maintenance delivery capacity and options hgs v 1.9 7 jun 2011

Delivery mechanisms for road maintenance

Identifying opportunities for improved performance

Hamish Goldie-ScotBesar Bowo

2

Delivery Mechanisms

1.Drivers of performanceWhat factors contribute to improved performance?

2. AssessmentTo what extent are those factors evident in NTB?

3. RecommendationsHow could current performance be improved?

Feedback and discussion

3

AccountabilityMakes it happen

TrustMakes it efficient

Resource Base

Management Systems

Skills in practice

Clear expectations

Performance Monitoring

Transparency

Fair contracts fairly applied

Confidence beyond immediate contacts

Willingness to allow others to take responsibility

Good practice rewarded

Responsibility encouraged

Professional standards maintained

Institutional and Legal

SettingMakes it last

Drivers of performance

CapacityMakes it possible

Practical Training

A lack of trust undermines performance and increases costsA lack of trust undermines performance and increases costs

Mentoring is an important aspect of professional development Mentoring is an important aspect of professional development Transparency allows civil society to strengthen accountability Transparency allows civil society to strengthen accountability

4

Colour coding

Factors that constrain performance

Factors that strengthen performanceG

A

Factors that undermine performanceR

5

AccountabilityMakes it happen

TrustMakes it efficient

Resource Base

Management Systems

Skills in practice

Clear expectations

Performance Monitoring

Transparency

Fair contracts fairly applied

Confidence beyond immediate contacts

Willingness to allow others to take responsibility

G G

G

Good practice rewarded

Responsibility encouraged

Professional standards maintained

Institutional and Legal

SettingMakes it last

Drivers of performance

CapacityMakes it possible

6

AccountabilityMakes it happen

TrustMakes it efficient

Resource Base

Management Systems

Skills in practice

Clear expectations

Performance Monitoring

Transparency

Fair contracts fairly applied

Confidence beyond immediate contacts

Willingness to allow others to take responsibility

R R

R

Good practice rewarded

Responsibility encouraged

Professional standards maintained

Institutional and Legal

SettingMakes it last

Drivers of

CapacityMakes it possible

Lack of Lack of

Lack of

Drivers of corruption

7

AccountabilityMakes it happen

TrustMakes it efficient

Resource Base

Management Systems

Skills in practice

Clear expectations

Performance Monitoring

Transparency

Fair contracts fairly applied

Confidence beyond immediate contacts

Willingness to allow others to take responsibility

G G

G

Good practice rewarded

Responsibility encouraged

Professional standards maintained

Institutional and Legal

SettingMakes it last

Drivers of performanceHigh level view

CapacityMakes it possible

Funds

8

AccountabilityMakes it happen

TrustMakes it efficient

Resource Base

Management Systems

Skills in practice

Clear expectations

Performance Monitoring

Transparency

Fair contracts fairly applied

Confidence beyond immediate contacts

Willingness to allow others to take responsibility

Good practice rewarded

Responsibility encouraged

Professional standards maintained

Institutional and Legal

SettingMakes it last

Drivers of performanceA Labourer’s view

CapacityMakes it possible

Routine Maintenance requires exceptional management skills Routine Maintenance requires exceptional management skills

Good management can markedly increase labour productivity Good management can markedly increase labour productivity

9

Delivery Options

Type of Maintenance

Delivery Method

Location of Maintenance

Off-carriageway Carriageway

Routine Swakelola Input Individuals Input Individuals

AssessmentCurrent delivery mechanisms

10

Delivery Options

Type of Maintenance

Delivery Method

Location of Maintenance

Off-carriageway Carriageway

Routine Swakelola Input Individuals Input Individuals

Spot Improvement / Periodic Contract Labour & plant contractor

AssessmentCurrent delivery mechanisms

11

Delivery Options

Type of Maintenance

Delivery Method

Location of Maintenance

Off-carriageway Carriageway

Routine Swakelola Input Individuals Input Individuals

PPKs Consultant supervises : Contractor maintains

Spot Improvement / Periodic Contract Labour & plant contractor

AssessmentCurrent delivery mechanisms

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Consultant Contractor

OutcomeSupervises Maintains

AssessmentCombinations of Performance of Contractor and Consultant

13

Consultant Contractor

OutcomeSupervises Maintains

a a

r r

r a

a r

AssessmentCombinations of Performance of Contractor and Consultant

14

Consultant Contractor

OutcomeSupervises Maintains

a a

r r

r a

a r a

AssessmentCombinations of Performance of Contractor and Consultant

The Supervising Consultant has the key role in Quality ControlThe Supervising Consultant has the key role in Quality Control

