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‘TMA’ Management
Information (MI)
(dd/mm/yyyy)
Slide-Pack Objective

This presentation intends to address the following objectives:

• Provide a ‘typical’ view of the Management Information (MI) focus for

Work Promoters & Councils, due to introduction of TMA

• Provide a ‘typical’ approach & scope of business functions that fall

under the purview of Management Information governance, given TMA

• Provide a framework for Enzen Consultants to adapt the ‘typical’ MI

guidelines in the context of their respective Clients

• Provide a baseline set of MI Requirements for TMA, across Work

Promoters & Councils that establishes the path for further deliberations
around ‘on-time’ availability & associated ‘readiness’, in time for TMA
Go-Live (April 08)

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Agenda

● Principles

● Scope

● Approach

● Requirements & their priorities

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Reporting Principles

Reporting should include the minimum information required

to run the business effectively and comply with Regulation.
The KPIs of all
individuals in the
business must map
into the board level ?
KPIs – this is the boardBoard
“line of sight” into the KPIs
business ?

(Examples)
Executive
Committee
KPIs
Consolidated FPN’s per month in all
networks, Compliance standards, etc
Senior Management
Performance
Management Indicators
Regulatory
Reporting Management Level Reporting FPN’s per month in a network, FPN’s
Key Performance per Contractor, Works overruns, etc
Objectives
Workforce Level Number of Notices raised per day, Notices
Performance nearing end date, Registration overdue, etc
Objectives
Non-Financial Data Financial Data

Data Storage

Reporting Software Interface?

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Reporting Scope – For ‘Work Promoters’

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Reporting Scope – For ‘Highway Authorities’

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Approach – Identify ‘MI’ Needs

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Typical TMA MI Needs

This slide pack provides an outline set of Management Information

requirements that need to be captured, monitored & evaluated in a
post TMA Scenario.

Each of these requirements need to be elaborated further to

identify:
• Requirement Outline & Description
• Qualifying Parameters
• Performance Threshold (where applicable)
• Category (viz: Workforce / Management / Exec, etc) Management
Information
• Priority
• Frequency
• Preferred View (Matrix / Chart / Graph / Dashboard)

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Typical TMA MI – ‘Promoters’

S.No Requirement Stakeholder Frequency

1 Notices sent late – split by each notice category {numbers & Workforce, Weekly
associated percentages}, split by each HA Management
2 % Notice Compliance (Total Jobs split by duration vs. Notices Management, Weekly,
Sent (Actual) per HA vs. Notices (that should have been sent)) Exec Monthly
– split by Noticing Team (Members / Geography)
{numbers & associated percentages}
3 Notices due to be sent (based on works status & anticipated / Workforce Daily
actual dates) – split by each notice category & operational
districts/areas (as applicable), split by each HA
 window of opportunity of ‘4 weeks’, ‘2 weeks’, ‘1 week’ &
‘latest date’ to issue notice (as relevant)
4 Total No of Works vs. Lifecycle of Notices Management Weekly

5 Incorrect Notice Duration – split by each notice category per Workforce, Weekly,
operational districts/areas (as applicable), per HA Management Monthly
6 Number of Cancelled Works Workforce Monthly

7 Number of Notices rejected by HA – split by reasons for Workforce, Weekly,

rejection, split per HA Management Monthly

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Typical TMA MI – ‘Promoters’

S.No Requirement Stakeholder Frequency

8 Number of extensions raised, accepted / not granted by HA – Workforce, Weekly

split by reasons for rejection, split per HA Management
9 Number of duration challenges – accepted / rejected, split per Workforce, Weekly
HA Management
10 Number of works for which Section 56/56A Notices received – Workforce, Weekly
split by reasons {also capture status of action by Promoter, as Management
any violation could result in a penalty}
11 Section 58/58A – Restriction Summary incl Duration & assoc Workforce Monthly
Impact on Planned works {this must identify in advance any
re-planning needs for the Promoter Business Function}
12 Number of Error Correction Notices raised, accepted / Workforce, Weekly,
rejected – split by reasons behind need for the notice, split per Management Monthly
HA
13 % of 1st time Permanent Re-instatements in comparison to Workforce Monthly
total re-instatement volume
14 Fixed Penalty Notices – Total Received, Accepted / Rejected Workforce, Daily,
– split by reasons for FPN, split by HA Management, Monthly
Exec
15 Fixed Penalty Notices – Due Payment (29 Days, 36 Days) split Workforce, Daily
by each notice; window of opportunity of ‘1 week’ & ‘latest date Management
– 3 clear days’ to make payment, split by HA

