Earl Bourner

Okay morning, everybody says on the board i'm Earl Bourner was instructed management to get rid of that good focus purely on drains now just to give you a bit of background, I've got a team of around 24 budget of 4.5 million for cleansing and five million for capital repairs, so quite busy team. So here today to talk about joining the dots, data based decisions, Gaemes actually stolen most of my presentation. So I'm gonna mix it up a little bit, but I think really what here today for is I'm actually validating KaarbonTech themselves. So being a local authority, I've been working within the last two years, we've been talking a lot about data how we use that data to make these key decisions and I think standing up here now I'm gonna be able to show you and explain how we've been able to do that data. So I started working with KaarbonTech via live labs. There was some opportunities for some funding was working jointly with me, which is our term contractor and we started this journey and we started to trial what we could do. So we plotted, we took one of our busiest districts which is made of stone 16,000 of these KaarbonTech went out, they plotted them and they turned it into a risk-based model for that cleansing was really impressive how that works. So we decided to take it to the next level and then do the whole of Kent. So we've got, we, we thought we had around 250,000 gullies didn't know where they were particularly, we've got 20,000 so quite possible connections and everything else is quite big, quite a big authority. So enable us to do this. We need to review the data and process the system took place going back 12 years. We've been using for the last five years. We've been using Maps 16. So the crews have been going out of their hand held plotting, plotting the gullies. But there was such a mix of information and duplicates and it was, it was it wasn't fit for purpose really. So what we then did was what Graeme alluded to earlier, we did, we didn't just dump that data, as Marks said We transferred all of that into KaarbonTech played around with it and then they started to carry out the actual surveys. So, the physical collection of the 200, well, we thought of 250 odd, we didn't even know there's 235,000 gullies. So physically men on the ground plotting those onto a map. So we know if we are is completely now that also included linear drainage surveys. Now, this is a lot cheaper than it would be great to CCTV survey our whole assets, we know they will fall. The outfalls are so crazy. It just costs too much money. So, the linear surveys to physically walking in plotting where you think that the lines are going and everything else to the output is a cheap way of achieving this. And then we have been looking at CCTV and jetted the most vulnerable locations just so we can build that acid picture I've introduced, we had we had them in the past but we've introduced better operational performance measures and we've touched on those and are covered a little bit more depth in a moment. And what we had to do was we were still cleansing, we were cleansing 70,000 gullies that were are cyclical cycle. What we did first of all was as part of those marks inspections, what they did was we walked the main roads first and identified the gullies and then he cleansing so instead of cleaning them all, we only cleanse the ones on the silt slider, there was a 50% full, so that basically reduced the number of we were cleansing to around 40% so you can see their savings in having this, having this information and doing the pre inspections. I also looked at the number of inquiries and jobs we received and this is just an inquiry graph but as you can see it's very spiked and seasonal, we've been receiving a lot of named storms particularly sort of July October time. Oh sorry. During the summer months and even October we had the wettest October recorded since I think 2005. So what we would generally do is we would react to all of those inquiries we would obviously deal with the flooding and emergencies there and then but with those inquiries that come in, we'd send them out to the local teams to inspect and then we'll be raising jobs. So we were purely just reactive, reactive, reactive and we were just going around in circles. So as I said, we want to try and reduce these peaks not just react to moving from the reactive to a proactive model and this by doing that is improving the standard and network. So I touched on the operation performance dashboard. So we're monitoring their progress when things are being completed, which is which is really key for us to really sort of talked to the contractor and understand where they are calculating and reporting the execution excusable reasons for not cleansing. We've mentioned this and it was great that we knew that they were pretty big out at two in the morning because it was probably asleep instead of actually wanted to go out and do any cleansing. So we really were able to really put this across to our contractor and say you need to up your game. And to be fair, they have started to demonstrate the adequate number of attempts that were made. So hardly really not enough revisits. They just don't go back a number of times they should be really. And this was an interesting one. Again, stuck covers this. The numbers of stuck covers from the gully crews out there was again was very high and they the KaarbonTech. Well then all the team and they generally covers with one guy. So you think birdie two burly guys can't get a break, but you've got one guy out there lifting it straight away. So again it's targeting that and the clear message back to the contractor. So up to face and stuck covers are recorded between again midnight two am I don't want to watching in their cabs. But um, so we have reported contractor, we now have weekly performance meetings with the reports of run and we've got the information on fingertips and there is no where for them to hide. They can't make excuses that the handheld was down and if it was down, if you report it, no, just not working efficiently and the way they should be. Again, the audits carried out pass or fail. This is, this is really good. Not clean suspect number of photos I've looked at if they want to take the photos in the past where I haven't even cleared around the vegetation when they should be left nicely. Sat talking about things like this, but you should be leaving that sparkly when they walk away and we're paying them to do that. So that was the point of really looking at these audits and we didn't have the time team to stretch and carry the audience. So, um, KaarbonTech carried them out for me and again, independent separate from us from the contract to carry all this out. And it has really worked. So again checking the