Asset Lifecycle Plans. December 2010

Asset Lifecycle Plans December 2010

Lifecycle Plan Summary December 2010 P a g e 2

A s s e t L i f e cy c l e P l a n Contents: 1 Introduction to Lifecycle Planning...4 1.1 Primary Purpose of Lifecycle Planning...4 1.2 Secondary Purpose...4 1.3 Output from Lifecycle Planning...4 1.4 The Importance of Lifecycle Plans...4 1.5 Lifecycle Planning Layout...4 2 Lifecycle Plan Summary...6 P a g e 3

A s s e t L i f e cy c l e P l a n 1 Introduction to Lifecycle Planning 1.1 Primary Purpose of Lifecycle Planning The purpose of a lifecycle plan is to document how a particular asset is managed. In doing so definition is created of the standards that are applied and the processes that are used as a reference for those who may need to know. 1.2 Secondary Purpose Lifecycle plans provide secondary benefits in enabling institutional knowledge to be captured. Many authorities currently rely heavily upon the knowledge and judgement of key personnel. Documenting the management processes used for each asset group records this knowledge and enables it to be shared and developed. 1.3 Output from Lifecycle Planning The output from the lifecycle planning process is long term prediction of the cost of the continued management and operation of the asset in question. These should be in the form of financial projections linked to stated levels of service (reported using appropriate performance measures). 1.4 The Importance of Lifecycle Plans Lifecycle plans are the core of a road asset management plan. They contain the critical detail that enables the wider asset management practices such as long term cost projection, performance management and risk management to be applied. 1.5 Lifecycle Planning Layout The lifecycle planning section of this Transport Asset Management Plan is divided into three sections as follows: 1. Lifecycle Planning Summary This describes the required information to achieve the above lifecycle plan output i.e. a long term prediction of the cost of the continued management and operation of the asset. We strive to manage all the assets using a consistent process and these details will be included within the summary section. 2. Individual Lifecycle Asset Management Plans Individual lifecycle management plans will provide the main details and assumptions of the asset using the layout from the Summary section. Sections which aren t needed to manage the asset will be omitted. Sections where our standard process is used with no exceptions will also be omitted. Any exceptions to the processes described in the lifecycle planning summary will be included in the individual asset plan. P a g e 4

A s s e t L i f e cy c l e P l a n 3. Appendices All additional information from specific details, workings and reports will be included in the Appendix and referenced in the above two documents. P a g e 5

A s s e t L i f e cy c l e P l a n 2 Lifecycle Plan Summary Ref Section Name Section Description 1 Current Status What is the current status of this asset group? 1.1 Current Issues Current causes of concern, or alternatively opportunities for improvement that aren t currently being taken that still need resolving. 1.2 Current Asset Management Strategies Current strategies in place to address the previous Current Issues. These provide acknowledgement that asset management activities are already in hand with these strategies acting as a starting point. 2 The Asset What Assets do the Council Own? 2.1 Inventory The extent of the asset is presented in appropriate groups eg. asset types, geographical locations, road classification etc which relate to the specific asset management approach used by the Council. The reliability of the information is to be included with all inventories. 2.2 Asset Register Details of the definitive record of the asset owned by the council? 2.3 Asset Growth Average growth of total assets over a minimum of five years aids the projection of long term costs. Additional future growth predictions increase the accuracy of these projections. Our Approach Asset Information Management varies from asset to asset. There currently aren t any documented processes for collecting and maintaining the existing information. An Asset Management Information Strategy covering all information types is currently under development with the aim of determining the information required to be held for each asset, the information currently held, where and in what format, the missing information, the collection methods for the missing information and any proposed changes to the storage method. This strategy covers all assets and therefore will be listed as an Improvement Action in the main TAMP document only. As asset specific improvement actions are developed they will be added to the relevant lifecycle plan. 3 Service Expectations 3.1a Customer Perceptions Our Approach 3.1b Customer Perceptions Our Approach 3.2 Council Goals and Objectives What is this asset group required to do? What do people think of this asset? What are customer perceptions of the management of this asset group? The process for identification and alignment with customer expectations is achieved through a customer survey or public consultation exercise. The National Highways & Transport (NHT) Survey is a postal survey, carried out by Ipsos MORI, which is completed by 76 English authorities. The survey is organised under themes linked to national (LTP2) shared transport priorities and other important highway and transport related topics. What is the level of customer complaint in relation to this asset? Customer Project Feedback Post scheme satisfaction surveys were carried out on 3 schemes in 2009-10 and showed an average satisfaction of 84.3%. Customer Relationship Management Customer Relationship Management is contained within the IMIS system. All customer contacts, service requests and progress made in satisfying these are recorded on the system. IMIS enables front-line staff to present consistent and up-to-date information to customers. The Control Centre staff collects details of the caller, defect and location and enter into IMIS. Onsite inspections are completed and if work is required, details are entered into Works Manager. On completion of the task, signoff must be completed individually in both IMIS and Works Manager. Our Corporate Plan identifies the objectives and priorities that it aims to complete over a set period of time. The TAMP and lifecycle plans show how the assets P a g e 6

A s s e t L i f e cy c l e P l a n Ref Section Name Section Description contribute to achieving the Corporate Objectives and Priorities. Our Approach Each assets lifecycle plan contains a flow diagram showing the linkage between the asset specific priorities and the Corporate Priorities. 3.3 Use The current volume of use and any predicted future events that may cause a change to the method of management are described in this section. Growth information provides an idea of the speed of change in the previous five years. The capability of the current resources to meet the existing growth and any future growth provides a starting point for deciding the long term needs of the asset. 3.4 Safety Considerations Our Approach Role of the asset in delivering a safe road network and where applicable management processes utilised to achieve any safety targets. Injury collision statistics are included with any recurring contributory factors associated with the form and condition. A list of collision types with associated remedies and installation and future maintenance costs are included for long term cost projection. We have a rolling programme of collision investigation and prevention projects to improve the safety and operation of the highway network. Sites for concern are primarily identified using the Council's road collision database. 3.5 Utility Activity The purpose of this section is to highlight the influence that this activity has on both the ability to produce long term plans and forecasts and their content. Utility activity can have a major effect on the maintenance and management of the asset. Although not yet quantified it is believed that there is a significant increase in the number of defects found following the disturbance of the surface due to utilities. This is apparent even when the utility has reinstated the surface to the required standard. The utility coordination process, scale of activities and future trends will provide the information needed to calculate the influence on Staffordshire s assets. Our Approach 3.6 3 rd Party Claims Costs and trends of 3 rd party claims. The interrogation of third party claims can aid in the determination of recurrent faults within the highway, the details presently held record the location and details of the claim but the information is not used when identifying or prioritising works. Our Approach 3rd Party Claims (All Assets) Year Total No. No. Refuted No. Reserve Reserve Amount No. Paid Total Paid 3.7 Environmental Considerations 3.8 Network Availability Considerations Our Approach 2005-06 454 11 317,938 94 842,547 2006-07 510 34 1,275,405 95 592,927 2007-08 674 66 517,440 113 280,147 2008-09 746 194 1,192,067 83 133,684 2009-10 784 664 1,474,417 26 8,993 Environmental requirements for each asset with associated effects on the short and long term planning. Requirements placed upon the management of this asset in terms of ensuring network availability? We have a list of 1003 Traffic Sensitive locations which are currently indicated by the field IfTrafSens, in the exported Staffordshire NSG. All locations are located as all day / every day. The GIS team are currently awaiting the approval of an Improvement Action to update the periods of traffic sensitivity. 3.9 Amenity Value Amenity requirements for each asset with associated effects on the short and long P a g e 7

A s s e t L i f e cy c l e P l a n Ref Section Name Section Description Considerations term planning. Our Approach 4 Management Practices We do not have any formal policy which requires certain construction or material standards for differing amenity areas. What standards are applied to the management of this asset group? 4.1 Policies Council policies which affect the management of the asset 4.2 Inspection Regime Our Approach The significant components of the Inspection Regime which affect the asset management of the asset including frequency of inspections, inspectors training or qualifications, output and compliance with Codes of Practice. We monitor the safety of the highway network following their Highway Safety Inspection Code of Practice (HSICP) last revised in October 2007. This is based on the recommendations of Well Maintained Highways, Code of Practice for Highway Maintenance Management, July 2005. The frequencies of inspections are described in Table 4.1. Table 4.1: Frequency of Safety Inspections Road Category Hierarchy Description Definition Inspection Frequency 4.3 Condition Assessment 4.4 Construction / Asset Acquisition Our Approach C1 C2 C3 Strategic Route Main Distributor Secondary Distributor Principal A roads that form part of a strategic network at a regional level. Remaining A roads B roads, C roads with a total traffic flow > 1000 in a 12hr period, unclassified urban bus routes with an hourly or more frequently service C4 Link Road Remaining C roads, roads linking the main and secondary distributor network, D & U roads with exceptionally high traffic flow, industrial estate service roads, residential distributor roads with considerable H.C.V. flow C5 Local Access Road Remaining D & U roads ie. residential loop roads, housing estate roads, residential cul-desacs, rear access lanes, green lanes lay-bys. Monthly (driven) Monthly (driven) Monthly (driven) 3 Monthly (driven) Annual (driven / walked) Condition assessments provide an indication of the remaining life of an asset. Assessment procedures differ with each asset and must therefore be described including frequencies and inspectors training or qualifications. A list of results and interpretations for a minimum of five previous surveys provides an understanding of how the asset is progressing through its lifecycle and whether the condition targets are achievable. How are new assets acquired? The process and standards applied to ensure newly acquired assets have a certain level of condition. The whole of life costs assessment used at the time of design of new assets enables the Council to ensure future maintenance requirements can be completed within the budget. New assets are typically acquired from either adoption or from taking over improvement works completed by contractors on behalf of the council. This is managed through using Section 38, 278 or 106 legal agreements. Newly constructed 'adoptable' streets are only adopted once they meet current council specifications. At present the long term costs of new works are not assessed and the ongoing maintenance liability is not included within the design calculations or added to the service plan. This can lead to the addition of new assets that have overly onerous ongoing maintenance requirements. There is currently no process in place for updating the RMS when internal works are completed which entail a change to the existing infrastructure. The Asset Data Management Team are currently developing an Asset Data Management Strategy P a g e 8

A s s e t L i f e cy c l e P l a n Ref Section Name Section Description which will include a process for obtaining accurate inventory information to ensure RMS is maintained. It is the responsibility of the Network Manager to inform the safety inspectors of any newly acquired assets such that they can be included on the inspection programme. At present there is no formal procedure for this action and no measure of performance. 4.5 Routine Maintenance Our Approach Routine repair categories, specific response times and target compliance rate. Routine Maintenance treatments are undertaken to ensure the asset is maintained at a minimum service level. Defects are identified through customer contact reports and the Highway Inspection Regime as detailed in the Highway Safety Inspection Code of Practice (HSICP) There are six Response Categories which are based on the Highway Maintenance Code of Practice. The type of treatments selected will differ according to the urgency of repair. The Response Categories are: Table 4.1: Category Response Times Category / Defect Response Cat 1 / Def 1A Make the defect safe at the time of inspection (ie. sign and cone off) and summon a maintenance crew to break off their existing work to carry out immediate repairs. Cat 1 / Def 1B Request a maintenance crew to make the site safe or carry out repairs within 24 hours Cat 1 / Def 1C Maintenance crew to make the site safe and make arrangements for permanent repairs to be carried out within 28 days. Cat 2 / Def 2 Make safe or repair in 7 calendar days Cat 2 / Def 3 Repair within 28 calendar days Cat 2 / Def 4 Carry out repair during next available programme. 4.6 Operational / Cyclic Maintenance 4.7 Planned Maintenance: Renewals In most assets specific investigatory levels need to be developed as an Improvement Action to ensure a consistent approach. Operational activities required to keep the assets in operation, frequencies and target compliance with response times. How are planned renewals determined? What intervention criteria are used to assess renewals needs? How are lists of possible schemes prioritised? How are planned renewals programmes linked to prediction of asset condition? Which assets, or asset components, present the opportunity for the application of preventative maintenance? 4.8 Disposal The process for disposing of assets including the criteria for disposal and the official removal from council ownership 5 Investment How much does this asset group currently cost? 5.1 Historical Investment Historical levels of investment over the last 5 years including: 3 rd party claim payouts Operational costs: cyclic maintenance activities Reactive maintenance: safety related Routine maintenance: reactive non safety related Planned maintenance: asset renewals preventative Planned maintenance: asset renewals corrective P a g e 9

A s s e t L i f e cy c l e P l a n Ref Section Name Section Description 5.2 Output from Investment 5.3 Forecasting Financial Needs Asset upgrading Output from investment over the last five years Future forecast budgetary needs and documented process for establishing these. 5.4 Valuation Gross Replacement Cost (GRC) estimate of the current cost of replacing an asset using a standardised procedure Depreciated Replacement Cost (DRC) estimate of the current book value of the asset reflecting the fact that a proportion of the asset has been consumed / used up as result of use and ageing. Annualised Depreciation Cost (ADC) the cost of an asset to a single year of the asset s expected lifetime 6 Forward Works Programme 6.1 Existing Programmes Our Approach 6.2 Programme Coordination Our Approach How are future works programmed? Current year and forward work programmes costs and other details. The process for developing current year and forward work programmes including update frequency and level of confidence. The prioritisation method In Staffordshire budgets are allocated in February each year and draft 12 month programmes, based on estimates, are finalised for approval in March. On approval each scheme is designed to finalise treatment type and cost. Schemes can be added or deleted from the programme based on these costs. No programmes exist for future years. Coordination of future works programmes The application of asset management and lifecycle planning in particular provide an ideal opportunity for greater co-ordination through the co-ordination of programmes over a longer period providing the potential for creating more hybrid schemes, managing road space occupation more effectively and placing embargos of potentially inappropriate extensive routine repairs on assets for which major maintenance schemes are planned within the next few years. At present there is a formal process for creating a co-ordinated works programme made up of appropriate schemes from each of the individual asset groups. 6.3 Option Appraisal The documented option appraisal methodology used to assess alternatives at a maintenance treatment level, project level and a budget category level. Our Approach Designers are required to assess a number of options before undertaking the final design. There is little documented evidence of the process and assumptions that drive the final decision. 7 Risk What are the risks associated with the management of this asset group? 7.1 Risk Control and Reporting Our Approach 8 Works Delivery and Procurement Our Approach 9 Performance Measurement The key risks that have been identified, the controls in place to manage them and the reporting process. The current delivery method of works and the tender processes for contracted works The council processes for evaluating supplier proposals for higher cost, better value for money products and services Staffordshire Highways is a virtual joint venture bringing together us, and Enterprise as a seamless team delivering the highest standards in maintaining and improving our vital transport infrastructure. How is the performance of this asset group measured and managed? 9.1 Performance Results and targets for national performance indicators for the asset for the last P a g e 10

