decision making

Implementation in Gloucestershire

Split recommendations into Themes

Linked to Self Assessment Questions where applicable

Allocated themes to members of Highway Management Team

Gap Analysis and action plans for each theme

Themes Policy & Strategy Framework

Network & Hierarchy

Asset Management Risk based approach

Resilience Performance/ Benchmarking

Environment/ Sustainability

Scott Tompkins Liz Kirkham Liz Kirkham Martyn Midgley Jenny Goodson Mark Darlow-Joy Kath Haworth

Self assessment Questions

Q1,6,7, 17, 18, 22 Q4, 5, 20, Q8 Q9-11 Q2, 3, 12-16, 19, 21

COP

reco

mm

enda

tion

s

1 - Use of Code 6 - Integrated network 10 – Asset Data 7 - Risk based approach 20 – Resilient Network 4 - Engage with stakeholders

32 - Carbon

2 - AM Framework 9 – Network Inventory 11 – AM Systems 8 - Information to support RBA

21 – Climate Change Adaptation

5 - Consistency with neighbours

33 – Sustainability with character

3 - AM Policy & Strategy 12 – Network Hierarchy 13 – Whole Life / designing for maintenance

14 – risk management 22 – Drainage Maintenance

26 – Performance Management Framework

34 – Heritage Assets

15 – Competencies & Training

17 – Condition surveys 28 – Financial Plans 16 - Inspections 23 – Civil Emergencies & Severe Weather plans

27 – Performance Monitoring

35 – Environmental Impact, Nature Conservation and Biodiversity

30 – Cross Asset Priorities

29 – Lifecycle Plans 18 – Management system and claims

24 – Communication (plans for emergencies)

36 – Minimising Clutter

31 – Works Programming

19 – Defect repair 25 – Learning from Events

Section headings in asset specific parts of COP

Legal Framework Condition & Investigatory Levels

Asset Management Information

Inspection, Assessment & recording

Winter Service Service Agreements

Rele

vant

to

Highways Highways Highways Highways Highways Street lighting

Structures Structures Structures Structures

Street Lighting Street Lighting Street Lighting Street Lighting

Section headings in asset specific parts of COP

Programming & Priorities

Rele

vant

to

Abnormal Loads Highways Road/Rail incursion Critical Infrastructure

Structures

Street Lighting

Governance

• Political process to adopt new Code

• Key decision (affecting all electoral divisions)

• Amendments to existing policy statement

Gloucestershire County Council will manage the local highway asset in line with the Highways Asset Management Framework and other guidance or policies such as the Code of Practice for Well Managed Highway Infrastructure

RECOMMENDATION 6 – AN INTEGRATED NETWORK

The highway network should be considered as an integrated set of assets when developing highway infrastructure policies.

GCC Approach

• Through Asset Management Group

New Code Recommendations

RECOMMENDATION 7 – RISK BASED APPROACH

A risk based approach should be adopted for all aspects of highway infrastructure maintenance, including setting levels of service, inspections, responses, resilience, priorities and programmes.

New Code Recommendations

GCC Approach - Risk

6 different recommendations

Asset/data driven

Policies and Levels of Service

Inspections, maintenance and claims management

GCC Approach

Changing from reliance on specific guidance to a risk-based approach is not a huge step for Gloucestershire

Higher Risk Appetite than many authorities and moved away from the “prescribed” Inspection regime to a risk based approach.

• Structures inspections 2003

• Safety inspections 2006

Asset by Asset approach

We are in the process of reviewing on an asset by asset approach:

• What do we know

• What are the risks

• How do we maintain

Consider for each asset

Why do we maintain it? How important is it?

How many people use it?

If not maintained, is the risk significant

What data do we have?

What activities need to be carried out to manage the risks

What annual/cyclical works are carried out?

Is there targeted maintenance, or just reactive?

What inspections are carried out?

How is the work/programme prioritised?

How is this reported?

What comms do we carry out?