quality of the cleanse, photographic evidence we've put in the, when the so in the app, when the crews are there, it's a mandatory field, they have to take the before and after photo so they can't move on. So the evidence is there, they have to do that. There was a bit of pushback from the contractor, as you can imagine, but it's working and this is again all reporting through KaarbonTech. So this is Graeme's part that he's, I can just skip over this because he's covered it all really. But we had all of this data out there sitting in lots of various places. We are going too far. We use, we're on confirm wham. So that is our main asset management system for the whole of KCC highways for highways. So we have to have to make sure there is an interaction within that and we didn't have our data in there to be able to really use and manipulate the system. So bringing all of this in together has been key. A lot of work that's gone into this to get to a stage where there is still some tweaks because confirm is very limited of what you can do with it. But now we have got that visibility and the automated communication. So what we've done, we've taken all the assets and then now now plotted within confirmed so we can see all of our gulliess are in confirm as well. The real detail the CCTV, everything else sits within KaarbonTech and the guys are using the joint systems of when we're looking at looking at information and trying to find history knowledge, et cetera. So as previously stated, we've reviewed all the data from the process and the systems going back 12 years extending the risk model to include the collision sites affected by flooding. Mark mentioned that. So we have our crash history sites and we took the flooding data, which is a real real bonus and key for us and will really help mitigate future claims against the council as well because we've factored that level of information in high speed roads. We do run a high speed road program that runs from april to august, we don't have to pay for the TM. So we generally go in and we will clean everything because they are high speed roads, but this year they weren't plotted because it was dangerous to do. So the actual crews are going to be plotting all of that as well. So we have the high speed road data within the system and joining the 6, 12, 12 and 24 months cleanses together so They're not running all over the place. They may be doing two gullies next to each other, but one might be a six month and one might be a 24 months, so it just saves that time cost and everything else and go in there the once and doing it right and moving on and it improves productivity. So the risk based approach. So the clever system, the KaarbonTechs clever system. I sat down with my team and we we waited out of 100 of what priorities would be. So as you can see, sort of high speed roads take a priority. We've got 70% of our networks minor, but then a lot of that is made up by country lanes, so, you know, the speed of the road is going to be the restricted a lot more accidents on rural country lanes. So it's good to make sure that the gullies are cleansed and the highway is safe. So we've included all the newly digitized data with making our risk assessments. So scoring the collision sites and this is what it's come out the other side of the clever machine, if you like. And there's a number of the total number of gullies that we've now aiming to cleanse this financial year. So we started on the first of april um Conway and my terminal supplier for the drainage through AMIE, which is sub sub contracted out, so it's a complete mind switch for them instead of all of the reactive, they've now need 9 10 crews working day shifts, night shifts To hit these targets. He's averaging around 13,000 gullies a month. They need to clean to get to those to those targets. So we've rolled it out and we're at the beginning of the journey, but it's reinforcing that change from reactive to proactive and that's not just for our contractors, it's for my team as well. So this just basically breaks it down on the majority of them are more annual, but then we have got some biannual and then we've got some six monthlys where we knew they were no flooding, flooding hotspots with all the information that has been fed in through the system, flood zones, etcetera that Graeme touched on. So yeah, high speed roads are still cleansed, we can't do anything about that. And then this breaks it down to show you we've got 1,2,3,6, the six teams are out what they've got Mark and KaarbonTech have done if they've split the districts, So you've got a fair split of numbers of gullies within each district, and that's the levels they need to be hitting a month for a month. So yeah, seven programs running currently help to reduce the reactive nature. So, yeah, as I said, it's switching that mindset and it was for my team as well. So what we've done is we've created a risk assessment to determine if reactive cleansing is required. So, I've got five technicians that were generally raised the reactive jobs that were coming through from the enquiries received. So now they just basically follow this cleansing dynamic risk assessment as it calls flooding from flooding the river. Is it flooding the property? Is it impacted by school. So we're trying to reduce the numbers of the, the reactive jobs that go through the system. So Conway can focus on the pro active cleansing and then the CCTV surveillance, soakaway cleansing, etcetera. We've got an apprentice now coming in to digitalize all of our paper records. They've just been sitting around for years, you know, it's like under desks, there's all sorts of developments that have just been left so as build, so we're, we're going to now be in putting all of that into the KaarbonTech system. So we have that information and it helps us build up a picture of the network, digital eyes and visualizing these roads and again on the maps to allow us to the user to be more aware. And my goal is eventually that we don't have to keep going out and investigating with a machine and a crew. We know that's expensive, we've done it, it's mapped, you, Just click one button, brings up, pops up your CCTV survey and you've got the information there for you to carry on and make your decisions on what you want to do next with the asset. So yeah, we've put any factors into things like traffic sensitive roads, we run on a permit scheme in Kent said a certain times when you can't work on roads, you have to actually pay money into a lane rental scheme for our busier roads, there's set times you can work and can't work And the next and ongoing development we are working on now is the online fault reporting tool. I mean, I don't know about the rest of you, but we're trying to run, I think we're about 70% now