A s s e t L i f e cy c l e P l a n Ref Section Name Section Description Indicators: five years. National 9.2 Performance Indicators: Local 9.3 Performance Reporting Our Approach 10 Future Strategies 11 Service Improvement Actions Results and targets for local performance indicators for the asset for the last five years. The process for reporting performance results including when and to whom Performance Indicators are reported quarterly through the Council s Performance Management Information System to Scrutiny Committee Future strategies which offer the best value for money to deliver what is required from the asset Asset management processes in Staffordshire which could be improved to enable delivery of a better value service Specific improvement actions which improve the way in which the council currently manages the asset. They are recorded as an improvement action statement and include a proposed completion date and responsible officer. P a g e 11

A s s e t L i f e c y c l e P l a n Risk Register Tables Table 2.1a: Likelihood Impact Table 2.1b: Risk Impact Risk Rating Likelihood Risk Description (Overall Risk = Likelihood x Impact) Score Classification 1 Remote Likely to occur greater than 10 Years 2 Unlikely Likely to occur within 5 to 10 Years Net Risk Score Risk Rating Risk Mitigating Action 3 Possible Likely to occur within 3 to 5 Years 16 to 25 Red Action required 4 Likely Likely to occur within 1 to 3 Years 10 to 15 Amber Should consider action 5 Very Likely Likely to occur within a year 1 to 10 Green May consider action Table 2.1c: Risk Impact Risk Rating Score Impact Classification Health, Safety and Welfare 1 Insignificant Minor injury cleared with first aid treatment 2 Minor Reportable dangerous occurrences (near misses) 3 Moderate Reportable over-threeday injuries or reportable diseases 4 Significant Major reportable injury or injuries 5 Catastrophic Fatality or permanent disability Customer Service Finance Reputation Adverse impact on service for up to 1 day. Adverse impact on service between 1 day and 1 week. Adverse impact on service between 1 week and 1 month. Adverse impact on service between 1 and 3 months. Adverse impact on service for over 3 months. Up to 100,000 Up to 250,000 Up to 1m Up to 5m Over 5m Managed / reported to Business Unit Local media (Short Term duration) Managed / reported to Departmental Management Team Local media (Medium / Long Term duration) Managed / reported to Corporate Management Team and Members Regional media (Short Term duration) Managed / reported to Members and Cabinet Regional / National media (Medium / Long Term duration) Third Party intervention Public Interest Group National / International media (Medium / Long Term duration) P a g e 12

C a r r i a g e wa y L i f e c y c l e P l a n Carriageway Lifecycle Plan December 2010 P a g e 13

C a r r i a g e wa y L i f e c y c l e P l a n Contents: 1 Current Status...2 1.1 Current Issues...2 1.2 Current Asset Management Strategies...2 2 The Asset...2 2.1 Scope of Asset...2 2.2 Asset Register...2 2.3 Asset Growth...3 3 Service Expectations...3 3.1 Customer Perceptions...3 3.2 Council Goals and Objectives...4 3.3 Use...6 3.4 Safety Considerations...7 3.5 Utility Activity...8 3.6 3 rd Party Claims...8 3.7 Environmental Considerations...8 4 Management Practices...9 4.1 Policies...9 4.2 Inspection Regime...9 4.3 Condition Assessment...9 4.4 Construction / Asset Acquisition... 12 4.5 Operate and Maintain (incl. Routine Maintenance)... 12 4.6 Planned Maintenance: Renewals... 13 4.7 Disposal... 18 5 Investment...18 5.1 Historical Investment... 18 5.2 Forecasting Financial Needs... 19 5.3 Valuation... 21 6 Forward Works Programme...22 6.1 Existing Programmes... 22 6.2 Option Appraisal... 22 7 Risk...23 7.1 Risk Control and Reporting... 23 8 Performance Measurement...25 8.1 Performance Indicators... 25 8.2 Performance Reporting... 25 9 Future Strategies...26 10 Improvement Actions...26 P a g e i

C a r r i a g e wa y L i f e c y c l e P l a n 1 Current Status 1.1 Current Issues Accurate widths of the carriageway are currently unknown on the whole Staffordshire network. These need to be obtained to allow the 2010/11 Valuation to be completed accurately. Note: Default widths were provided for the 2009/10 Valuation. 1.2 Current Asset Management Strategies An additional 30 million is being put into carriageway (and footway) maintenance over 4 years ( 5 million in 2009/10, 10 million in 2010/11 and 2011/12, and 5 million in 2012/13) to achieve the target condition of 4%. 2 The Asset 2.1 Scope of Asset The carriageway asset is comprised of: Table 2.1: Carriageway Inventory 2009/10 (Km) Road Type Urban (km) Rural (km) Total (km) Principal (A) Roads (Cat 2) 276.3 332.6 608.9 Classified (B) roads (cat 3a) 130.4 201.6 332.0 Classified (C) roads (cat 3b) 324.6 1,130.2 1454.8 Un - Classified (C) roads (cat 4a) 2037.0 1,627.9 3664.9 Total 2768.3 3292.3 6060.6 There is a high level of confidence in the accuracy of the above values. They are updated on an annual basis as part of the R199b data return to the Department for Transport (DfT). 2.2 Asset Register The most up to date carriageway network is found on the National Street Gazetteer. The WDM Pavement Management System (PMS) has the capacity to hold the network and all additional carriageway information. Currently at this time the PMS is not populated. An improvement action to complete this task is included in Section 10 of this Lifecycle Plan. P a g e 2

C a r r i a g e wa y L i f e c y c l e P l a n 2.3 Asset Growth The lengths provided through the R199b process for the last five years are recorded in Table 2.2. The average annual increase over the period is 1.2% predominantly in the rural areas. The majority of the increase in the carriageway asset is from the adoption of unclassified roads. This equates on average to 1% increase per year which is predicted to continue for the following five to ten years. Table 2.2: Changes in Carriageway Inventory 2005-10 (Km) Road Type 2005/06 2006/07 2007/08 2008/09 2009/10 Urban 2,761.6 2,761.6 2,761.6 2,768.3 2,768.3 Rural 2,966.8 2,966.8 2,966.8 3,292.3 3,292.3 Total 5,727.9 5,727.9 5,727.9 6,060.6 6,060.6 Overall % Change 0.0% 0.0% 5.8% 0.0% 3 Service Expectations 3.1 Customer Perceptions The process for identification and alignment with customer expectations is achieved initially through a customer survey or public consultation exercise. The most recent fully documented survey was completed in 2003 in association with a Have your Say event. 3.1.1 National Highways & Transport (NHT) Survey The National Highways & Transport (NHT) Survey is a postal survey, carried out by Ipsos MORI. The following results were associated with the carriageway asset: Table 3.1: National Highways & Transport (NHT) Survey Results (Carriageways) Ind. Ref. Benchmarking Indicator Score (100) 2008 2009 2010 Rank (30) CC Rank (11) Score (100) Rank (76) CC Rank (11) Score (100) HMBI 01 Condition of road surfaces 47.30 15 6 44.54 40 7 36.82 50 5 HMBI 02 Cleanliness of roads 57.28 15 7 58.73 28 5 55.91 34 5 HMBI 06 Speed of repair to damaged roads and pavements 37.03 16 6 35.97 32 5 29.25 58 6 HMBI 08 Weed killing on pavements and roads 48.34 23 8 47.34 59 9 51.33 45 4 HMBI 11 Keep roads clear of obstructions such as 57.12 14 5 58.98 19 3 60.54 9 1 skips/scaffolding etc HMBI 14 Cuts back overgrown hedges obstructing the highway 50.49 9 1 45.00 65 8 50.26 39 2 HMBI 15 Deals with mud on the road 49.30 16 4 44.52 74 11 52.96 27 1 Rank (95) CC Rank (11) P a g e 3

C a r r i a g e wa y L i f e c y c l e P l a n 3.1.2 Customer Relationship Management Our Customer Relationship Management process enables us to provide our customers with a good service. All customer contacts and service requests received are entered into our Integrated Highway Management System (IHMS) which enables us to manage and ensure that action is taken within our required response time. Figure 3.1 shows the number of enquiries received in relation to the carriageway asset. A more in depth analysis of the information highlights that reporting potholes is the most common enquiry. The increase in the winter months highlights the effects the bad winter had on the overall carriageway through the increase in potholes. Number of Enquiries Number of Customer Enquiries 2009/10 (Carriageways) Carriageways Specialist Surfacing 1800 1618 1600 1318 1426 1400 1505 1200 1000 920 888 816 744 801 733 800 622 628 542 600 400 200 60 84 33 14 11 5 16 9 6 36 87 86 112 0 Jul-09 Aug-09 Sep-09 Oct-09 Nov-09 Dec-09 Jan-10 Feb-10 Mar-10 Apr-10 May-10 Jun-10 Jul-10 gure 3.1: Customer Enquiries 2009/10 (Carriageways) Source: IHMS Fi 3.2 Council Goals and Objectives The carriageway asset makes a significant contribution towards achieving Corporate Priorities as can be seen in Figure 3.2. P a g e 4

C a rr i a g ew a y L i f ec y c l e P l a n D e ce m b e r 2 0 1 0 Corporate Priorities Corporate Priority 1: A vibrant prosperous and sustainable economy Corporate Priority 2: Strong, safe and cohesive communities Corporate Priority 4: A protected, enhanced and respected environment Corporate Priority 3: Improved health and sense of well being Corporate Priority 5: Statutory education and early years targets Service Outcomes Service Outcome 2: Staffordshire will be known for being a high knowledge-based, skilled economy, leading to better quality of life outcomes for Staffordshire s Service Outcome 3: Ensure that Staffordshire s communities can access everyday facilities via the transport and Service Outcome 4: Provide high quality, innovative and efficient services to Staffordshire communities. Service Outcome 1: Tackle the challenge of climate change and ensure that Staffordshire s communities can access our natural environment. Service Priorities Service Priority 11: Improve and maintain the condition and safety of Staffordshire s roads, footways and rights of way. Service Priority 10: Develop and manage a transport network which supports sustainable economic growth, promotes travel and improves Service Priority 15: Provide efficient and high-quality trading services to facilitate highperforming front-line services. Staffordshire County Council Highway Aims Aim 3: Well maintained highways SCCHA3A: To maintain the highway network to a standard that provides for the safe and efficient movement of people and goods Aim 2: Safer roads, accessible and sustainable transport SCCHA2A: To ensure safer journeys and reduce road casualties Aim 1: Customer Focussed SCCHA1A: Our services will be easier to access, more customer focussed and, responsive to the needs of individuals and local communities. Aim 5: A high quality, value for money service SCCHA5B: We will be recognised as a leading high performing highway service Staffordshire County Council Highway Priorities SCCHP3A: Improve and maintain the condition and safety of Staffordshire s roads, footways and rights of way SCCHP3B: The completion of a second transport Asset Management Plan SCCHP2A: Reduce the number of people killed or seriously injured on Staffordshire s roads SCCHP1A: Increased customer satisfaction measured through the road defects hotline surveys, post scheme satisfaction surveys, National Highways Public Satisfaction Survey and the Considerate Constructor Scheme SCCHP1B: Improved response to reports and requests for service from our customers. SCCHP5B: Improve the quality of work by reducing the number and costs of defects and non-conformities. TAMP Linkages SCCHP3A TAMP Linkage: The carriageway life cycle plan provides the tools to create programmes to achieve this priority SCCHP3B TAMP Linkage: The successful completion of the TAMP SCCHP2A TAMP Linkage: Implementing the Skid Resistance Policy including regular monitoring, analysing and programme development SCCHP1A TAMP Linkage: Provides forward programmes that will be made available to the customer when requested. SCCHP1B TAMP Linkage: Provides the process for compiling the Minor Works Programme focussed on satisfying the customer SCCHP5B TAMP Linkage: The carriageway life cycle plan targets efficient use of funding on maintaining the asset. P a g e 5

C a r r i a g e wa y L i f e c y c l e P l a n 3.3 Use We do not have a formal traffic monitoring process in place for assessing traffic growth over time. It is recognised that this is an essential component of long term planning so an improvement action to develop a process has been included in Section 10. The only existing traffic flow information for Staffordshire County is found on the Department for Transport (DfT) website Source: http://www.dft.gov.uk/pgr/statistics/datatablespublications/roads/traffic/annual -volm/tra8903.xls This is updated throughout the year as information becomes available. Table 3.2 Traffic Flow and % Growth (All Motor Vehicles) Traffic Flow (mil.veh.miles) 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2,594 2,601 2,619 2,690 2,979 3,006 2,997 3,057 3,150 3,136 3,144 % Change 1.73 0.26 0.69 2.70 10.76 0.88-0.29 2.01 3.05-0.45 0.26 % Accumulated Growth 1.73 2.00 2.70 5.48 16.84 17.86 17.52 19.88 23.54 22.98 23.30 25% 20% 15% % Accumulated Traffic Growth (1999-2009) (Staffordshire / West Midlands) 10% 5% 0% West Midlands Staffordshire 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 Year Figure 3.3: % Accumulated Traffic Growth (1999-2009) Table 3.2 shows that traffic has increased by 16.95% over the last ten years. Figure 3.3 shows that this increase is signicantly above the same increases for West Midlands and England over the same period. The main increase began in 2003 when detrunked roads were passed to Staffordshire County Council for managing. P a g e 6

C a r r i a g e wa y L i f e c y c l e P l a n 3.4 Safety Considerations Table 3.3 provides details of all reported casualties for the last 10 years including child statistics. In summary there has been an overall downward trend in all categories since 2000. Table 3.3 Summary of All Reported Casualties Year Fatal Serious KSI Slight Total All Child All Child All Child All Child All Child 2000 56 1 305 24 361 25 4558 503 4919 528 2001 74 0 326 38 400 38 4553 549 4953 587 2002 52 1 310 38 362 39 4395 472 4757 511 2003 71 2 344 29 415 31 4373 464 4788 495 2004 66 3 307 27 373 30 4275 429 4648 459 2005 49 3 280 33 329 36 4274 386 4603 422 2006 72 4 286 28 358 32 4153 373 4511 405 2007 65 0 250 21 315 21 4036 352 4351 373 2008 43 4 243 13 286 17 3266 319 3552 336 2009 45 1 216 20 261 21 3144 253 3405 274 Carriageway surface renewal schemes have been used to reduce the collisions at some sites. Table 3.4 and 3.5 provide an analysis of how different treatment types affect the level of collisions. Table 3.4 compares the impact different surfacing treatments have on collision reduction. The most productive, in terms of collision savings per site is resurfacing, with a reduction of 7.2 collisions per site been achieved after treatments have been completed.. The other three surface types all achieved between 3.8 and 5.5 reductions in collisions as a result of the specific treatment. Table 3.4: LSS Collision STATS 3 YEAR ANALYSIS ALL COLLISIONS TREATED BY SURFACING Rank Type Before After % Reduction in Collisions after new Treatment No. Sites Treated Collisions / site Before Treatment Completed Reduction in Collision / Site Treated 1 Resurfacing* 49 13 73.5% 5 9.8 7.2 2 Surface Dressing 1227 519 57.7% 128 9.6 5.5 3 Anti-skid surfacing 212 94 55.7% 26 8.2 4.5 4 Retexturing* 31 16 48.4% 4 7.8 3.8 Total All Schemes 1519 642 57.7% 163 9.3 5.4 * Tended to be locations with a rapidly increasing number of collisions in the winter when surface treatments were not possible Table 3.5 compares the impact individual scheme types including surface dressing, anti-skid surfacing and signing and lighting have on collision reduction. The surface treatments were both shown to provide more reductions to the amount of collisions than signing and lining improvements. P a g e 7