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Typical TMA MI – ‘Promoters’

S.No Requirement Stakeholder Frequency

16 S74 Charges – Total Received, Accepted / Rejected, Number Workforce, Daily

of days overrun by – split by reasons for penalty, split by HA Management
17 S74 Charges – Total Works vs. Total Charges Received, split Management, Weekly
by HA Exec
18 Number of works vs. planned inspections undertaken by HA – Workforce, Weekly
split by each HA (benchmark 30% sample inspections) Management

19 Number of Inspections resulting in Defects (Cat A, B, C) Workforce Daily

20 Number of works vs. Total Defects (& associated charges Management, Weekly
paid) – split by each HA Exec

Note: The above detailed Typical MI excludes any requirements for Permits

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Typical TMA MI – ‘Highway Authorities’

S.No Requirement Stakeholder Frequency

1 Notices received late – split by each notice category {numbers Workforce, Weekly
& associated percentages}, split by each Works Promoter Management
2 % Notice Compliance (Total Jobs split by duration vs. Notices Management, Weekly,
Received (Actual) vs. Notices (that should have been Exec Monthly
received)) – split by Noticing Team (Members / Geography)
{numbers & associated percentages}
3 Notices due to be received (based on works status & Workforce Daily
anticipated / actual dates) – split by each notice category &
operational districts/areas (as applicable)
 window of opportunity – based on notice validity (as relevant)
4 Total No of Works vs. Lifecycle of Notices Management Weekly

5 Incorrect Notice Duration – split by each notice category per Workforce, Weekly,
operational districts/areas per Works Promoter (as applicable) Management Monthly
6 Number of Cancelled Works Workforce Monthly

7 Number of Notices rejected – split by reasons for rejection, Workforce, Weekly,

split by each Works Promoter Management Monthly

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Typical TMA MI – ‘Highway Authorities’

S.No Requirement Stakeholder Frequency

8 Number of extensions raised, accepted / not granted – split by Workforce, Weekly

each Works Promoter, split by reasons for rejection Management
9 Number of duration challenges – raised, accepted / rejected – Workforce, Weekly
split by each Works Promoter Management
10 Number of works for which Section 56/56A Notices sent – split Workforce, Weekly
by reasons {also capture status of action by Promoter} Management

11 Section 58/58A – Restriction Summary {Proposed & Actual} Workforce Monthly

12 Number of Error Correction Notices received, accepted / Workforce, Weekly,

rejected – split by reasons, split by each Works Promoter Management Monthly
13 % of 1st time Permanent Re-instatements in comparison to Workforce Monthly
total re-instatement volume – split by each Works Promoter
14 Fixed Penalty Notices – Total Raised, Accepted / Rejected – Workforce, Daily,
split by reasons for FPN, split by each Works Promoter Management, Monthly
Exec
15 Fixed Penalty Notices – Due Payment (29 Days, 36 Days) split Workforce, Daily
by each notice, split by each Works Promoter Management

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Typical TMA MI – ‘Highway Authorities’

S.No Requirement Stakeholder Frequency

16 S74 Charges – Total Identified, Raised, Accepted / Rejected, Workforce, Daily

Number of days overrun by – split by reasons for penalty, split Management
by each Works Promoter
17 S74 Charges – Total Works vs. Total Charges Raised, split by Management, Weekly
each Works Promoter Exec
18 Number of works vs. planned inspections undertaken – split Workforce, Weekly
by each Works Promoter (benchmark 30% sample Management
inspections); identify number of aborted inspections
19 Number of Inspections resulting in Defects (Cat A, B, C) Workforce Daily

20 Number of works vs. Total Defects (& associated charges Management, Weekly
paid) – split by each Works Promoter Exec

Note: The above detailed Typical MI excludes any requirements for Permits

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THANK YOU

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