Proposed NWC General Works and Major Works Business
Proposed NWC General Works and Major Works Business Plan Process
Explanation – Major Works • Repairs and maintenance costing over £ 50 k per project covering: - Reservoirs Embankments and Culverts Dredging Water Supply Major moving structures • Centrally prioritised and delivered through the national framework contract (May Gurney) • Responsibility of the Operations/Technical Director • National average spend - £ 25 m per annum
Explanation – General Works • Day to day maintenance, repairs and risk management - Minor repairs costing less than £ 50, 000 (e. g. lock gates) - Planned Preventative Maintenance - Vegetation Management - Customer Service – lockkeepers, sanitary stations, signage, etc. - Inspections • Planned and delivered locally through the direct labour force and contract under the direction of the Waterway Manager • Responsibility of the Operations/Technical Director • National Average Spend - £ 55 m per annum
Stage 1 – Setting of National Targets & Priorities October • Executive Directors consider macro income and expenditure forecasts • Finance Director issues target allocations to Directors
Stage – Setting Stage 2 – 2 Setting of Operations Directorate Targets & & Priorities October • Operations/Technical Director confirms national standards, performance targets/priorities for General and Major Works • Operations/Technical Director issues target allocations to national Major Works team and each Waterway Manager
Stage 3 3– – Preparing draft Major Works Plan November - December • National Team – adjust existing 2/3 year plan in light of target allocations • Meet with waterways to explain and discuss national and local priorities • Needs and views of Local Partnership fed into process by Waterway Manager • Programme prepared that addresses priorities and is deliverable within financial year • Programme submitted - to waterways for information/comment - to Operations/Technical Director for approval
Stage 33––Preparingdraft General. Works. Plan November - December • Waterway Manager discusses local needs/priorities with Local Partnership and local management team • Liaises with Operations/Technical Director and other Waterway Managers on national priorities etc. • Waterway Manager submits local business plan including commentary on risks to Operations/Technical Director for approval
Stage 4 4– – Preparation of of draft National Plan for Trustees January • Operations/Technical Director considers Major and General Works Plans, agrees modifications and adjustments in light of comments and feedback • Submits Major and General Works Programme budgets to Finance Director • Finance Director consolidates all plans into a draft National Business Plan • Draft National Business Plan submitted to Trustees for comment
Stage 5 – Revisions/Refinements to National & Local Plans February - March • Executive reconsiders Local and National Plans in light of feedback from Trustees • Operations/Technical Director reconsiders GW and MW Plans in light of Trustees feedback and LWP comments • LWP invoke right to meet Operations/Technical Director if major concerns remain in respect of Business Plan
Stage 5 – Approval of National & Local Plans March • Executive adjusts National Plan and resubmits to Trustees • LWP Chairmen have right to submit comments directly to Trustees • Trustees consider final draft Plan for approval • Executive confirm National and draft Plans to business (or continue review of Plan until Trustees approval received)
Steady State Allocation - £ 125 m
Minor Works Steady State Comparison 2011/12 Steady State Business Plan Model £'000 Steady State Direct Cost: Repair, PPM and Inspections: Intermediate Repairs (aqueducts; bridges; locks; bank protection) PPM (bridges; locks; sluices; weirs) Inspections (Annual; Principal; Length; Reservoirs) Variance £'000 % 13, 860 3, 771 2, 370 20, 001 13, 317 7, 140 2, 265 22, 722 (543) 3, 369 (105) 2, 721 104. 1 52. 8 104. 6 88 6, 245 1, 719 1, 609 1, 319 11, 553 2, 939 2, 154 1, 422 5, 308 1, 220 545 103 54. 1 58. 5 74. 7 92. 8 9, 298 16, 997 7, 699 54. 7 20, 190 35, 065 14, 875 58 40, 191 57, 787 17, 596 70 9, 598 16, 366 6, 768 58. 6 Operational Plant, Craft and Equipment (maintenance; fuel; depreciation) Operational Buildings (repair; insurance; utilities; depreciation) Total Steady State Indirect Costs 5, 162 1, 661 16, 421 8, 802 2, 832 28, 000 3, 640 1, 171 11, 579 58. 6 Total Steady State Costs (excl Major Works) 56, 612 85, 787 29, 175 66. 0 Amenity/Customer Service/Other: Vegetation Facilities Litter and antisocial behaviour Water control Other (volunteering; manning structures; towpath management; fencing; access management etc. ) Total Steady State Direct Costs Steady State Indirect Costs: People not directly attributable to specific works (includes 20% operational staff as productivity rate set at 80%)
Average. Steady. State. Spendby by Average Waterway 2011/12 - -£ 5. 2 m Waterway
Operational. Focus 2011/12 - -£ 56. 6 m Operational
HQand and. Central. Services BW HQ Total HQ and Central Service cost - £ 30. 9 m HQ & Central Service cost supporting Operations - £ 21. 8 m
Major. Works 44 yearplannedexpenditure
Major. Worksfocus. Year 11 and 22 Major Year 1 2011/12 £ 16. 2 m
Explanation – Overview General Works • Operations focus to manage risk, prioritise expenditure, increase productivity and efficiency to deliver effective customer service • Open to suggestions for improving best value for waterways from local/national stakeholders
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