C a r r i a g e wa y L i f e c y c l e P l a n Table 3.5: LSS COLLISION STATS 3 YEAR ANALYSIS 2003/04 to 2005/06 SURFACING AND SIGNING / LINING Rank Type Before After % Reduction in Collisions after new Treatment No. Sites Treated Collisions / site Before Treatment Completed Reduction in Collision by / Site Treated 1 Surface Dressing 294 115 60.9% 35 8.4 5.1 2 Anti-skid Surfacing 140 63 55.0% 16 8.8 4.8 3 Signing and Lining 81 34 58.0% 16 5.1 2.9 Total 1519 642 57.7% 163 9.3 5.4 3.5 Utility Activity Utility activity can have a major effect on the maintenance and management of the carriageway asset, although not yet quantified it is believed that there is a significant increase in the number of defects found following the disturbance of the surface due to utilities. This is apparent even when the utility has reinstated the surface to the required standard. 3.6 3 rd Party Claims The interrogation of third party claims can aid in the determination of recurrent faults within the highway. The details presently held record the location and details of the claim. This information is currently not used in the identification and / or prioritisation of works. The total quantities for all highway assets are shown in the Lifecycle Plan Summary at the beginning of this document. The costs of these claims can be significant and it is therefore important to identify commonalities which can be assessed and reduced through following good asset management. An Improvement Action to separate the 3 rd Party Claims into individual assets is included in Section 10 of this Lifecycle Plan. 3.7 Environmental Considerations Staffordshire Highways prides itself on being a leader in the field of sustainable highways maintenance where we consider the environmental effects of our actions. We recycle arisings from the existing road, using imported, recycled or secondary aggregates to reduce our impact on the natural resources and use techniques which minimise the production of greenhouse gases. The following are examples of processes we use to reduce our effect on the environment: In situ mobile asphalt recycling This innovative technique uses existing footway material or asphalt planings, turning lumps of crumbling old footway into new shiny black asphalt. The process completely avoids the need to purchase new bitumen-coated aggregate and elminates the disposal of any waste to landfill. P a g e 8

C a r r i a g e wa y L i f e c y c l e P l a n This process alone has resulted in an annual reduction in carbon emissions of approximately 1,600 tonnes equivalent to almost 10 million kilometres of car journeys, calculated with the Carbon Trust Toolkit using standard Defra conversion factors. Recycling of inert materials returned to maintenance depot Materials are imported from site to highways depots and stock piled in storage bays. When sufficient materials are in stock, mobile crushing and screening plant is temporarily installed in the depot and the material, usually concrete products and excavated sub-base is crushed to produce laboratory tested Type 2 Granular Subbase which is then reused within the highways term maintenance contracts. This process produces approximately 65,000 tonnes of material per year, saving the Council around 730,000 per year. 4 Management Practices 4.1 Policies The following two policies which effect the asset management of the carriageway have been officially approved by the Council. Skid Resistance Policy July 2008 Highway Safety Inspection Code of Practice (last revised in October 2007) The remaining requirements for managing these assets are provided by the recommendations detailed in the Well Maintained Highway Code of Practice for Highway Maintenance Management, July 2005 (Well Maintained Highways). An improvement action has being included in Section 10 to obtain official council approval for the specific recommendations in Well Maintained Highways which we follow. This will require reviewing all the recommendations to ensure they meet our needs and adding where applicable local exceptions. 4.2 Inspection Regime We monitor the safety of the highway network following our Highway Safety Inspection Code of Practice (last revised in October 2007). This is based on the recommendations of Well Maintained Highways. 4.3 Condition Assessment The condition of the carriageway is assessed by inspections using a number of assessment techniques. SCANNER a vehicle mounted automated condition survey that assesses the visual defects on the surface of the road and relates these to an overall road condition. P a g e 9

C a r r i a g e wa y L i f e c y c l e P l a n SCRIM Sideways-force Coefficient Routine Investigation Machine used to measure the wet skidding resistance of a road surface. Deflectograph A vehicle mounted survey that assesses the structural condition of road pavements by measuring the deflection of the road surface under the action of a rolling wheel. Coarse Visual Inspection (CVI) To complete? Table 4.1 - Frequency of Condition Inspections/Assessments Survey Type Deflectograph SCRIM Scanner CVI Road Classification A A & B A, B & C D & U % of Network Surveyed Each Year 20 100 A, B = 100, C = 50 25 Direction of Survey One way One way One way N/A Yearly Cycle for Complete Coverage 5 1 A, B = 2, C = 4 4 km Surveyed Each Year 109.3 A = 546.3; B = 331.9 A = 546.3, B = 331.9, C = 727.4 915.1 4.3.1 Deflectograph This type of survey is carried out to assess and estimate the structural residual life of the carriageway, and where necessary to design overlay thicknesses to extend the structural life. This process can help to define the backlog and long term budget requirements required to maintain the structural integrity of the highway network. Table 4.2 and its associated graph show that 89.59% of the carriageway surveyed in 2009 has over 19 years of life remaining. This has improved from 38.64% in 2007. The significant reduction highlights that the carriageway scheme selection process is working correctly and targeting pavements with low remaining life. Table 4.2: Deflectograph Summary Defective Life Years Residual Life Survey (02/02/2007) Length % (km) Survey (14/12/2009) Length % (km) <0 24.86 218.849 0.62 1.9 0 to 4 8.57 75.414 1.15 3.551 5 to 9 11.74 103.339 1.92 5.908 10 to 14 7.03 61.910 3.14 9.667 15 to 19 9.15 80.544 3.58 11.036 >19 38.64 340.137 89.59 275.826 100.00 880.203 100.00 307.888 100 90 80 70 60 50 40 30 20 10 0 % Comparison of Deflectograph Results 02/02/2007 14/12/2009 <0 0 to 4 5 to 9 10 to 14 15 to 19 >19 Residual Life P a g e 10

C a r r i a g e wa y L i f e c y c l e P l a n 4.3.2 SCRIM Scrim surveys are used to measure the wet skidding resistance of the road surface. The measurements from scrim are used to identify lengths of road that are at or below investigatory levels defined for that particular road category or carriageway event. This allows the authority to identify problem areas and carry out remedial works as required, hence improving the safety of the highway network. Table 4.3 and its associated graph show the results from SCRIM surveys completed in 2002 and 2009. In measuring SCRIM, each 10 metre section is assigned a reading from the survey machine which is then compared with an investigatory level (IL). ILs reflect the level of demand for skid resistance expected at the specific site. High demand sites include pedestrian crossings and traffic signals where the need to stop quickly is more likely. Low demand sites are lengths of road where there are no events requiring the need to stop quickly. The SCRIM Deficiency measure referred to in Table 4.3 compares the level of skid resistance available via the survey with the IL. A value of zero or above indicates that there is insufficient skid resistance at the site for the required demand. The results in Table 4.3 show that in 2002/03 and 2009 there was 13.7% and 12.3% of carriageway respectively with SCRIM Deficiency below 0. This indicates that skid resistance has maintained a consistent level in that period. Table 4.3: SCRIM Deficiency 2002/03 2009 SCRIM Deficiency % Length (km) % Length (km) <0.15 0.00 0.000 0.27 1.153-0.11 - -0.15 0.30 3.706 0.72 3.042-0.10 - -0.06 2.21 27.207 2.38 10.068-0.05 - -0.01 11.21 138.255 9.00 38.067 0.00 0.04 28.20 347.861 24.98 105.715 0.05 0.09 29.97 369.708 38.96 164.448 >0.09 28.12 346.832 23.80 100.704 Totals 100 1,233.539 100 423.197 % 45 40 35 30 25 20 15 10 5 0 Less than 0.15 Comparison of SCRIM Results Bet. -0.11 & -0.15 Bet.-0.1 & -0.06 Bet.-0.05 & -0.01 Bet. 0.00 & 0.04 Bet. 0.05 & 0.09 More than 0.09 SCRIM Deficiency 2002/03 2009 4.3.3 SCANNER Scanner surveys are conducted in order to obtain the following information; roughness in the left-hand wheel path, texture in the left-hand wheel path centre of lane and right-hand wheel path, individual wheel path rut depths measured under a 2m straight edge with 20 sensors over a 3.2 metre width, video recording of the view ahead providing images at 5m intervals, longitudinal gradient, horizontal radius of curvature and lane cross fall. P a g e 11

C a r r i a g e wa y L i f e c y c l e P l a n 4.3.4 COARSE VISUAL INSPECTION (CVI) CVI surveys are a driven visual inspection of the D road and unclassified road network. These surveys are conducted on 25% of the D and U road network annually hence forming a 4 year cycle. Survey Type Length (Km) Table 4.4 BVPI Results (2005/06 2009/10) A Roads B Roads C Roads U Roads SCANNER SCANNER SCANNER CVI %age of overall length Length (Km) %age of overall length Length (Km) %age of overall length Length (Km) %age of overall length 2005/06 39.52 6.2 42.14 13.3 60.38 9.0 25.0 2006/07 41.70 7.0 42.54 13.3 66.89 9.8 15.0 2007/08 27.28 5.0 38.81 11.8 48.46 7.1 12.0 2008/09 26.87 4.0 17.03 5.2 60.37 9.0 10.0 2009/10 29.20 5.0 15.90 5.0 63.48 9.3 9.0 4.4 Construction / Asset Acquisition New assets are typically acquired from either adoption or from taking over improvement works completed by contractors on behalf of the council. This is normally managed by the development control team using Section 38, 278 or 106 legal agreements. Newly constructed 'adoptable' streets are only adopted once they meet current council specifications. 4.5 Operate and Maintain (incl. Routine Maintenance) Routine Maintenance treatments are undertaken to ensure the asset is maintained at a minimum service level. Safety inspectors are responsible for identifying and assessing any defects which reduce the safety of the road user. Investigatory Levels are the point when a risk assessment should be conducted. Section 2.2, Highway Safety Inspection Code of Practice provides a list of investigatory levels for the main defects for guidance. Table 4.5 shows the Carriageway Investigatory Levels. Table 4.5: Carriageway Investigatory Levels Feature Defect Investigatory Level Carriageway Pothole / Spalling 40mm depth Crowning Dependant on reinstatement width (NRSWA) Depression 50mm level difference (area 2m 2 ) Rutting 40mm depth Crazing / cracking 25mm width (40mm depth) Sunken ironwork 40mm level difference Raised ironwork 20mm level difference Edge deterioration 100mm level difference P a g e 12

C a r r i a g e wa y L i f e c y c l e P l a n The number of carriageway and specialist surfacing defects rectified in 2008 and 2009 are shown in Figure 4.1. This information highlights a significant increase in carriageway defects in 2009 due extensively to the bad winter causing an increase in potholes. Number of Defects 12000 10000 8000 6000 4000 2000 Carriageways (Category Breakdown by Year) 0 2008 2009 2008 2009 2008 2009 2008 2009 Cat 1 Cat 2/Def 2 Cat 2/Def 3 Cat 2/Def 4 Cat 1 Cat 2/Def 2 Cat 2/Def 3 Cat 2/Def 4 Response Categories by Year Response Categories by Year Figure 4.1: Carriageway and Specialist Surfacing Completed Defects (2008 & 2009) (Source: IHMS) 4.6 Planned Maintenance: Renewals Number of Defects 10 8 6 4 2 0 Specialist Surfacing (Category Breakdown by Year) 2008 2009 2008 2009 2008 2009 2008 2009 Planned maintenance options available are for A, B and C Roads in Table 4.6 and for Unclassified Roads in Table 4.7. Table 4.6: Unit Costs and Design Lives for Treatment Urban and Roads (A, B & C Roads) Treatment Design Lives Rural Unit Cost ( /m) Urban Unit Cost ( /m) (yrs) A Roads B Roads C Roads A Roads B Roads C Roads Reconstruction 40 74.26 63.83 56.48 74.26 63.83 56.48 Thick Overlay 40 17.57 17.57 17.57 20.59 20.59 20.59 Moderate Overlay 40 17.57 17.57 17.57 20.59 20.59 20.59 Thin Overlay 15 8.94 8.94 8.94 10.44 10.44 10.44 Thin Surfacing 15 8.94 8.94 8.94 10.44 10.44 10.44 Surface dressing / Micro Asphalt 10 2.75 2.75 2.55 2.75 2.75 2.55 Table 4.7: Unit Costs and Design Lives for Treatment Rural and Urban Roads (Unclassified) Treatment Design Lives Unit Cost ( ) (yrs) Structural Condition Indice 50 16.82 Wearing Condition Indice 20 3.69 Edge Condition Indice* 50 46.44 * All unit costs are for m 2 except for Edge which is in linear metres Figure 4.2 details the process for creating the Annual Planned Maintenance Programme. Additional information referred to in Figure 4.2 is shown in Figure 4.3 and Table 4.7. The result of the process is a final list of schemes to be completed in the following financial year. This is inserted into the Annex of this lifecycle plan once P a g e 13

C a r r i a g e wa y L i f e c y c l e P l a n approved. A second list of schemes is also identified which are on standby for situations where additional funding may become available or one of the initial schemes can t be completed. This is an annual process and each year all uncompleted identified schemes, new and old, will be prioritised equally. This ensures that the schemes most in need of completion are inserted into the following years Planned Maintenance Programme. P a g e 14