15

Delivery Options

Type of Maintenance

Delivery Method

Location of Maintenance

Off-carriageway Carriageway

Routine Swakelola Input Individuals Input Individuals

Spot Improvement / Periodic Contract Labour & plant contractor

AssessmentDelivery Options

16

Delivery Options

Type of Maintenance

Delivery Method

Location of Maintenance

Off-carriageway Carriageway

Routine Swakelola Input Individuals Input Individuals

Swakelola Output Groups Output Groups

Spot Improvement / Periodic Contract Labour & plant contractor

AssessmentDelivery Options

17

Delivery Options

Type of Maintenance

Delivery Method

Location of Maintenance

Off-carriageway Carriageway

Routine Swakelola Input Individuals Input Individuals

Swakelola Output Groups Output Groups

Length person Input Individual

Spot Improvement / Periodic Contract Labour & plant contractor

AssessmentDelivery Options

18

Delivery Options

Type of Maintenance

Delivery Method

Location of Maintenance

Off-carriageway Carriageway

Routine Swakelola Input Individuals Input Individuals

Swakelola Output Groups Output Groups

Length person Input Individual

Contract Labour & plant contractor

Spot Improvement / Periodic Contract Labour & plant contractor

AssessmentDelivery Options

19

Delivery Options

Type of Maintenance

Delivery Method

Location of Maintenance

Off-carriageway Carriageway

Routine Swakelola Input Individuals Input Individuals

Swakelola Output Groups Output Groups

Length person Input Individual

Contract Labour & plant contractor

Spot Improvement / Periodic Contract Labour & plant contractor

AssessmentDelivery Options

20

0

5

10

15

20

25

30

35

40

45

WM AK AM WK RE AJ BR TG BA BM SB CK HP NN LS BB DM AR MN AS MM

SOE

Other

Mixed

Jurisdiction NTB Provincial

Average of Contract Value (Billion Rps)

Contractor code

Status of Contractor

21 Road Contractors engaged to maintain/improve NTB Provincial roads in period 2008-2010

21 Road Contractors engaged to maintain/improve NTB Provincial roads in period 2008-2010

Average contract size in most cases under Rps 5 billionAverage contract size in most cases under Rps 5 billion

State Owned Contractors normally involved in larger contractsState Owned Contractors normally involved in larger contracts

AssessmentStructure of the Industry

21

0

200

400

600

800

1000

1200

1400

1600

1800

2000

AK WK RE SB TG AM BR WM LS BA AJ CK HP BB DM BM NN AR MN AS MM

NTB Provincial

All National

Sum of Contract Value (Billion Rps)

Contractor code

Jurisdiction

For the same 21 Contractors, add any contracts on National Roads in 2008-2010For the same 21 Contractors, add any contracts on National Roads in 2008-2010

Small contractors are not developingSmall contractors are not developing

Similar profile for ConsultantsSimilar profile for Consultants

Even more extreme in case of Kabupaten roadsEven more extreme in case of Kabupaten roads

AssessmentStructure of the Industry

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R

AccountabilityMakes it happen

TrustMakes it efficient

Resource Base

Management Systems

Skills in practice

Clear expectations

Performance Monitoring

Transparency

Fair contracts fairly applied

Confidence beyond immediate contacts

Willingness to allow others to take responsibility

A A

Good practice rewarded

Responsibility encouraged

Professional standards maintained

Institutional and Legal

SettingMakes it last

CapacityMakes it possible

AssessmentPerformance of Consultants

Have the powers to act professionally, but not always using themHave the powers to act professionally, but not always using them

23

R

AccountabilityMakes it happen

TrustMakes it efficient

Resource Base

Management Systems

Skills in practice

Clear expectations

Performance Monitoring

Transparency

A G

Good practice rewarded

Responsibility encouraged

Professional standards maintained

Institutional and Legal

SettingMakes it last

CapacityMakes it possible

AssessmentPerformance of Provincial Bina Marga

Good potential, but focussed on financial accountability, not performanceGood potential, but focussed on financial accountability, not performance

Fair contracts fairly applied

Confidence beyond immediate contacts

Willingness to allow others to take responsibility

24

AccountabilityMakes it happen

Resource Base

Management Systems

Skills in practice

Clear expectations

Performance Monitoring

Transparency

R G

Good practice rewarded

Responsibility encouraged

Professional standards maintained

Institutional and Legal

SettingMakes it last

CapacityMakes it possible

AssessmentPerformance of Swakelola

Unproven. Not focussed on performance. Short of key equipmentUnproven. Not focussed on performance. Short of key equipment

TrustMakes it efficient

R

Fair contracts fairly applied

Confidence beyond immediate contacts

Willingness to allow others to take responsibility

25

AccountabilityMakes it happen

TrustMakes it efficient

Resource Base

Management Systems

Skills in practice

Clear expectations

Performance Monitoring

Transparency

Fair contracts fairly appliedConfidence beyond immediate contactsWillingness to allow others to take responsibility

Good practice rewarded

Responsibility encouraged

Professional standards maintained

Institutional and Legal

SettingMakes it last

CapacityMakes it possible

AssessmentPerformance of Contractors

Weak, but able to respond quickly to commercial pressure to performWeak, but able to respond quickly to commercial pressure to perform

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Improve performance through more focus on:1. Accountability Mechanisms

Focus on improved monitoring of outputs

2. Capacity developmentFocus on Consultant’s role in improved quality

management

3. TrustFocus on encouraging responsibility (with accountability)Ensure that the market rewards good performance

Recommendations(General)

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For future work……

Routine Maintenance• Strengthen existing Swakelola approach; while• Piloting contract-based alternativeMonitor and compare the performance of these two delivery methods

Periodic Maintenance/Spot Improvements• Strengthen existing contract-based approach

Focus on site supervision and quality control

Recommendations(Specific)

28

Review:Focus on performance

A A

A

G G

G

Improved road condition

Identify and mitigate external

constraints

Identify and mitigate external

constraints

Improved Performance

Focus on issues of Accountability,

Capacity and Trust

Focus on issues of Accountability,

Capacity and Trust

Monitor Performance

Monitor Performance

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Feedback and discussion