Highways Agency

Chapter 8 Modernising the Agency

Modernising the Agency

Introduction

An old adage states: "If you always do what you always did, you'll always get what you always got." We are continually looking at new and better ways of doing business to deliver a better service to our customers.

2001-02 performance

Processing our suppliers' invoices: During 2001-02, we processed 97.6% of invoices within the terms agreed with our suppliers or 30 days where no specific terms are agreed, against an annual target of 98%. Although we narrowly missed the target, it is a significant improvement on the 2000-01 performance of 95.6%.

Modernising to deliver a better service: We are making good progress in developing our customer focus, improving our internal processes and key activities. We have improved our delivery and working processes to meet the requirements of the International Standard (ISO 9000/2000). By ensuring consistency and encouraging excellence and best practice, we are avoiding duplication and improving value for money. We are committed to further improving our service to customers, partners and stakeholders.

Managing change: In any organisation there has to be leadership, and in change management this is a key factor. In our Corporate Plan we say that we intend to plan, prioritise and manage change to meet the Agency's business needs, with the plan itself providing the framework for that programme. In November 2001 we set up a group to prioritise and champion the delivery of change in the Agency. This group looked carefully at change initiatives that we were committed to and decided on the main priorities for 2001-02. Other initiatives were re-timetabled to ensure sufficient staff resources to deliver those priorities. This also resulted in some additional benefits. For example, delaying the introduction of the Agency's Intranet project encouraged project owners to introduce this new IT tool in a more flexible way to suit the business.

Research and development: In 2001-02 our programme of Research and Development identified alternative materials for use in the building and repair of structures on the network and introduced new construction techniques with greater use of recycled materials. In February 2002, we received an award from the AA for encouraging and developing the use of quieter road surfaces in the UK.

Better Quality Service Reviews (BQSRs): In 2001 we developed a programme to meet the mandatory requirements of Better Quality Service Reviews (BQSRs). These reviews look at how we operate Agency processes and functions and identify improvements. The reviews require us to consider outsourcing where we cannot meet comparable private sector standards in value for money. BQSRs are no longer a mandatory requirement but we are continuing to make good progress towards reviewing all of our activities by April 2004 in line with Modernising Government principles.

To deliver better service to our customers we make use of the latest technology.

Improved Information Technology: To deliver the best service possible to our customers we have continued to use the latest technology and systems. Examples include the new Highways Agency Pavement Management System, the System for Managing (SfM) and the Structures Management Information System. We have been nominated for the 'Best Public Sector IT Project' in the 2002 Computing Industry Awards for the M25 CCTV Enhancement Project. This project equipped the M25 with digitally networked CCTV to improve safety, tackle congestion and equip emergency services with more accurate information.

Agency organisation: The structure of any organisation needs to be dedicated to delivering its core business. To this end our Network and Customer Services and Project Services Directorates were re-focused into two new Directorates; Network Strategy, and Operations Directorate. A new Corporate Directorate was also set up to deliver our corporate and strategic functions. The responsibilities of the new directorates are summarised in Appendix 1. To improve the service to our regional customers we will move the majority of our staff based in London to our regional offices. In consultation with the Unions, an estates strategy has been developed to carry out this migration.

Modernising our administrative systems: Considerable progress was made during the year on implementing System for Managing (SfM), a resource accounting and management information system. This will help to improve our business performance through better management information and improved business processes. Work on developing SfM continued beyond 2001-02 with Phase 1 of the project implemented as planned on 7 May 2002. Full implementation of this system will greatly simplify comprehensive resource accounting and aid forward planning.

Corporate governance: HM Treasury defines Corporate Governance as 'The system by which Accounting Officers carry out their responsibilities for ensuring that effective management systems, including financial monitoring and control systems, have been put in place'. We have a robust system for ensuring that all these controls are in place, details of which can be found in the 'Statement on the System of Internal Control' (SSIC) on page 51. However, the SSIC is qualified to reflect that Agency-wide risk management arrangements were not embedded from the outset. These arrangements are expected to be fully in place by March 2003.

E-business: To improve efficiency, both internally and with customers, we must develop an electronic business capability. In October 2001, our Board approved an E-business Strategy. Since then progress has been made in implementing some major E-business projects. For example, our intranet portal started to roll out in June 2002. This enables real time exchange of information and improves collaboration between different teams across the business.

Electronic procurement: Procurement for low value goods electronically has already begun, using the Government Procurement Card, and this is has led to savings. The first phase of the System for Managing (SfM) was rolled out in May 2002, providing us with a desktop system for managing almost all of our purchasing activity electronically.

IT system development: Projects developing new systems are working to the E-GIF (Electronic Government Information Framework) standard. Pilots have begun on Electronic Document and Records Management (EDRM) with teams in Leeds, London and Bristol.

 The Agency's intranet portal helps teams to share information.

Staff management: We are committed to providing our staff with the skills to do their jobs and the opportunity to develop their potential. During the year, our training strategy was revised to gear up for delivery of the 10-Year Plan for Transport. We achieved Investors in People (IiP) accreditation in 2000 and work continued throughout the year to further embed IiP principles. In December 2001, we also conducted our first staff attitude survey and are acting on its findings.

Civil service reform: In 2001-02 we continued to support the objectives of Civil Service Reform. Particular emphasis has been placed on the development of managers' leadership skills. All managers are regularly assessed on their people management skills and encouraged to take part in 360-degree feedback as part of a structured coaching programme. The internal leadership development programme has been expanded to attract high-calibre graduates with the first batch selected at the close of the year ready to begin work in September 2002. General management training has been reviewed comprehensively and a new modular-based programme introduced. A wider range of technical training courses was also introduced and we supported 95 staff in studying for professional qualifications.

Home working pilot study.

Flexible working: We are exploring how our flexible working policies might be enhanced to improve the work-life balance for staff and boost service delivery. Flexible working arrangements such as flexi-time, part-time working, job sharing, secondments and career breaks have been in place for some time. We are also flexible about where many Agency staff carry out their work. A project was set up to develop HA policy on a wider range of flexible working practices and the systems needed to support them. The work will continue into 2002-03 and, as part of this exercise, a pilot study in home working was started in January 2002.

Estate strategy: We are currently developing an estate strategy which seeks to deliver improved working conditions for our staff and more efficient, effective and economic use of office space to meet long term business needs. This includes planning and implementing the moving of staff to a new London office during 2002 and the migration of others to our regional offices.