Carriagewa y L if ecy cle Plan D ecem b er 2 0 10 Planned Maintenance Programme Process Step 1: Identification of Scheme Hotspots Step 2: Field Inspection Step 3: Prioritisation The initial identification of potential maintenance schemes called Scheme Hotspots are undertaken by the Pavement Engineers using an automated process as depicted in Figure 4.3: The process assesses the main condition data collected throughout the year: SCANNER, CVI, SCRIM and outputs a list of work schemes. Pavement Engineers visit all sites identified from the following sources and assesses the condition of the pavement and the validity of the suggested treatment Scheme Hotspots POEMS Customer complaints for the last 12 months Five Year Programme Road Management System Output Category Four Sites identified within the last 12 months. Schemes cannot be prioritised on defects alone due to roads being very similar in regards to deterioration. If the Pavement Engineer agrees that the site warrants treatment, a Value Management process is completed using the prioritisation factors in Table 4.8 Step 4: Economic Prioritisation Economic Prioritisation Factor representing Value for Money is calculated using the following formula. Total points x Life of Treatment Economic Prioritisation = Area of Scheme x Cost of Treatment (Value for Money) Prioritisation Programme (Year 0 to Year 5) Figure 4.2: Planned Maintenance Programme Process P a g e 15

Carriagewa y L if ecy cle Plan D ecem b er 2 0 10 Hierarchies are surveyed at different intervals Generally over a 12 Month Period April to March UKPMS Surveys Defined by Department for Transport UKPMS Data processing Producing RCI s & Condition Indices Other Surveys Defined by Asset Management Countywide data repository of road condition Approx 0.5 million defect lengths All condition data is Analysed by the Pavement Management section June - September The processing delivers approx 1800 Potential schemes of varying length and expense CVI Survey Initial prioritisation of preventative maintenance schemes based on survey data SCANNER Survey Initial prioritisation of structural schemes based on survey data Others i.e. SCRIM etc Figure 4.3: Creation of Schemes Hotspots Priority Process Table 4.8: Value Management Factors Attributes Score 1 2 3 4 5 Collision Rates 1 collision 2 collisions >3 collisions 1 KSI >1 KSI P a g e 16

Carriagewa y L if ecy cle Plan D ecem b er 2 0 10 Carriageway Shape Good Average Poor Category 1&2 Defects <10 Number <20 Number <30 Number <40 Number >40 Number Contribution to LI No Yes Drainage +ve drainage is present and working +ve drainage is present and NOT working No drainage & standing water HGV Traffic Values Low <10% Medium <20% High >20% Maintenance Hierarchy Hierarchy 5&6 Hierarchy 4 Hierarchy 3 Hierarchy 2 Hierarchy 1 Ride Quality Good Average Poor Scheme Efficiency <50% >50% >60% >70% >80% Scheme Length <500m >500m >1000m >1500m >2000m Scheme Score from Site or UKPMS <20% >20% >40% >60% >80% Urban or Rural Rural Urban Winter Maintenance / Bus Routes No Yes Contribution to Sustainability Schools, Shops, Other Town Centre Industrial Estate Church etc P a g e 17

C a r r i a g e wa y L i f e c y c l e P l a n We have also been undertaking a regime of preventative maintenance using surface dressing treatments where appropriate using SCRIM information condition assessment. The use of surface dressing is identified on a case by case basis taking into account the economies of scale. 4.7 Disposal Redundant carriageways are those that the authority or the Secretary of State are to close or are no longer required. The maintenance of these would normally revert to persons whose property fronts the area. The authority is required to coordinate with public utility undertakers to ensure their needs are met in relation to apparatus. New owners will need to be informed of any utility easement. Undertakers should also consider the installation of any ducts to facilitate any future diversionary works. Where new owners are to develop the area they must consult with the undertaker prior to any development work being carried out. 5 Investment 5.1 Historical Investment Table 5.1 Carriageway Works Expenditure 2006/07 to 2010/11 Year Work Description Revenue (000) Capital (000) Total (000) Structural 00.0 10,094.0 10,094.0 2006-07 Preventative 4,500.0 1,000.0 5,500.0 Routine Maintenance 7,788.1 00.0 7,788.1 Total 12,288.1 11,094.0 23,384.0 Structural 00.0 9,233.3 9,233.3 2007-08 Preventative 4,500.0 1,000.0 5,500.0 Routine Maintenance 8,050.2 00.0 8,050.2 Total 12,550.2 10,233.3 22,783.5 Structural 00.0 10,630.0 10,630.0 2008-09 Preventative 4,612.5 1,000.0 5,612.5 Routine Maintenance 8,641.8 00.0 8,641.8 Total 13,254.3 11,630.0 24,884.3 Structural 00.0 10,523.9 10,523.9 2009-10 Preventative 4,754.9 1,112.4 5,867.3 Routine Maintenance 7,607.6 00.0 7,607.6 Total 12,362.5 11,366.3 23,728.8 Structural 00.0 21,429.0 21,429.0 2010-11 Preventative 00.0 4,228.8 4,228.8 Routine Maintenance 7,729.3 00.0 7,607.6 Total 7,729.3 25,657.8 33,387.1 P a g e 18

C a r r i a g e wa y L i f e c y c l e P l a n 5.2 Forecasting Financial Needs A financial model has been developed that predicts the future budget required to achieve predefined conditions as measured by SCANNER, SCRIM and the Deflectograph. The detail of the approach followed is documented in the WDM Ltd report Use of a Model for Estimating the Budget Required for Staffordshire County Council to achieve Predefined Pavement Conditions on their Road Network completed in 2009. The model separates the network into Road Classes A, B, C and Unclassified. The input information includes Condition Data, Maintenance Treatment Unit Costs and Design Lives. The following four Scenarios were assessed: 1. Determine budget to maintain current condition for the next 10 and 25 years (Steady State). Results are shown in Table 5.2. Table 5.2: Scenario 1: Average Annual Budget Required to Maintain Steady State over 10 and 25 Years Class of Road Budget Required to Maintain Current Condition Result at 2019 Result at 2034 LI SCRIM Def. Budget Required to Maintain Current Condition LI SCRIM Def. A Roads Rural 1,772,068 3.8% 9.8% 1,900,806 3.8% 8.3% A Roads Urban 1,853,347 5.5% 14.6% 2,202,652 5.5% 11.9% B Roads Rural 781,818 5.3% 10.6% 803,998 5.3% 8.9% B Roads Urban 614,691 5.1% 10.2% 665,978 5.1% 7.1% C Roads Rural 4,854,323 10.0% - 4,596,416 10.0% - C Roads Urban 1,501,099 5.6% - 1,603,513 5.6% - U Roads 3,794,850 10.4% - 3,794,843 10.4% - Total 15,172,196 15,568,206 2. Determine the budget required to reduce all defect values to zero in 1 year. Table 5.3 shows the results of Scenario 2. Table 5.3: Scenario 2: Reduce Defects to 0% Over 1 Year Class of Road Results at 2010 SCRIM Cost Network Cost Total Cost A Roads Rural 736,623 7,041,456 7,778,079 A Roads Urban 1,098,634 9,880,906 10,979,539 B Roads Rural 326,540 3,608,216 3,934,756 B Roads Urban 211,811 3,099,875 3,311,686 C Roads Rural - 35,606,337 35,606,337 C Roads Urban - 10,194,090 10,194,090 U Roads - 18,925,168 18,925,168 Total 2,373,608 88,356,048 90,729,656 P a g e 19

C a r r i a g e wa y L i f e c y c l e P l a n 3. Determine the budget required to achieve the proposed service levels of 4% for Principal roads, 5% for Non-Principal classified roads, and 6% for unclassified roads over 10 and 25 years. Table 5.4 shows the results of Scenario 3. Table 5.4: Scenario 3: Achieve Proposed Service Levels over 10 and 25 Years Class of Road Average Annual Total Cost Result at 2019 Result at 2034 Local Indicator SCRIM Deficiency Average Annual Total Cost Local Indicator SCRIM Deficiency A Roads Rural 1,731,757 4.0% 9.8% 1,882,611 4.0% 8.2% A Roads Urban 2,016,796 4.0% 14.9% 2,272,871 4.0% 12.5% B Roads Rural 796,281 5.0% 10.6% 810,478 5.0% 9.0% B Roads Urban 619,838 5.0% 10.2% 668,135 5.0% 7.2% C Roads Rural 6,083,188 5.0% - 5,113,125 5.0% - C Roads Urban 1,571,424 5.0% - 1,632,034 5.0% - U Roads 4,433,461 6.0% - 4,050,288 6.0% - Total 17,252,745 16,429,542 4. Determine the service levels achieved after ten years if an additional 30m is invested in the network over the next four years. This uses the steady state information obtained in Scenario 1 and adds the additional budgets for the first four years as shown in Table 5.5. Table 5.6 shows the results of Scenario 4. Table 5.5: Scenario 4: Proposed Budget (2009/10 2012/13) Road Type Current 2009/10 2010/11 2011/12 2012/13 Budget Add. Bud. Tot. Bud Add. Bud. Tot. Bud Add. Bud. Tot. Bud Add. Bud. Tot. Bud A Road 6,000.0 971.0 6,971.0 1,942.2 7,942.2 1,942.2 7,942.2 971.0 6,971.0 B Road 2,000.0 366.9 2,366.9 733.7 2,733.7 733.7 2,733.7 366.9 2,366.9 C Road 3,391.3 1,983.0 5,374.3 3,965.9 7,357.2 3,965.9 7,357.2 1,983.0 5,374.3 U Road 3,000.0 1,148.5 4,148.5 2,297.0 5,297.0 2,297.0 5,297.0 1,148.5 4,148.5 Total 14,391.2 4,469.4 18,860.7 8,938.8 23,330.1 8,938.8 23,330.1 4,469.4 18,860.7 Table 5.6 highlights the significant anticipated improvements in the Local Indicators over the next ten years when adding the additional funding. Table 5.6: Scenario 4: Achieve Proposed Service Levels over 10 Years after Additional 30m Investment in first four years Class of Road Average Annual Total Cost Results at 2019 Local Indicator SCRIM Deficiency A Roads 4,248,887 2.3% 12.4% B Roads 1,636,508 2.3% 11.2% C Roads 7,431,460 5.7% - U Roads 4,455,958 5.8% - Total 17,772,813 P a g e 20

C a r r i a g e wa y L i f e c y c l e P l a n Financial Model Scenarios Summary Table 5.7 shows a breakdown of the results of the four scenarios assessed. Scenario 1 provides a steady state standard where the level of condition remains the same throughout the 10 and 25 year periods. This is the minimum that we strive for and to provide that would require an additional 5.43% per annum for the next 10 years. We have chosen the Scenario 4 model for the next 10 year period. Our strategy is to use the additional investment to treat more of the high amber sections of road, which has the benefit of reducing further deterioration and the volume of road achieving the red condition level in the future. Through the investment of 26.8m it is evident that target service levels are achieved and sustained until 2019 for Road Type A, B and U. The higher priority Road Types, A and B, both achieve service levels of 2.3% which exceeds the target of 4.0%. If achieved, these roads will only require smaller investments in the future thus enabling our focus to shift to the other road types. Table 5.7: Summary of Financial Model Scenarios Scenario Average Annual Cost Values at 2019 Values at 2034 % Incr. from Current Budget Effect on Condition Average Annual Cost % Incr. from Current Budget Current 14,391,200* NA Existing levels NA NA NA Effect on Condition 1 15,172,196 5.43% Existing levels 15,568,206 8.18% Existing levels 2 90,729,656* 530.45% 3 17,252,745 19.88% 4 17,772,813 23.50% *Budget for one year only Remove all deficiencies Achieve target service levels Achieves target service levels for Road Type A, B and U and improvement in Road Type C. NA 16,429,542 14.16% NA NA NA Achieve target service levels 5.3 Valuation Table 5.3 shows the breakdown of the 2009/10 Carriageway Gross Replacement Cost which has been completed in accordance with the Code of Practice on Transport Infrastructure Assets and the published timetable for Whole of Governments Accounts. Note: The 2010/11 Whole of Government Accounts return will also require the calculation of the Depreciated Replacement Cost (DRC) and Annualised Depreciation Cost (ADC). P a g e 21

C a r r i a g e wa y L i f e c y c l e P l a n Table 5.4: Carriageway Gross Replacement Cost (2009/10) Road Classification Length (metres) Principal (A) Roads (Cat 2) Width (metres) Area (sq metres) CW GRC (million) Linear Items GRC (million) Gross Replacement Cost (million) Urban 275,848 8.7 2,399,878 311.5 159.1 470.6 Rural 397,750 8.0 3,182,000 327.0 173.8 500.8 Classified (B) roads (cat 3a) Urban 130,400 7.2 938,880 113.6 69.0 182.6 Rural 201,600 5.2 1,048,320 100.2 49.1 149.2 Classified (C) roads (cat 3b) Urban 324,600 7.2 2,337,120 233.4 149.4 382.9 Rural 1,130,200 5.2 5,877,040 448.1 235.0 683.1 Un - Classified (C) roads (cat 4a) Urban 2,037,000 6.4 13,036,800 1,202.5 684.8 1,887.3 Rural 1,627,900 3.8 6,186,020 441.8 257.9 699.7 TOTALS 6,125,298 35,006,058 3,178.2 1,778.1 4,956.3 Note: Widths based on HAMFIG Default Values 6 Forward Works Programme 6.1 Existing Programmes We currently have three works programmes: 1. Existing Programme the value of the initial years programme equals the allocated budget. The selected schemes are compiled of the top scoring sites following the Value Management Process. 2. Year 2 Programme a list of schemes valued at the same budget as the Existing Programme is compiled from the rolling programme which consists of the remaining top scoring sites from the Value Management Process. 3. Year 3 to 5 Programmes All remaining schemes assessed using the Value Management Process are grouped together to be completed between Year 3 and 5. Individual years aren t allocated to these schemes as it is not currently possible to predict how condition will be affected in the future. 6.2 Option Appraisal The identification of the appropriate treatment required at an individual location is based at present on pavement investigation results and the engineering judgement of a professionally qualified engineer. P a g e 22

C a r r i a g ewa y L i f ecy cl e P l a n D e cem b er 2 0 1 0 7 Risk Risk management is a systematic approach to identifying and dealing with the risks that threaten our plans and projects and impact upon the continuation of service delivery. 7.1 Risk Control and Reporting A risk register has been developed for the Transportation Asset Management Plan with individual asset risk registers also having been developed. Table 7.1 details the risks identified for the carriageway asset. The derivation of the Scores within Table 7.1 are shown in Table 2.1a, b, and c of Staffordshire County Councils Asset Lifecycle Plans document, October 2010. Table 7.1 Controlled Risk Register (Carriageways) Risk Limited usage information may mean that prioritisation of works cannot be undertaken appropriately such that available budgets are not used to their best value. Limited condition information may mean that prioritisation of works cannot be undertaken appropriately such that available budgets are not used to their best value. Limited data management procedures and IT systems may mean that existing information quickly becomes unreliable and therefore prioritisation of works cannot be undertaken appropriately such that available budgets are not used to their best value and the objectives of the council are not met. Likelihood Score Impact Score Uncontrolled Risk Score Current Controls In Place Revised Likelihood Score Revised Impact Score Controlled Risk Score 3 2 6 Defined Carriageway Hierarchy 2 2 4 3 4 12 Analysis of SCANNER Information 2 3 6 3 4 12 No current control 2 3 6 P a g e 23

