Delivering Better Outcomes

We all face global economic and industry change of an unprecedented scale and speed.  The only real certainty in all this is uncertainty!

It has never been more important that all our people have the ability to work outside of their comfort zones in less than certain environments. We all need to learn openly from every event and share that knowledge as widely as possible across the industry. No single individual, team or organisation is infallible.

In driving performance improvement, our culture empowers our teams to openly learn from our mistakes, and equally from our successes. In this section we highlight and share some examples of how that learning is contributing to deliver improving the outcomes for our customers.

Delivering design continuity is a collaborative single source framework approach

Local highway authorities are progressively turning to single sourced framework agreements to balance increasing highway capacity demands with ever reducing capital and operational budgets.

In taking this step the need for surety in design continuity to deliver value for money becomes a key concern for local authorities and public bodies. In some situations it is recognised that the design support may not be required or appropriate at all times. In these circumstances it is important to gain confidence that the design support you received is seamless and provides continuity and consistency of approach.

Effective communication throughout the term of a framework

Local highway authorities are progressively turning to single sourced framework agreements to balance increasing highway capacity demands with ever reducing capital and operational budgets.

In taking this step the need for surety in establishing positive and effective communications through the term of the framework and the management of stakeholder interests become key concerns for local authorities and public bodies.

Is Health and Safety being properly addressed for highways users?

Local highway authorities are progressively turning to framework agreements to balance increasing highway capacity demands with ever reducing capital and operational budgets.

In taking this step it is essential to establish how prospective partners will manage issues relating to health and safety and the protection of the environment, to ensure the wellbeing of the general public, highway users and the workforce.

Mitigating Railway risks on third party Local Authority highway projects

Local highway authorities are progressively turning to single sourced framework agreements to balance increasing highway capacity demands with ever reducing capital and operational budgets.

In taking this step a key concern is ensuring you have the necessary rail related knowledge and experience in your chosen framework provider. This is vital to ensure your project and third party engagement risks are comprehensively identified and managed on your behalf.

Optimising Performance Management in Highways Infrastructure

Local highway authorities are progressively turning to single sourced framework agreements to balance increasing highway capacity demands with ever reducing capital and operational budgets.

In taking this step the need for surety in performance management to deliver value for money becomes one of the key concerns for local authorities and public bodies. The surety sought can be in relation to the overall partnership agreement and in the individual call-off contracts proposed to be issued under the overarching framework.

Unlocking framework value and efficiency through impactful collaborative supply chain relationships in the public sector

Local highway authorities are progressively turning to single sourced framework agreements to balance increasing highway capacity demands with ever reducing capital and operational budgets.

Selecting a framework supplier who is able to demonstrate proven and deeply embedded collaborative relationships with their suppliers is fundamental to your success. A strong and collaborative framework supply chain enables the entire framework team to draw knowledge and innovation from the immense depth and breadth of learning and best practice. Utilising these skills optimises the most efficient and effective solutions that will maximise highway capacity and reduce disruption.

Converting learning opportunities into best practice in public sector frameworks

Local highway authorities are progressively turning to single sourced framework agreements to balance increasing highway capacity demands with ever reducing capital and operational budgets.

In taking this step the need for surety that continuous improvement is realised through the lifecycle of the framework becomes a key concern for local authorities and public bodies.

Aligning framework community initiatives with local needs

Local highway authorities are progressively turning to single sourced framework agreements to balance increasing highway capacity demands with ever reducing capital and operational budgets.

In taking this step, the assurance that the framework will deliver the local community benefits that meet the authority’s own corporate plan is an important concern for local authorities and public bodies.

Learn Once, Learn Deeply, and Share – Genuine Collaboration and Innovation in Highways Frameworks

The theory says that framework agreements for highways maintenance should promote innovation and collaborative learning between a small group of suppliers and the client team. In reality, how does it feel?

Highways Frameworks where Continuous Improvement is Business as Usual

Year on year efficiencies through highways frameworks are not a ‘nice to have’, they are a core requirement – particularly to comply with DBFO financial models and ORR requirements.

Innovative Cultures Need Strong Leadership and a Clear Voice

Innovation is often talked about but much less frequently seen – even on a framework agreement that should be its natural home. Embedding an innovative culture is central to delivering the lifetime value, quality and cost benefits of a framework agreement. Although innovation is largely a bottom-up process, it needs to start from the top and be purposefully led.

A More Rational and Value Focused Approach to Highways Maintenance

Highways frameworks should deliver structures and ways of working that achieve a better balance between individual project costs, the frequency of interventions and road space availability. This long term value-based approach should be good news for the whole asset community.

Making a Problem Solving Culture a Reality in Highways Frameworks

Success for your programme means delivering the works within your investment profile and budgets, while maintaining the highway asset condition above the specified levels. This can only happen when the framework community is value-driven and fully collaborative.

Cultivating the Benefits of Innovation in Highways Frameworks

If you threw the contents of a packet of seeds into a dark, untended corner of your garden you wouldn’t expect many plants to come up and flourish. Plants need space, water, light and fertile soil to grow to their full potential.

How Bringing New and Upgraded Infrastructure into Use Can be Made Painless

The transition between the construction and operational phases of an infrastructure project ought to be straightforward, but rarely seems to be. Asset operators and users should immediately see the full planned benefits of the project rather than wait for a protracted and stressful handover.

Why Responsibility Doesn’t End with Project Delivery

Rail infrastructure is a vital national asset. Whether it’s a stretch of track, a station or even a platform, any time it can’t be used is not only an inconvenience, it can also have an economic and customer service impact.

Can we do a Better job of Managing Risk in Infrastructure Projects?

Risk management theory tends to break down risks at two levels. At the detailed level, there are unforeseen events or circumstances that can disrupt a particular outcome or sub-project. Above this, there are broader risks to important stakeholder objectives that can arise from combinations of unforeseen events.

Building a Data Driven Railway Piece by Piece

It’s fair to say that if we had built the UK rail infrastructure from scratch in the 21st century we’d have a much more comprehensive data picture, detailing every stretch of track, station, crossing, and intersection.

How we are Striving for a More Sustainable Rail Network

If you keep doing the same things you will get the same results. To rise to the challenge of creating a more sustainable rail network we’ve re-evaluated what we do across many areas of our business. The work we are doing can be broadly grouped into three categories: innovation and quality, environmental protection and enhancement, and community engagement and inclusion.

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