Evidence Check list

Generated through CIPFA/HAMP workshops

• Formally approved policy

• How service levels are based on local needs/priorities

• The approach is risk based, and risk managed

• Who takes the (risk based) decisions

• Skills and competencies

• Services are monitored and recorded

RECOMMENDATION 12 – NETWORK HIERARCHY

A network hierarchy, or a series of related hierarchies, should be defined which include all elements of the highway network, including carriageways, footways, cycle routes, structures, lighting and rights of way. The hierarchy should take into account current and expected use, resilience, and local economic and social factors such as industry, schools, hospitals and similar, as well as the desirability of continuity and of a consistent approach for walking and cycling.

New Code Recommendations

Carriageway Hierarchy

• Developed by South West Asset Management Group

• Very similar to old COP hierarchy but with more “lower” hierarchy bands

• 11 bands in total

• Adopted by most authorities in South West

Safety Inspection Policy

• No changes to intervention levels

• Urgent/non-urgent rather than Category 1/Category 2

Feature Description Inspection Frequency Roads Hierarchy 2-4

Hierarchy 5-6 Hierarchy 7-11

1 month 3 month

12 month

Footways Town Centre Secondary

Link Local Access

1 month 3 month 6 month 12 month

Cycle Cw/Fw Remote Cycle

As cw/fw 6 months

1 year

Implementation for Structures

Previous Code Recommendations

Located through the document, with 1 or 2 for each chapter.

• Employ suitably qualified and experienced personnel

• Follow asset management principals

• Have an inspection regime

• Assess/review/maintain your structures

Rec 15 Rec 2 & 3

Rec 16 & 17

Rec 19 & 31

Structures Risk Based Inspection Policy General inspections are carried out every two years, in line with

DMRB standards. Gloucestershire has taken a risk based approach to determining

the “level” and interval of any other inspections.

Structures Hierarchy

RECOMMENDATION 15 – COMPETENCIES & TRAINING

The appropriate competencies for all staff should be identified. Training should be provided where necessary for directly employed staff, and contractors should ensure that they provide evidence of the appropriate competencies for their staff.

New Code Recommendations

Competence & Training

Gloucestershire have a Competence framework for all staff.

Asset Management Certification.

BICs Qualification encouraged (will be required in next contract)

RECOMMENDATION 19 – DEFECT REPAIR

A risk based defect repair regime should be developed and implemented for all highway assets.

RECOMMENDATION 31 – WORKS PROGRAMMING

A prioritised forward works programme for a rolling period of 3 to 5 years should be developed and updated regularly.

New Code Recommendations

Risk Based Prioritisation & Value Management review and prioritise works as a team through value management processes and /or workshops

This is known in Gloucestershire as ‘Structure Top Trumps’ Prioritisation criteria in TAMP • Safety & Functionality • Benefits & dis-benefits • Socio-economic and environmental

Implementation for Structures

Part C – Structures

• Legal Framework

• Asset Management Information

• Asset Condition and Investigatory Levels

• Inspection, Assessment and Recording

• Programming and Priorities

• “should …”

Gaps • Basic inventory data for all retaining walls (Rec.9)

• Increased liaison with highway safety inspectors; (C.5.2.8)

• The need to undertake inspections after extreme events (C5.2.18)

• Improvements to GCC Scour assessments (C.4.3.4)

• Formalised RA’s for substandard structures (C5.10.2)

• Review of structural review processes to ensure compliance (C.5.6.3)

• Collated list of processes - Maintenance Manual

• “Fully Functioning” Bridge Management System

To facilitate the Asset Management Aspects of a risk based approach it is essential to have • Good data • Easily accessibly and readily available • The ability to prioritise and manage works In GCC we have questioned whether our existing system of an non-bespoke structures system and excel spreadsheets is really adequate in 2018.

Procurement exercise underway to allow us to achieve • Asset valuation • Performance data • Deterioration modelling & life cycle planning

Next Steps for GCC Structures

• Procurement of ‘Best of Breed’ BMS

• Review processes

• Create Structures Maintenance Manual

• Revision of Inspection policy based on hierarchy

• Identify method for identifying/locating highway retaining walls

Next steps for GCC Highways

• Complete Governance processes

• Complete review of risks for assets and processes

Monitoring/Evaluating Progress

• Item on Highways Management Team Agenda

• Quarterly progress meetings

• One of our reported KPIs (number of recommendations we are compliant with)

• Barriers….

Questions/Discussion

Thank you