C a r r i a g ewa y L i f ecy cl e P l a n D e cem b er 2 0 1 0 Table 7.1 Controlled Risk Register (Carriageways) Risk Limited knowledge amongst staff of the efficiency of the different treatment options and their costs may lead to inappropriate treatments being undertaken resulting in budgets not being used to their best value. Limited specifications for treatment options may lead to inefficient and costly works being undertaken. Limited knowledge / use of preventative maintenance treatments may lead to the continuing deterioration of the network and the need for higher cost remedial works in the future. Limited staff resources may lead to long response times regarding public and councillor requests. Limited staff resource may lead to poor delivery of work programmes resulting in loss of efficiency and reputation. Likelihood Score Impact Score Uncontrolled Risk Score 2 2 4 Current Controls In Place Training needs assessed as part of Personal Development Reviews Revised Likelihood Score Revised Impact Score Controlled Risk Score 2 2 4 4 3 12 Standard treatments applied 3 3 9 5 4 20 3 2 6 3 2 6 Knowledge addressed through Personal Development Programme, analysis of higher remedial costs - No Controls Review of staff structure to review dealing with public and councillor requests Review of staff structure to review dealing with delivery of work programmes 3 3 9 3 2 6 3 2 6 P a g e 24

C a r r i a g e wa y L i f e c y c l e P l a n 8 Performance Measurement The performance of the Highway division is measured and maintained against the following set of Performance Indicators. 8.1 Performance Indicators Local Indicators that are relevant to the carriageway asset are: Table 8.2: Local Indicator Results 2007/08 2010/11 Performance Indicator WM01: Percentage of Principal Roads: Structural maintenance should be planned Local Target Year 07/08 Year 08/09 Year 09/10 5.0 4.0 5.0 Year 10/11 WM02: Percentage of non-principal Roads (classified): Structural maintenance should be planned 6.0 8.0 8.0 WM03: Percentage of non-principal Roads (unclassified): Structural maintenance should be planned 12% 10% 9% SR02a: Percentage of A and B class roads SCRIM surveyed at below investigatory level SR02b: Percentage of C Class roads in annual survey tested using Griptester at or below investigatory level SR05: Percentage of all safety defects (Category 1 to 3) repaired on time 51% SR05a: Percentage of all Category 1 Safety defects repaired on time 97%* 98%* SR05b: Percentage of all Category 2 Safety defects repaired on time 58%* SR05c: Percentage of all Category 3 Safety defects repaired on time 44%* SR08a: Percentage of safety inspections completed on time (Highway) 55%* CF4: Percentage of items of correspondence responded to in time Note: Data for 2009/10 is based on defect response times which are more demanding than 10 day corporate response 36%* CF7: Percentage of Road Defects Hotline reports responded to in time 48%* VFM06: Cost of defects as percentage of total value VFM07: Percentage of spend on reactive compared to planned maintenance VFM08: Reduce the costs of highway related claims as a percentage of planned maintenance *Results include all assets. An improvement action to separate above Performance Indicator results into separate assets has been included in Section 10. 8.2 Performance Reporting The results of the performance indicators are entered into the Council s Performance Management Information System quarterly. The relevant Scrutiny Committee will review the updates as they become available. P a g e 25

C a r r i a g e wa y L i f e c y c l e P l a n 9 Future Strategies Our future strategy is to undertake more preventative maintenance treatments on carriageways in the amber condition band. This will reduce the whole life cost of the carriageways as we will be eliminating lengths which would otherwise have deteriorated to a red condition requiring more expensive treatments to remain in service. 10 Improvement Actions Table 10.1 Improvement Actions (Carriageways) Number Action Proposed Implementation Date CW-IA1 CW-IA2 CW-IA3 CW-IA4 CW-IA5 CW-IA6 CW-IA7 Develop an asset information strategy to determine the information required to be held, the information currently held, where and in what format, the missing information, the collection methods for the missing information and any proposed changes to the storage method. Develop a process for grouping third party claim data into separate asset groups. Complete the development and implementation of identified policies Develop a procedure to assess the ongoing maintenance liability of new assets and ensure these figures are included within the design calculations or added to the service plan. Mandatory maintainability audit. Complete the depreciation component of the valuation of the carriageway asset Develop a long term programme of carriageway works required and link to the financial need projections Identify future management strategies and update the LCP accordingly TBC TBC TBC TBC TBC TBC TBC Responsibility Highway Network Data, Operations Delivery Teams Network Management Operations Delivery Teams Operations Delivery Teams Operations Delivery Teams Operations Delivery Teams Operations Delivery Teams P a g e 26

F o o t w a y, F o o t p a t h a n d C y c l e w a y L i f e c y c l e P l a n Footway, Footpath and Cycleway Lifecycle Plan December 2010

Contents: F o o t w a y, F o o t p a t h a n d C y c l e w a y L i f e c y c l e P l a n 1 Current Status...2 1.1 Current Issues...2 1.2 Current Asset Management Strategies...2 2 The Asset...2 2.1 Scope of the Asset...2 2.2 Asset Register...2 2.3 Asset Growth...3 3 Service Expectations...3 3.1 Customer Perceptions...3 3.2 Council Goals and Objectives...4 3.3 Use...6 3.4 Safety Considerations...6 3.5 Utility Activity...6 3.6 3 rd Party Claims...6 3.7 Environmental Considerations...7 4 Management Practices...7 4.1 Policies...7 4.2 Inspection Regime...8 4.3 Condition Assessment...8 4.4 Construction / Asset Acquisition...9 4.5 Operate and Maintain (incl. Routine Maintenance)...9 4.6 Planned Maintenance: Renewals... 11 4.7 Disposal... 15 5 Investment...15 5.1 Historical Investment... 15 5.2 Forecasting Financial Needs... 15 5.3 Valuation... 17 6 Forward Works Programme...17 6.1 Existing Programmes... 17 6.2 Option Appraisal... 18 7 Risk...19 7.1 Risk Control and Reporting... 19 8 Performance Measurement...21 8.1 Performance Indicators:... 21 9 Future Strategies...21 10 Improvement Actions...22 P a g e i

F o o t w a y, F o o t p a t h a n d C y c l e w a y L i f e c y c l e P l a n 1 Current Status 1.1 Current Issues There is no asset inventory for footways. This affects our ability to calculate the budget needed both in the short and long term to maintain the asset to the desired service level. 1.2 Current Asset Management Strategies An extra 30 million has been invested into footways and carriageways, using the breakdown from the WDM Limited report Use of a Model for Estimating the Budget Required for Staffordshire Council to achieve Predefined Pavement Conditions on their Road Network, completed in 2009. The additional funds will be allocated to the preventative maintenance budget which is targeted at sites where lower level treatments, including slurry seals, enable the footway to provide a longer period of service before significant reconstruction is required. 2 The Asset 2.1 Scope of the Asset The footway, footpath and cycleway assets are comprised of: Table 2.1 Footway, Footpath and Cycleway Estimated Inventory 2009/10 Road Type Description Total Length (km) Footway Footpath Cycleway (Off-road) Pedestrian facilities adjacent to a carriageway or carriageway verge. Pedestrian facilities remote from the carriageway that still form part of the highway network. Cycle or shared cycle/pedestrian facilities off carriageway. (Not on-carriageway cycle lanes). There is a high level of confidence in the accuracy of the footway and cycleway lengths. 2.2 Asset Register 4167.61 Unknown The most up to date footway network is found on the National Street Gazetteer and the WDM Pavement Management System (PMS) that has the capacity to hold the all additional footway information. Currently the data within the PMS is limited and there is no process to ensure the accuracy of the data is maintained. An improvement action to complete this task is included in Section 10 of this Lifecycle Plan. 341.0 P a g e 2

F o o t w a y, F o o t p a t h a n d C y c l e w a y L i f e c y c l e P l a n 2.3 Asset Growth We do not have any accurate records relating to the change in footway asset size. The collection and recording of this information has been noted in the Asset Information Strategy. An improvement action to start recording this information for future cost projections is included in Section 10 of this Lifecycle Plan. Additional growth is expected to be comprised mainly of new housing developments. 3 Service Expectations 3.1 Customer Perceptions The process for identification and alignment with customer expectations is achieved initially through a customer survey or public consultation exercise. The most recent fully documented survey is one completed in 2003 associated with a Have your Say event. 3.1.1 National Highways & Transport (NHT) Survey The National Highways & Transport (NHT) Survey is a postal survey, carried out by Ipsos MORI. The following results were associated with the footway, footpath and cycleway assets. Table 3.1: National Highways & Transport (NHT) Survey Results (Footways) Ind. Ref. Benchmarking Indicator Score (100) 2008 2009 2010 Rank (30) CC Rank (11) Score (100) Rank (76) CC Rank (11) Score (100) HMBI 06 Speed of repair to damaged roads and 37.03 16 6 35.97 32 5 29.25 58 6 pavements HMBI 08 Weed killing on pavements and roads 48.34 23 8 47.34 59 9 51.33 45 4 HMBI 10 Deals with obstructions on pavements 47.23 21 8 48.54 44 7 49.69 42 5 WCBI 02 The condition of pavements 54.94 12 5 55.60 19 3 54.76 32 4 WCBI 03 The cleanliness of pavements 52.53 15 7 51.47 34 7 54.78 27 4 WCBI 05 Provision of safe crossing points 57.48 17 6 57.35 59 9 61.62 26 2 WCBI 06 Drop kerb crossing points 61.49 17 7 61.89 37 7 63.62 27 4 WCBI 07 Pavements been kept clear of obstructions 40.52 24 10 41.76 44 7 42.04 58 7 Rank (95) CC Rank (11) Table 3.2: National Highways & Transport (NHT) Survey Results (Cycleways) Ind. Ref. Benchmarking Indicator Score (100) 2008 2009 2010 Rank (30) CC Rank (11) Score (100) Rank (76) CC Rank (11) Score (100) WCBI 09 Condition of cycle routes 53.05 23 8 54.60 38 4 57.78 22 2 WCBI10 Cycle crossing facilities at road junctions and traffic signals 48.59 18 7 48.54 46 6 51.11 37 3 Rank (95) CC Rank (11) P a g e 3

F o o t w a y, F o o t p a t h a n d C y c l e w a y L i f e c y c l e P l a n 3.1.2 Customer Relationship Management Our Customer Relationship Management process enables us to provide our customers with a good service. All customer contacts and service requests received are entered into our Integrated Highway Management System (IHMS) which enables us to manage and ensure that action is taken within our required response time. Figure 3.1 and 3.2 show the number of enquiries received in relation to the footway and cycleway assets respectively. A more in depth analysis of the information highlights that the most common topic reported for footways is tripping hazards. Number of Enquiries 400 350 300 250 200 150 100 50 0 Jul-09 Number of Customer Enquiries 2009/10 (Footways) Aug-09 Sep-09 Oct-09 Nov-09 Figure 3.1:Customer Enquiries 2009/10 (Footways) Source: IHMS Dec-09 Jan-10 Feb-10 Mar-10 Apr-10 May-10 Jun-10 Jul-10 Number of Enquiries 16 14 12 10 8 6 4 2 0 Jul-09 Number of Customer Enquiries 2009/10 (Cycleways) Aug-09 Sep-09 Oct-09 Nov-09 Dec-09 Figure 3.2: Customer Enquiries 2009/10 (Cycleways) Source: IHMS Jan-10 Feb-10 Mar-10 Apr-10 May-10 Jun-10 Jul-10 3.2 Council Goals and Objectives The footway and cycleway asset makes a significant contribution towards achieving Corporate Priorities as can be seen in Figure 3.3. P a g e 4

F o o t w a y, F o o t p a t h a n d C y c l e w a y L i f e c y c l e P la n Corporate Priorities Corporate Priority 1: A vibrant prosperous and sustainable economy Corporate Priority 2: Strong, safe and cohesive communities Corporate Priority 4: A protected, enhanced and respected environment Corporate Priority 3: Improved health and sense of well being Corporate Priority 5: Statutory education and early years targets Service Outcomes Service Outcome 2: Staffordshire will be known for being a high knowledge-based, skilled economy, leading to better quality of life outcomes for Staffordshire s Service Outcome 3: Ensure that Staffordshire s communities can access everyday facilities via the transport and Service Outcome 4: Provide high quality, innovative and efficient services to Staffordshire communities. Service Outcome 1: Tackle the challenge of climate change and ensure that Staffordshire s communities can access our natural environment. Service Priorities Service Priority 11: Improve and maintain the condition and safety of Staffordshire s roads, footways and rights of way. Service Priority 10: Develop and manage a transport network which supports sustainable economic growth, promotes travel and improves Service Priority 15: Provide efficient and high-quality trading services to facilitate highperforming front-line services. Staffordshire County Council Highways Aims Aim 3: Well maintained highways SCCHA3A: To maintain the highway network to a standard that provides for the safe and efficient movement of people and goods Aim 1: Customer Focussed SCCHA1A: Our services will be easier to access, more customer focussed and, responsive to the needs of individuals and local communities. Aim 5: A high quality, value for money service SCCH5B: We will be recognised as a leading high performing highway service Staffordshire County Council Highways Priorities SCCHP3A: Improve and maintain the condition and safety of Staffordshire s roads, footways and rights of way SCCHP3B: The completion of a second transport Asset Management Plan SCCHP1A: Increased customer satisfaction measured through the road defects hotline surveys, post scheme satisfaction surveys, National Highways Public Satisfaction Survey and the Considerate Constructor Scheme SCCHP1B: Improved response to reports and requests for service from our customers. SCCHP5B: Improve the quality of work by reducing the number and costs of defects and non-conformities. TAMP Linkages SCCHP3A TAMP Linkage: The footway life cycle plan provides the tools to create programmes to achieve this priority SCCHP3B TAMP Linkage: The successful completion of the TAMP SCCHP1A TAMP Linkage: Provides forward programmes that will be made available to the customer when requested. SCCHP1B TAMP Linkage: Provides the process for compiling the Minor Works Programme focussed on satisfying the customer SCCHP5B TAMP Linkage: The footway life cycle plan targets efficient use of funding on maintaining the asset. Figure 3.3: Aims and Priorities of Tootway, Footpath and Cycleway Asset P a g e 5

