Better information for your journey
The National Traffic Control Centre collects real-time information on road conditions.
The Project Control Framework
On 1st April 2008 we launched the Project Control Framework. The Framework sets out how we, together with the Department for Transport, manage and deliver major improvement projects.
Free Traffic Information Seminars
Helping your business get its customers, drivers and goods where they should be, on time and stress-free.
Capability Assessment Toolkit 3
Introducing new and challenging indicators in the area of corporate social responsibility.
Efficiency Gains from Collaborative Roads Procurement
Delivering efficiency and best value is central
2.5 Protecting the Environment
- ensuring our processes consider scheme impact on the world around us
Sustainable development means supporting a better quality of life through the efficient use of available resources to realise social progress and to maintain stable economic growth, while caring for the environment. Our planning and design processes include economic assessment and mitigation of environmental and social impacts, but every link of the supply chain has a contribution to make. A poorly specified brief or specification at any point in the supply chain can introduce or perpetuate waste and increase cost. Appropriately qualified people must therefore be working at all key planning points within a truly integrated delivery team.
The 'Accelerating Change' report (by the Strategic Forum for Construction) stated the industry must take responsibility for the sustainability of its products as well as its processes. These, together with design quality are only achievable if integrated from the very beginning of the planning, design, and construction process.
We will continue to monitor our processes and specifications to ensure we are working with a supply chain that enables all those in the integrated team to maximise the value their expertise can add to a sustainable service to our customers. We will encourage our suppliers to:
Design for minimum waste - Monitor and improve lean construction processes
- Minimise energy in construction
- Avoid pollution
- Preserve and enhance biodiversity
- Conserve water resources
- Respect people and the local environment
- Set targets for improvement, and monitor and report progress.
Application of Priorities to Specific Categories of Work
Major Projects
The Agency has launched its Model Contract Document for Early Contractor Involvement with initial briefing to our staff and key suppliers. This will continue to be the main method for delivering major projects.
Accurate, reliable estimates of costs and firm budgetary control are essential if we are to maximise the benefits of Early Contractor Involvement. There is significant room for improvement among our supply chain partners and we will be setting targets and demanding improved performance.
Opportunities for collaboration with local authorities will be examined, for example extension of the packaging initiative to include local authority projects.
We will continue to support the development of the Major Projects Community to help achieve the objectives of speeding up delivery, sharing best practice, reducing uncertainty in workflow and funding, and improving performance.
Network Operator including Maintenance of the Asset
We will continue to review the new forms of maintenance contract including the EMAC pilot in Area two as we work to successfully combine our network operator and asset manager roles. We will review maintenance areas to align their boundaries with those of Regional Control Centres. We will continue to maintain a competitive and sustainable supply base, which means retaining at last six to eight key suppliers.
Following the challenges of rolling out our new Traffic Officer service in the West Midlands we are reviewing procurement arrangements to ensure that the best value possible is delivered when the service goes nationwide.
Private Finance
Private Finance will be an important aspect of our Procurement Strategy as we take forward major motorway widening schemes. New DBFO contracts will need to reflect the Agency's new role as network operator. Those contracts will need to be flexible and include incentives for delivering excellent network management services.
Our consultation document 'Improving DBFOs' was well received by the industry and sparked much debate. We are now developing a new tendering and contract management process to:
- Maintain a competitive and sustainable market
- Reduce transaction costs
- Incorporate Early Contractor Involvement principles
- Improve contract flexibility to deliver future traffic operations requirements.
Research and Development
Innovation is central to the Agency's work. We will continue to invest in Research and Development projects that will improve products and service delivery, while enhancing competitiveness and productivity among the supply chain.
We will look for collaborative research opportunities with our suppliers, universities, and local authorities as part of a knowledge improvement and sharing programme. Ideas for Research and Development will continue to be fed through our Safety, Standards, and Research Directorate who manage the overall programme.
The Agency will continue to develop and expand its monitoring of international developments in procurement.
Our proposals for a Community of Research and Development service providers will be established during 2005.
Technology
Technology is at the forefront of the Agency's new role. It is a rapidly changing and high-risk area for development of new and expensive equipment. Making the wrong purchase has significant short and long-term implications.
World-wide competition drives rapid, significant continuous improvement in products and product availability but there is a relatively small supply base in the UK.
We will review our technology requirements and develop a strategy for new procurement processes and forms of contract, which will improve delivery on the network, including application of Early Contractor Involvement principles.