of inquiries are actually logged online to report a fault. And the idea is which were working behind the background is if you wanted to report gully outside your house being blocked, for example, you can hover over that and it will tell you when it was last cleansed and it will tell you when it's due for the next cleanse. So hopefully if it's only a month away and it's not causing a real issue it to stop the complaint to stop the president from complaining. So that's a real key piece of work we're doing to get that in place. And because we're cleansing so much of our network, it should be pretty quickly, we should be there reasonable time. Of course, if it's an emergency then it would be dealt with in the usual manner. So yeah, with local hotspots have all been digitalized in using priority zones fit to use a new development for management of non asset related evidence touched on that on this screen. So this is a new development that Mark and I have been working on, you have to previously physically plot an asset. But if we were turning up just for example, it's a flood on the road, but there is no gullies and we do need to cleanse it before you physically have to have an asset to plot against. But what we're doing now is creating this, you can draw the polygon line and you can actually log those calls for road flooding on the on the plan, on the handheld and you've got the evidence of the job that then goes all links back to confirm and we've got a record of what we've done and how we've handled that situation. Again, we've all we've had this issue where jobs can't be issued to the guys to the crews until the TM has gone out, but they can't put the TM out because of the permits so that it wasn't lined up. But by using this, they can prove they put the no parking cones out and take a photo before they then get the job assigned to them. They go and carry the cleansing and that's about it for me if there's any any questions, if there are any. So obviously the manager of gully cleansing one of the questions that we've discussed, What's your number that you do a day, I was wondering you said that you now make it mandatory for you to take it before and after photo that affected your number? No, not really. Conway basically said from the start. There's a lot of silty gullies out there and it's taken us a lot longer to get around what we're doing with the 4.5 million I've been spending within the last year or so. So there's always a bit of pushback on the technology and the use of the hand held but it just gives you a clear picture without those mandatory photos also negotiated and hard about £4.something So we negotiated rates so I wanted them to get paid a bit more to do a better service. So we kind of moved £8 and if they get the outlets that are blocked, then they moved to enhanced rates that's about £12 and they feel they're getting more commercially. We're getting a better job is no point in paying pennies You just don't get you don't get back in the buying from, from the contractor. Okay, just out of interest what kind of numbers are you expecting. Charlie, are you able to put together a quick poll for the end on the number of gullies you think you achieve? I'm thinking something with intent starting out 60 Ending At 160. Be nice to see that number. See if anyone gets thinks they get the 160. It's never the same what they think they get to what they get by the way. But it's a nice number. Well, yeah, so I think this is a very good point. Um, that's where the data needs to be validated from one to the other. But your general perception of what's achievable in a day should really be a shift and I'm thinking we're talking about a door to door shifted probably eight and a bit hours, which is your standard shift. I know there are some that worked 10 now we're getting into Graemes. There's also there's also anomalies. Okay. You called them off to the jetting. Do you isolate a jetting crew? How many times did you go to do water? Did you need water fill ups? Are you going to dispose are you disposing during the day because the night crew filled up. So it's not really a true representation anomalies as long as your arm. But you can get data with a degree of confidence. It just takes time to work through it. Talk about averages. Yeah. so part of the weekly report that i'll be out getting it shows that Conway 1-9 crew and the number of gullies they've done per week, per day and we can break it down, so at the moment theres only really 2 of them for the first 2 weeks that are working at that kinda number, Graeme then showed that graph, right where are you on your percentage at the moment that's how long these cleanses are due, first 13, 14,000 where they need to be completed by April this massive knock on effect if they don't cleanse the numbers. I suppose we get to cleanse. And that's when he talked about surveying 5% of gullies of the highway. Even pick up things. I've known spots the criteria that Goodbye. I think the full list is better sent out. There are all sorts of elements in there, some which are common, some which are not common because it would just be a dataset from we touched the map 16. There was been used for five years but none of the data correlated gullies deleted so it couldn't be used at a gully level. But it could be used at the 5% level. The surface water management plan wasn't digital. They have pdf copies so we digitized it to bring it in bringing in the water authority's. We've got a lot of combined system. So for now for example we get a flash flood. We now know it's maps and our gullies are going into a combined system. There's no point in sending out a tank or going to cleanse those goals because we know we know that the sewer surcharge, so we was wasting money throwing money at things that we couldn't actually resolve. So we just use the system intelligently to make the right decisions. Now moving forward. I'm just gonna touch very briefly on this. So the purpose of this is they're going to this road to clear a flood. There's no drains on it. Oh, are you going to put the inspection? So there's one use another use as Earl touched on, I'm gonna put cones out. Did you put cones out? I want evidence. Did you take them away on time? So we're getting into the permitting and using the road space, which is pretty hot in Kent versus others. But there's other scenarios that, so this is a live development. If you think, well I could use that for something else. Leaflet drops, then I do a leaflet drop, Where is the leaflet drop? All these sorts of things that could be represented by a polygon because they cannot realistically be represented by an asset. Then in part that I want to use your polygon tool for this. Stick it in an idea, send off, we will review it and I thank you very much."