F o o t w a y, F o o t p a t h a n d C y c l e w a y L i f e c y c l e P l a n 3.3 Use At present there is no pedestrian or cycle count data recorded Staffordshire. However manual classified counts are undertaken by DfT annually and can be converted to an index. An improvement action to complete an annual count of pedestrians and cyclists is included in Section 11 of this Lifecycle Plan although this would be expensive to collect. 3.4 Safety Considerations The only record of collisions associated with the footway, footpath and cycleway are those that are reported as part of the 3 rd party claims procedure as detailed in 3.6 below. This asset group has not been identified as being expected to deliver any specific contribution to safety however the condition of these assets can be a major factor in trip and fall collisions. It is recognised that the provision of footway safety is underpinned by the inspection, repair and renewals activities. These activities ensure a base level of safety. An improvement action to develop a safety strategy for footways and cycleways has been included in Section 10 of this lifecycle plan. 3.5 Utility Activity Utility activity can have a major effect on the maintenance and management of the footway asset, although not yet quantified it is believed that there is a significant increase in the number of defects found following the disturbance of the surface due to utilities. This is apparent even when the utility has reinstated the surface to the required standard. 3.6 3 rd Party Claims The interrogation of third party claims can aid in the determination of recurrent faults within the highway. The details presently held record the location and details of the claim but the information is not used when identifying or prioritising works. The total quantities for all highway assets are shown in the Lifecycle Plan Summary at the beginning of this document. The costs of these claims can be significant and it is therefore important to identify commonalities which can be assessed and reduced through following good asset management. An improvement action to separate the claims into asset groups to allow further analysis is included in Section 11 of this Lifecycle Plan. P a g e 6

F o o t w a y, F o o t p a t h a n d C y c l e w a y L i f e c y c l e P l a n 3.7 Environmental Considerations Staffordshire Highways prides itself on being a pathfinder in the field of sustainable highways maintenance where we consider the environmental effects of our actions. We recycle arisings from the existing road, using imported, recycled or secondary aggregates to reduce our impact on the natural resources and use techniques which minimise the production of greenhouse gases. The following are examples of processes we use to reduce our effect on the environment: In situ mobile asphalt recycling This innovative technique uses existing footway material or asphalt planings, turning lumps of crumbling old footway into new shiny black asphalt. The process completely avoids the need to purchase new bitumen-coated aggregate annd elminates the disposal of any waste to landfill. This process alone has resulted in an annual reduction in carbon emissions of approximately 1,600 tonnes equivalent to almost 10 million kilometres of car journeys, calculated with the Carbon Trust Toolkit using standard Defra conversion factors. Recycling of inert materials returned to maintenance depot Materials are imported from site to highways depots and stock piled in storage bays. When sufficient materials are in stock, mobile crushing and screening plant is temporarily installed in the depot and the material, usually concrete products and excavated sub-base is crushed to produce laboratory tested Type 2 Granular Subbase which is then reused within the highways term maintenance contracts. This process produces approximately 65,000 tonnes of material per year, saving the Council around 730,000 per year. 4 Management Practices 4.1 Policies The Highway Safety Inspection Code of Practice (last reviewed in October 2007) is the only officially approved Council policy relating to the asset management of the footway and cycleway assets. The remaining requirements for managing these assets are provided by the recommendations detailed in the Well Maintained Highway Code of Practice for Highway Maintenance Management, July 2005 (Well Maintained Highways). An improvement action has being included in Section 10 to obtain official council approval for the specific recommendations in Well Maintained Highways which we follow. This will require reviewing all the recommendations to ensure they meet our needs and adding where applicable local exceptions. P a g e 7

F o o t w a y, F o o t p a t h a n d C y c l e w a y L i f e c y c l e P l a n 4.2 Inspection Regime Under Section 41 of the Highways Act 1980, Highway Authorities are under a duty to maintain the highway and can be charged with statutory negligence and manslaughter in the event of a fatality. We monitor the safety of our highway network following our Highway Safety Inspection Code of Practice (last revised in October 2007). This is based on the recommendations of Well Maintained Highways. Safety inspections are carried out on the footways by dedicated safety inspectors who have undergone both a formal and informal training programme. The current frequencies of inspection against route type are detailed in Table 4.1. Table 4.1: Footway Hierarchy and Inspection Frequency Road Category F1 F2 Hierarchy Description Primary Walking Route Secondary Walking Route Definition City/Town centres, busy urban shopping and business centres with high pedestrian volumes Schools, local shopping precincts, industrial outlets F3 Link Footways Strategic footways in urban areas connecting local access footways to higher category footways (i.e. footways leading to City/Town centres), footways leading to large employment establishments F4 Local Access Footways Non strategic housing estate footways, culde-sacs, divergent footways & rural footways Inspection Frequency Monthly walked 3 Monthly walked 6 Monthly walked / driven Annual walked / driven Frequency recommended in code of practice Monthly walked 3 Monthly walked 6 Monthly walked / driven Annual walked / driven Table 4.2: Cycle Hierarchy and Inspection Frequency Cycle Route Category Definition Inspection Frequency Frequency recommended in code of practice F1 Part of Carriageway As for carriageway, minimum frequency 6 monthly driven Six Monthly F2 Remote from Carriageway 6 Monthly driven / cycled / walked Six Monthly F3 Cycle Trails Annually cycled / walked Annually 4.3 Condition Assessment Currently we only complete annual Detailed Visual Inspections (DVI) on Cat 1 and 2 footways. The DVI is a walked survey where inspectors accurately record and measure all areas or lengths of footway defects. The accuracy of this information enables it to be used in supporting and validating treatment decisions and scheme identification. P a g e 8

F o o t w a y, F o o t p a t h a n d C y c l e w a y L i f e c y c l e P l a n Table 4.3 shows the results for the last five years. Table 4.3: Category 1 and 2 Footway Condition Indicator Results (2005/06 2009/10) Year Actual Target 2005/06 30% 25% 2006/07 9% 23% 2007/08 12% 23% 2008/09 7% 21% 2009/10 6% 20% Condition Indicator 35% 30% 25% 20% 15% 10% 5% 0% Category 1 and 2 Footway Condition Indicator Results (2005/06-2009/10) 2005/06 2006/07 2007/08 2008/09 2009/10 Actual Target From 2011/12 onwards we will monitor the condition of all our footways and cycleways using the new Footway Network Survey (FNS). The FNS is carried out on foot by inspectors. Each section of footway and cycleway will be categorised into one of the four condition levels described in Table 1 below: Table 4.4: Footway Network Survey Condition Categories Condition Level Condition Label 1 As New 2 Aesthetically Impaired 3 Functionally Impaired 4 Structurally Unsound 4.4 Construction / Asset Acquisition New assets are typically acquired from either adoption or from taking over improvement works completed by contractors on behalf of the council. This is normally managed by the development control team using Section 38, 278 or 106 legal agreements. 4.5 Operate and Maintain (incl. Routine Maintenance) Routine Maintenance treatments are undertaken to ensure the asset is maintained at a minimum service level. Defects are identified through customer complaints and the Highway Inspection Regime as detailed in the Highway Safety Inspection Code of Practice. Safety inspectors are responsible for identifying and assessing any defects which reduce the safety of the road user. Investigatory Levels are the point when a risk assessment should be conducted. Section 2.2, Highway Safety Inspection Code of Practice provides a list of investigatory levels for the main defects for guidance. In P a g e 9

F o o t w a y, F o o t p a t h a n d C y c l e w a y L i f e c y c l e P l a n this section investigatory levels are identified standards which we know could cause injury to the user. Table 4.4 shows the Footway / Cycleway Investigatory Levels. Table 4.4: Footway / Cycleway Investigatory Levels Feature Defect Investigatory Level Pothole 20mm depth Trip 20mm level difference Rocking slab / blocks 20mm vertical movement Footway Open joints 20mm width x 300mm length (depth 20mm) Sunken / raised ironwork 20mm level difference Cellar covers etc. 20mm level difference Tree root damage 20mm level difference Cycle Route Pothole 20mm depth Trip 20mm level difference Rocking slab / blocks 20mm vertical movement Open joints 20mm width x 300mm length (depth 20mm) Sunken / raised ironwork 20mm level difference Tree root damage 20mm level difference The Safety inspector is required to complete a risk assessment when an inspection item is imminently approaching, has reached or is in excess of the investigatory level. This process is detailed in HSCIP. Based on the risk assessment each defect is then allocated a Response Category (see Table 4.5), which are based on Highway Maintenance Code of Practice. The type of treatments selected will differ according to the urgency of repair. Table 4.5: Safety Inspection Responses Category / Defect Response Cat 1 / Def 1A Make the defect safe at the time of inspection (i.e. sign and cone off) and summon a maintenance crew to break off their existing work to carry out immediate repairs. Cat 1 / Def 1B Request a maintenance crew to make the site safe or carry out repairs within 24 hours Cat 1 / Def 1C Maintenance crew to make the site safe and make arrangements for permanent repairs to be carried out within 28 days. Cat 2 / Def 2 Make safe or repair in 7 calendar days Cat 2 / Def 3 Repair within 28 calendar days Cat 2 / Def 4 Carry out repair during next available programme Number of Defects 3500 3000 2500 2000 1500 1000 500 0 Footway (Category Breakdown by Year) 2008 2009 2008 2009 2008 2009 2008 2009 Number of Defects 25 20 15 10 5 0 Cycleway (Category Breakdown by Year) 2008 2009 2008 2009 2008 2009 2008 2009 Cat 1 Cat 2 / Def 2Cat 2 / Def 3Cat 2 / Def 4 Cat 1 Cat 2 / Def 2Cat 2 / Def 3Cat 2 / Def 4 Response Categories by Year Response Categories by Year Figure 4.1: Footway, Footpath and Cycleway Safety Inspection Defects (2008 & 2009) P a g e 10

F o o t w a y, F o o t p a t h a n d C y c l e w a y L i f e c y c l e P l a n 4.6 Planned Maintenance: Renewals Table 4.6 details the planned maintenance options for footways and cycleways. The cost and design life information is used to calculate long term cost projections which are explained in more detail in Section 5.2. Table 4.6: Unit Rates for Footpaths and Cycleways Treatment Thickness (mm) Cost ( ) Design Life (Years) Reconstruction 145 27.31 40 Recycle 70 10.50 40 Resurface 70 20.47 40 Surface Dress 3 3.03 10 Slurry Seal 6 4.50 10 Overlay 20 6.64 20 Figure 4.2 details the process for creating the Annual Planned Maintenance Programme. Additional information referred to in Figure 4.2 is shown in Figure 4.3 and Table 4.7. The result of the process is a final list of schemes to be completed in the following financial year. This is inserted into the Annex of this lifecycle plan once approved. A second list of schemes is also identified which are on standby for situations where additional funding may become available or one of the initial schemes can t be completed. This is an annual process and each year all uncompleted identified schemes, new and old, will be prioritised equally. This ensures that the schemes most in need of completion are inserted into the following years Planned Maintenance Programme. P a g e 11

F oo t w a y, F oo t p a t h an d Cy cleway L i f ecy cle Plan D ecem b er 2 0 10 Planned Maintenance Programme Process Step 1: Identification of Scheme Hotspots Step 2: Field Inspection Step 3: Prioritisation The initial identification of potential maintenance schemes called Scheme Hotspots are undertaken by the Pavement Engineers using an automated process as depicted in Figure 4.3: The process assesses the main condition data collected throughout the year and outputs a list of work schemes. Pavement Engineers visit all sites identified from the following sources and assesses the condition of the pavement and the validity of the suggested treatment Scheme Hotspots POEMS Customer complaints for the last 12 months Five Year Programme Road Management System Output Category Four Sites identified within the last 12 months. Schemes cannot be prioritised on defects alone due to roads being very similar in regards to deterioration. If the Pavement Engineer agrees that the site warrants treatment, a Value Management process is completed using the prioritisation factors in Table 4.8. Step 4: Economic Prioritisation Economic Prioritisation Factor representing Value for Money is calculated using the following formula. Total points x Life of Treatment Economic Prioritisation = Area of Scheme x Cost of Treatment (Value for Money) Prioritisation Programme (Year 0 to Year 5) Figure 4.2: Planned Maintenance Programme Process P a g e 12

F oo t w a y, F oo t p a t h an d Cy cleway L i f ecy cle Plan D ecem b er 2 0 10 Hierarchies are surveyed at different intervals Generally over a 12 Month Period April to March UKPMS Surveys Defined by Department for Transport UKPMS Data processing Producing the PI & Condition Indices Other Surveys Defined by Asset Management Countywide data repository of footway condition Approx 0.5 million defect lengths All condition data is Analysed by the Pavement Management section June - September The processing delivers approx 1800 Potential schemes of varying length and expense DVI Survey Initial prioritised list of preventative maintenance schemes based on survey data Initial prioritised list of structural schemes based on survey data Figure 4.3: Creation of Schemes Hotspots Process P a g e 13

F oo t w a y, F oo t p a t h an d Cy cleway L i f ecy cle Plan D ecem b er 2 0 10 Table 4.7: Value Management Factors Attributes Score 1 2 3 4 5 Collision Rates 1 collision 2 collisions >3 collisions 1 KSI >1 KSI Carriageway Shape Good Average Poor Category 1&2 Defects <10 Number <20 Number <30 Number <40 Number >40 Number Contribution to LI No Yes Drainage +ve drainage is present and working +ve drainage is present and NOT working No drainage & standing water HGV Traffic Values Low <10% Medium <20% High >20% Maintenance Hierarchy Hierarchy 5&6 Hierarchy 4 Hierarchy 3 Hierarchy 2 Hierarchy 1 Ride Quality Good Average Poor Scheme Efficiency <50% >50% >60% >70% >80% Scheme Length <500m >500m >1000m >1500m >2000m Scheme Score from Site or UKPMS <20% >20% >40% >60% >80% Urban or Rural Rural Urban Winter Maintenance / Bus Routes No Yes Contribution to Sustainability Schools, Shops, Other Town Centre Industrial Estate Church etc P a g e 14

F o o t w a y, F o o t p a t h a n d C y c l e w a y L i f e c y c l e P l a n 4.7 Disposal The disposal of footway, footpath or cycleway assets is relatively rare from the perspective of a council disposing of an entire section of footway, footpath or cycleway. However there have been a few occasions where the enforced redundancy of a length of footway, footpath or cycleway due to the introduction of a new route, for example, has resulted in a stopping up order being invoked with the footway, footpath or cycleway and its ongoing maintenance liabilities reverting to the responsibility of the adjacent land owners. 5 Investment 5.1 Historical Investment Table 5.1 below details the amount of investment in the maintenance of the footway over the last 5 years. Table 5.1 Footway Works Expenditure 2006/07 to 2010/11 Year Work Description Revenue (000) Capital (000) Total (000) Structural 00.0 1,200.0 1,200.0 2006-07 Preventative 831.6 00.0 831.6 Total 831.6 1,200.0 2,031.6 Structural 250.0 1,200.0 1,450.0 2007-08 Preventative 831.6 00.0 831.6 Total 1,081.6 1,200.0 2,281.6 Structural 250.0 1,224.0 1,474.0 2008-09 Preventative 852.4 00.0 852.4 Total 1,102.4 1,224.0 2,326.4 Structural 236.5 2,000.0 2,236.5 2009-10 Preventative 800.1 00.0 800.1 Total 1,036.6 2,000.0 3,036.6 Structural 00.0 2,000.0 2,000.0 2010-11 Preventative 00.0 837.9 837.9 Total 00.0 2,837.9 2,837.9 5.2 Forecasting Financial Needs A financial model has been developed that predicts the future budget required to achieve predefined conditions as measured by DVI data. The detail of the approach followed is documented in the WDM Limited report Use of a Model for Estimating the Budget Required for Staffordshire County Council to achieve Predefined Pavement Conditions on their Road Network completed in 2009. P a g e 15

F o o t w a y, F o o t p a t h a n d C y c l e w a y L i f e c y c l e P l a n The following four Scenarios were assessed: 1. Determine budget to maintain current condition for the next 10 and 25 years (Steady State). Results are shown in Table 5.2. Table 5.2: Scenario 1: Average Annual Budget Required to Maintain Steady State over 10 and 25 Years Class of Road Budget Required to Maintain Current Condition Result at 2019 Result at 2034 Local Indicator Budget Required to Maintain Current Condition Local Indicator Footways 2,052,545 9.5% 2,052,545 9.5% 2. Determine the budget required to reduce all defect values to zero in 1 year. Table 5.3 shows the results of Scenario 2. Table 5.3: Scenario 2: Reduce Defects to 0% Over 1 Year Class of Road Total Cost Footways 12,420,935 3. Determine the budget required to achieve the proposed service levels of 4% for Principal roads, 5% for Non-Principal classified roads, and 6% for unclassified roads over 10 and 25 years. Table 5.4 shows the results of Scenario 3. Table 5.4: Scenario 3: Achieve Proposed Service Levels over 10 and 25 Years Class of Road Average Annual Total Cost Result at 2019 Result at 2034 Local Indicator Average Annual Total Cost Local Indicator Footways 2,905,280 5.0% 2,642,224 5.0% 4. Determine the service levels achieved after ten years if an additional 30m is invested in the network over the next four years.. This uses the steady state information obtained in Scenario 1 and adds the additional budgets for the first four years as shown in Table 5.5. Table 5.6 shows the results of Scenario 4. Table 5.5: Scenario 4: Proposed Budget (2009/10 2012/13) Road Type Current Budget Add. Bud. 2009/10 2010/11 2011/12 2012/13 Tot. Bud. Add. Bud. Tot. Bud. Add. Bud. Tot. Bud. Add. Bud. Tot. Bud. Footways 2,048.2 530.6 2,578.8 1,061.2 3,109.4 1,061.2 3,109.4 530.6 2,578.8 Table 5.6 highlights the significant improvements in the Local Indicator over the next ten years when adding the additional funding. Table 5.6: Scenario 4: Achieve Proposed Service Levels over 10 Years after Additional 30m Investment in first four years Class of Road Results at 2019 Average Annual Total Cost Local Indicator Footways 2,319,136 6.7% P a g e 16

F o o t w a y, F o o t p a t h a n d C y c l e w a y L i f e c y c l e P l a n Financial Model Scenarios Summary Table 5.7 shows a breakdown of the results of the four scenarios assessed. Scenario 1 provides a steady state standard where the level of condition remains the same throughout the 10 and 25 year periods. This is the minimum that we strive for and to provide that would require an additional 0.21% per annum for the next 10 years. We have chosen the Scenario 4 model for the next 10 year period. This provides an average increase in funding over ten years of 13.23% for a condition improvement of 2.8%. To achieve the target condition level of 5.0% as considered in Scenario 3 would require an average increase in funding over ten years of 41.85% which we cannot realistically obtain at this time. Table 5.7: Summary of Financial Model Scenarios Scenario Average Annual Cost Values at 2019 Values at 2034 % Incr. from Current Budget Effect on Condition Average Annual Cost % Incr. from Current Budget Current 2,048,200 NA 9.5% NA NA 9.5% 1 2,052,545 0.21% 9.5% 2,052,545 0.21% 9.5% 2 12,420,935 506.43% 0% NA NA 3 2,905,280 41.85% 5.0% 2,642,224 29.00% 5.0% 4 2,319,136 13.23% 6.7% NA NA NA *Budget for one year only Effect on Condition 5.3 Valuation The 2009/10 Footway Gross Replacement Cost of Staffordshire footways, footpaths and cycleways is 601.7 million. This has been calculated in accordance with the Code of Practice for Transport Infrastructure Assets and the published timetable for Whole of Governments Accounts. Note: The 2010/11 Whole of Government Accounts return will also require the Depreciated Replacement Cost (DRC) and Annualised Depreciation Cost (ADC). 6 Forward Works Programme 6.1 Existing Programmes Staffordshire County Council currently has three works programmes: 1. Existing Programme the value of the initial years programme equals the allocated budget. The selected schemes are compiled of the top scoring sites following the Value Management Process. P a g e 17

F o o t w a y, F o o t p a t h a n d C y c l e w a y L i f e c y c l e P l a n 2. Year 2 Programme a list of schemes valued at the same budget as the Existing Programme is compiled from the rolling programme which consists of the remaining top scoring sites from the Value Management Process. 3. Year 3 to 5 Programmes All remaining schemes assessed using the Value Management Process are grouped together to be completed between Year 3 and 5. Individual years aren t allocated to these schemes as it is not currently possible to predict how condition will be affected in the future. 6.2 Option Appraisal The identification of the appropriate treatment required at an individual location is based at present on pavement investigation results and the engineering judgement of a professionally qualified engineer. P a g e 18

F oo t w a y, F o o t p a t h a n d Cy cl ew a y L i f ecy cl e P l a n D e cem b er 2 0 1 0 7 Risk Risk management is a systematic approach to identifying and dealing with the risks that threaten our plans and projects and impact upon the continuation of service delivery. 7.1 Risk Control and Reporting A risk register has been developed for the Transportation Asset Management Plan with individual asset risk registers also having been developed. Table 7.1 details the risks identified for the footways, footpaths and cycleways asset. The derivation of the Scores within Table 7.1 are shown in Table 2.1a, b, and c of Staffordshire County Councils Asset Lifecycle Plans document, October 2010. Table 7.1 Controlled Risk Register (Footways, Footpaths & Cycleways) Risk Limited usage information may mean that prioritisation of works cannot be undertaken appropriately such that available budgets are not used to their best value. Limited condition information may mean that prioritisation of works cannot be undertaken appropriately such that available budgets are not used to their best value. Likelihood Score Impact Score Uncontrolled Risk Score 3 2 6 Current Controls In Place Defined Footway Hierarchy (Improvement Action) Revised Likelihood Score Revised Impact Score Controlled Risk Score 2 2 4 3 4 12 Analysis of DVI Information 2 3 6 P a g e 19

F oo t w a y, F o o t p a t h a n d Cy cl ew a y L i f ecy cl e P l a n D e cem b er 2 0 1 0 Table 7.1 Controlled Risk Register (Footways, Footpaths & Cycleways) Risk Limited data management procedures and IT systems may mean that existing information quickly becomes unreliable and therefore prioritisation of works cannot be undertaken appropriately such that available budgets are not used to their best value and the objectives of the council are not met. Limited knowledge amongst staff of the efficacy of the different treatment options and their costs may lead to inappropriate treatments being undertaken resulting in budgets not being used to their best value. Limited specifications for treatment options may lead to inefficient and costly works being undertaken. Limited knowledge / use of preventative maintenance treatments may lead to the continuing deterioration of the network and the need for higher cost remedial works in the future. Limited staff resources may lead to long response times regarding public and councillor requests. Limited staff resource may lead to poor delivery of work programmes resulting in loss of efficiency and reputation. Likelihood Score Impact Score Uncontrolled Risk Score Current Controls In Place Revised Likelihood Score Revised Impact Score Controlled Risk Score 3 4 12 No current control 2 3 6 2 2 4 Training needs assessed as part of Personal Development Reviews 2 2 4 4 3 12 Standard treatments applied 3 3 9 5 4 20 3 2 6 3 2 6 Knowledge addressed through Personal Development Programme, analysis of higher remedial costs - No Controls Review of staff structure to review dealing with public and councillor requests Review of staff structure to review dealing with delivery of work programmes 3 3 9 3 2 6 3 2 6 P a g e 20

F o o t w a y, F o o t p a t h a n d C y c l e w a y L i f e c y c l e P l a n 8 Performance Measurement The performance of the Highway division is measured and maintained against the following set of Local Performance Indicators. 8.1 Local Performance Indicators: Those Indicators that are relevant to the footway, footpath and cycleway asset are: Table 8.2:Local Performance Indicator Results 2007/08 2010/11 Local Performance Indicator DSH104: Percentage of footways (Category 1, 1a and 2): Structural maintenance should be planned WM05: Percentage of Category A and B cycle routes: Maintenance should be considered SR05: Percentage of all safety defects (Category 1 to 3) repaired on time SR05a: Percentage of all Category 1 Safety defects repaired on time SR05b: Percentage of all Category 2 Safety defects repaired on time SR05c: Percentage of all Category 3 Safety defects repaired on time SR08a: Percentage of safety inspections completed on time (Highway) CF4: Percentage of items of correspondence responded to in time Note: Data for 2009/10 is based on defect response times which are more demanding than 10 day corporate response VFM06: Cost of defects as percentage of total value VFM07: Percentage of spend on reactive compared to planned maintenance VFM08: Reduce the costs of footway related claims as a percentage of planned maintenance Local Target Year 07/08 Year 08/09 Year 09/10 19% 12% 7% 6% 51% 97%* 98%* 58%* 44%* 55%* 36%* Year 10/11 *Results include all assets. An improvement action to separate above Performance Indicator results into separate assets has been included in Section 11. 9 Future Strategies Our future strategy is to undertake more preventative maintenance treatments on footways, footpaths and cycleways with defects which haven t reached the investigatory level. This will reduce the whole life cost of these assets, as we will be eliminating lengths which would otherwise have deteriorated to a condition requiring more expensive treatments to remain in service. P a g e 21

F o o t w a y, F o o t p a t h a n d C y c l e w a y L i f e c y c l e P l a n 10 Improvement Actions This section describes the improvement issues associated with this asset management plan. It is anticipated that improvements will continue to be identified, assessed and programmed on an ongoing basis. Some improvements will be short-term, some may take longer to enact. It is important that the Action Plan captures all of these. Table 10.1: Improvement Actions (Footway, Footpath and Cycleway) Number Action Proposed Implementation Date FW-IA1 FW-IA2 FW-IA3 FW-IA4 FW-IA5 FW-IA6 FW-IA7 FW-IA8 FW-IA9 Develop an asset information strategy to determine the information required to be held, the information currently held, where and in what format, the missing information, the collection methods for the missing information and any proposed changes to the storage method. Develop a process to enable the number of pedestrians and cyclists to be assessed annually. Develop a safety strategy for footways, footpaths and cycleways which targets reducing the number of pedestrian and cyclist collisions and third party claims. Develop a process for grouping third party claim data into separate asset groups. Complete the development and implementation of identified policies Develop a procedure to assess the ongoing maintenance liability of new assets and ensure these figures are included within the design calculations or added to the service plan. Mandatory maintainability audit. Complete the depreciation component of the valuation of the footway asset Develop a long term programme of carriageway works required and link to the financial need projections Identify future management strategies and update the LCP accordingly TBC TBC TBC TBC TBC TBC TBC TBC Responsibility Highway Network Data, Operations Delivery Teams Network Management Operations Delivery Teams Operations Delivery Teams Operations Delivery Teams Operations Delivery Teams Operations Delivery Teams P a g e 22

H i g h way S t r u c t u r e s A s s e t M a n a g e m e n t S t r a t e gy F o o t way, Footpath a n d C y c l e w a y L if e c y c l e Plan ( D r a f t ) A u g u s t 2 0 1 0 S e p t e m b e r 2 0 1 0 Highway Structures Asset Management Strategy December 2010 St Peter s Bridge, Burton Upon Trent i

H i g h w a y S t r u c t u r e s As s e t M a n a g e m e n t S t r a t e g y Executive Summary This document describes the strategy for managing and maintaining Staffordshire County Council s bridges and other highway structures. All highway structures should be managed to ensure that they are fit for purpose and safe for use. This is to be achieved by adopting asset management techniques to deliver a programme of high standard maintenance at optimum value. The County Council s highway structures asset, consisting primarily of road bridges, footbridges and retaining walls, is managed by the Highway Structures Team, part of the Specialist Highway Services Unit. This asset is summarised below: Structure Group Quantity Road Bridges (inc subways) 1048 Footbridges (on the highway) 132 Retaining walls *Estimated total length 200km* At present predominantly reactive essential maintenance is being undertaken to address known defects and to slow deterioration of the structure stock. The current backlog of outstanding maintenance work is valued at approximately 13 million. A key aim of this strategy is to reduce this backlog, such that a more proactive, preventative maintenance programme can be developed and implemented. The condition of County highway structures is evaluated in accordance with the Bridge Condition Indicator (BCI) procedures as developed by the Association of Directors of Environment, Economy, Planning and Transport, ADEPT (formerly the County Surveyors Society). Using the ADEPT definitions for condition (see Appendix A), on average the current overall condition of County road bridges is classed as fair. A further aim of this strategy is to attain an average BCI score for all highway structures of 90% or above which would give a condition classification of good. This target can be achieved through the use of robust asset management and financial planning to target maintenance works to specific structures and structural elements, provided that investment is at the very least maintained at current levels. The Gross Replacement valuation (or asset value) for all highway structures maintained by the County Council is approximately 1 billion. i

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y Contents: 1 Current Status...3 1.1 Current Issues...3 1.2 Current Asset Management Strategies...3 2 The Asset...4 2.1 Inventory...4 2.2 Asset Register...8 2.3 Asset Growth...8 3 Service Expectations...9 3.1 Customer Perceptions...9 3.2 Council Goals and Objectives...9 3.3 Use...9 3.4 Utility Activity... 10 3.5 Environmental Considerations... 11 4 Management Practices...12 4.1 Policies... 12 4.2 Inspection Regime... 12 4.3 Condition Assessment... 14 4.4 Construction / Asset Acquisition... 16 4.5 Operate and Maintain... 16 4.6 Programmed Maintenance... 17 4.7 Upgrade... 18 4.8 Disposal... 18 5 Investment...18 6 Forward Works Programme...20 6.1 Existing Programmes... 20 6.2 Programme Coordination... 21 6.3 Option Appraisal... 21 7 Risk...21 8 Works Delivery and Procurement...25 9 Performance Measurement...25 9.1 Performance Measurement... 25 9.2 Performance Indicators: National... 25 9.3 Performance Indicators: Local... 27 9.4 Performance Reporting... 27 10 Future Strategies and Improvement Actions...27 Appendix A Interpretation of BCI scores extract from CSS Bridges Group, Bridge Condition Indicators, Volume 3, 2004 Deleted: 4 Deleted: 4 Deleted: 4 Deleted: 5 Deleted: 5 Deleted: 9 Deleted: 9 Deleted: 10 Deleted: 10 Deleted: 10 Deleted: 10 Deleted: 11 Deleted: 12 Deleted: 13 Deleted: 13 Deleted: 13 Deleted: 15 Deleted: 17 Deleted: 17 Deleted: 18 Deleted: 19 Deleted: 19 Deleted: 19 Deleted: 21 Deleted: 21 Deleted: 22 Deleted: 22 Deleted: 22 Deleted: 26 Deleted: 26 Deleted: 26 Deleted: 26 Deleted: 28 Deleted: 28 Deleted: 28 P a g e i

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y Issue No.: 2 Status: Final Date: 09/12/2010 Author: C. Plant Approved: D. Burns P a g e ii

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y 1 Current Status 1.1 Current Issues This strategy will utilise asset management techniques to deliver a planned maintenance regime which ensures that the County Council s highway structures are maintained in a condition that is fit for purpose and safe for use. Current issues associated with the implementation of this strategy include the following: An effective maintenance regime requires a comprehensive and accurate asset inventory of items along with known structural condition. For County road bridges the inventory is well established however for other structures assets, further development and improvement will be required. There is a significant shortfall in key asset inventory data for retaining walls. The locations of many walls are still to be identified, delaying the implementation of a full inspection and maintenance programme. The current maintenance programme is predominantly reactive in nature addressing known defects. Better value for money is to be achieved by moving towards a preventative maintenance regime based on the principles of life cycle planning for the various forms of structure. Following the publication of the Code of Practice on Transport Infrastructure Assets Guidance to Support Asset Management, Financial Management and Reporting, by CIPFA, 2010, the associated Highway Structures Asset Management Planning Toolkit which will contain the detailed guidance for highway structures remains to be published. Nationally, this is delaying the adoption of the new financial requirements as set out by the Code. 1.2 Current Asset Management Strategies Strategy aims will be achieved by using effective asset management techniques in line with the principles of Management of Highway Structures A Code of Practice, published by the Roads Liaison Group. Current asset management strategies are as follows: To prevent the deterioration of highway structures by implementing a programme of maintenance work that is delivered through timely intervention and achieves the lowest whole life cost at optimum value. To provide a high standard of maintenance using appropriate techniques that conserve and enhance the environment. To ensure that all highway structures are capable of sustaining the loading requirements of the European 40/44 tonne vehicle. Where, due to social, economic or environmental circumstances, this loading capacity is not required, weight restrictions or reduced access to parts of a structure can be imposed. P a g e 3

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y To deliver a programme of measures in partnership with Network Rail to mitigate the risk of errant road vehicle incursion onto the live railway. To minimise congestion and traffic disruption due to unplanned and reactive maintenance. To undertaken a routine and regular programme of Principal, General and Diving Inspections to road bridges. To protect structures from damage by third parties by reviewing applications for the movement of abnormal vehicles, approving works by Statutory Undertakers and providing technical support to others who work on or near County highway structures. Asset management strategies are reviewed periodically to ensure that the management and maintenance of County highway structures is aligned to current national guidance and local requirements. 2 The Asset 2.1 Inventory 2.1.1 General For the purpose of this document, the definitions of the County Council s highway structures assets are as follows: Road Bridge: Subway: Culvert: Footbridge: Retaining wall: 2.1.2 Maintenance Responsibility A structure with a span of 1.5m or more carrying a public highway providing vehicular passage over an obstacle, e.g. watercourse, railway, road. A structure with a span of 1.5m or more spanning a dedicated pedestrian route. A drainage structure of span less than 1.5m. A structure providing passage for pedestrians only over an obstacle, e.g. watercourse, railway, road. A wall associated with the highway where the dominant function is to act as a retaining structure. Highway structures form an essential part of the public road network allowing obstacles to be crossed and variations in profile to be accommodated. The historical development of the road network has seen the construction of many varying forms of highway structure, many of which are owned and maintained by the County Council. However, a significant number of highway structures are also owned and maintained by other parties P a g e 4

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y To ensure the safe use of structures supporting the public road network, the Highway Structures Team liaise with these other owners to ensure that their structures are fit for purpose and maintained in an acceptable condition. Table 2.1 identifies the various agents responsible for managing and maintaining road bridges throughout Staffordshire. Table 2.1 Bridges supporting the County Road Network Structure Owner Total Road Bridges Staffordshire Country Council 1048 Network Rail 187 Highways Agency (Motorways & Trunk Roads) 350 British Waterways 121 Other* 353 Total 2059 * Details of other maintaining agents are held electronically on the Structures Management System database. In addition to those structures maintained by the bridge owners in Table 2.1, alternative arrangements exist for County drainage structures and structures supporting public rights of way and greenways. Drainage culverts passing beneath the highway with a span of less than 1.5 metres are maintained by the Highways Routine Maintenance Team. Footbridges supporting rights of way and greenways are managed and maintained by the Countryside and Rights of Way Team. The Highway Structures Team is available to provide technical support and advice to both the Highways Routine Maintenance and the Countryside and Rights of Way Teams as and when required. Table 2.2 Highway Structure Maintenance Responsibility Asset Class Asset Type Asset Group Transport Structures Road bridge spanning 1.5 metres or greater Subway Highway footbridge Retaining Wall Table 2.2 identifies structures maintainable by the Highway Structures Team with the associated asset classification. 2.1.3 Asset Classification Table 2.3 describes the composition of County road bridges by asset sub-group as defined in Management of Highway Structures A Code of Practice. Structures within each sub-group will have similar maintenance requirements and, for each of P a g e 5

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y these, lifecycle plans will be developed to identify optimum programmes of maintenance. Table 2.3 Road Bridge Asset Classification Asset Sub- Group Primary Structural Form (Deck Element) Primary Deck Material No. Structures % Bridge Stock 1 Reinforced Arch - Solid Spandrel Concrete Concrete 33 3.1 slab/arch Reinforced Slab - Solid Concrete 153 14.6 17.7 2 Beam / Girder At Or Reinforced Beam - Below Deck Surface Concrete 56 5.3 concrete Beam / Girder - Box Pre - Tensioned Beams Concrete 15 1.4 6.7 Steel 56 5.3 Beam / Girder At Or Cast Iron 8 0.8 Below Deck Surface Wrought Iron 3 0.3 3 Beam - Beam / Girder - Half metallic Through Steel 1 0.1 7.8 Beam / Girder - Filler Beam Steel 7 0.7 Troughing Steel 6 0.6 Culvert / Pipe / 4 Armco Subway - Circular / Corrugated Steel 24 2.3 2.3 Oval 5 Masonry arch Arch - Solid Spandrel Masonry - Brick 340 32.4 Masonry - Stone 130 12.4 44.8 Slab - Solid Masonry - Stone 6 0.6 Culvert / Pipe / Reinforced 53 5.1 Subway - Circular / Concrete 6 Culvert/pipe 12.8 Oval Masonry - Brick 5 0.5 Culvert / Pipe / Reinforced Subway - Box Concrete 69 6.6 7 Subway NA NA 83 7.9 7.9 Total 1048 100.0 100.0 The above table shows that 44.8% of the total County road bridge stock comprises masonry arches. This older form of construction includes some structures that are over 200 years old and require experienced craftsmen to ensure that high quality maintenance is achieved. The stock of road bridges varies considerably from numerous smaller structures of 1.5 metre span to Queensway Piled Slab. This is the largest highway structure owned by the County Council comprising 81 individual spans totaling over 400 metres in length. The County s largest structures with individual deck areas over 1000 metres square are shown in Table 2.4. P a g e 6

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y Table 2.4 Largest County Bridge Assets Gross Deck Area Bridge Code Bridge Name (m 2 Replacement ) Cost* B1683/001 Queensway Piled Slab 7618 34,140,860 B1501 Burton 4569 20,480,030 B1672/001 Tame Viaduct 2806 12,575,300 B1798 St Peter s Bridge 1371 6,146,210 B2089 Shobnall Road Railway 1299 5,822,461 B1686 Broad Meadows Viaduct 1168 5,237,840 B2094 Highwood Road Railway 1008 4,520,922 *Based on Midlands Service Improvement Group unit rates (2007) There are 300 footbridges recorded in the structures database of which 132 have been identified as being associated with the highway. The structural form of these structures is shown in Table 2.5. Table 2.5 Footbridge Asset Classification Asset Group Primary Deck Element No. bridges % Bridge Stock Arch - Solid Spandrel 8 6.1 Footbridge Beam / Girder 104 78.8 Truss 6 4.5 Slab 10 7.6 Other 4 3.0 Total 132 100.0 430 retaining walls are recorded on the structures database of which 249 with a total length of 9.7 kilometres have been identified as being the maintenance responsibility of the County Council. Table 2.6 Retaining Wall Asset Classification Asset Group Supporting Length (km) % Wall Stock Retaining wall Highway 9.7 4.9 Private Land 5.7 2.8 Unknown 184.6 92.3 Total 200* 100.0 * Total estimated length of retaining wall on adopted highway network Table 2.6 shows that over 90% of retaining walls on the highway network are still to be fully identified, ownership established and condition assessed. The total length of retaining walls supporting County roads or land alongside the highway is estimated to be approximately 200km of which it is estimated that 30km are located on Principal Routes. P a g e 7

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y 2.2 Asset Register The highway structures asset register is held electronically on the Structures Management System (SMS) by WDM Ltd which is an electronic database within the Integrated Highways Management System (IHMS). This system is used to store the following information: Inventory details (identification, location, structural composition) Inspection records (defects, element condition/severity, historical inspections) Assessment details (load capacity, weight limits) Work programmes Asset valuation Condition reports A report generator is available within the SMS to collate and present data in various formats that can be exported into other systems. The SMS allows users to access information by inventory search or by graphical selection. 2.3 Asset Growth Section 2 of Staffordshire s Transport Asset Management Plan 2011-16 estimates that the carriageway asset will increase by 20km per year over the next five years, an annual growth of around 0.3%. It is fair to assume that, depending on the economic climate, the percentage increase in the highway structure stock will be similar. However, the number of County road bridges recorded in the asset register has actually fallen from 1114 in 2000, to 1048 at present. This reduction is due to improved inventory data, including the re-classification of several structures as footbridges as opposed to road bridges and the removal of decommissioned structures from the inventory. Recent additions to the number of County road bridges have been due to the detrunking of routes A34 and A449, and the construction of both Lichfield Southern Bypass and Rugeley By-pass. The Government is currently considering the transfer of British Waterways from public ownership to charitable trust status. As part of this consideration, there is potential that the Department for Transport will request Local Highway Authorities to take over ownership and responsibility for all road over canal bridges currently owned by British Waterways (BW), amounting to some 1800 bridges in England and Wales. The impact for Staffordshire County Council would be that the 121 bridges currently owned by BW within the County would transfer. Many of these bridges are in relatively poor condition and could represent a significant demand on available resources. P a g e 8

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y 3 Service Expectations 3.1 Customer Perceptions No general customer survey has been undertaken regarding the management of highway structures. Post scheme customer satisfaction surveys are undertaken for some maintenance projects. 3.2 Council Goals and Objectives 3.3 Use The 2010/11 Staffordshire Highways Service Plan describes the aims and outcomes required to achieve Staffordshire Highways Vision. In summary Staffordshire Highways aims are: Aim 1 Aim 2 Aim 3 Aim 4 Aim 5 Aim 6 Customer focussed Safer roads Well maintained highways Economic growth Value for money Successful joint venture The strategies described in this plan fully support Staffordshire Highways Vision. Further details of the above aims are available in the 2010/11 Service Plan. 3.3.1 Historical Use Historically, the demand on the performance and capacity of highway structures has been to support increasingly heavier vehicles and axle weights. Below is a summary of the increasing performance requirements of the County s road bridges. Design and assessment codes have also evolved to take account of these increasing traffic loads. Table 3.1 Historical Performance Requirements Max Permitted Max Permitted Gross Year Axle Weight Vehicle Weight 1947 8 tons 32 tons 1956 9 tons 32 tons 1964 10 tons 32 tons 1973 10.17 tons 32.5 tons 1983 10.5 tonnes 38 tonnes 1999 11.5 tonnes 40 (44) tonnes Over the years, a series of assessment programmes have been undertaken by the owners of all highway structures to assess capacity against revised highway loading P a g e 9

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y requirements. The last significant programme commenced in 1985 and was instigated by EC Directive 85/3/EEC (superseded by 96/53/EEC) which required member countries to allow 40/44 tonne vehicles and 11.5 tonne axle weights onto their road networks. The UK obtained a derogation to this Directive which delayed its implementation until 1999. This allowed time to undertake asessments of all bridges with a span greater than 1.5 metres and built before 1975 to determine their capacity for carrying these increased loadings. Where required, structures of insufficient capacity have now either been strengthened or have interim restrictions in place. 3.3.2 Current Usage Requirements The regulations below limit free usage of the highway to vehicles up to 40/44 tonnes gross weight (depending on axle configuration) and to a maximum of 2.9 metres width. The Road Vehicles (Construction and Use) Regulations 1986 (C&U Regulations) The Road Vehicles (Authorised Weight) Regulations 1998 (AW Regulations) The Road Vehicles (Authorised Weight) (Amendment) Regulations 2000 Vehicles in excess of these criteria are considered to be abnormal vehicles and managed in accordance with the procedure described in Section 3.3.3. 3.3.3 Management of Abnormal Loads The routes most frequently requested for use by hauliers of abnormal loads have been reviewed and a basic in-house administration system to manage these requests has been developed. Those recognised abnormal load routes have been assigned a maximum axle weight and gross vehicle weight, dependant upon whether the vehicle is a conventional lorry or mobile crane. For the small number of abnormal loads not travelling on recognised routes, these requests are assessed on an individual basis by a structural engineer. Further details of this procedure are contained in the Staffordshire Highways guidance document, Management of Abnormal Loads. Staffordshire Highways is currently trialling the Highways Agency s Electronic Services Delivery of Abnormal Loads procedures known as ESDAL where notifications are received and responded to electronically through an internet application. ESDAL will be adopted for use should the trial prove successful though, at present, relatively few hauliers are choosing to use this system. 3.4 Utility Activity Road bridges provide strategic access routes over many obstacles and are frequently used by Statutory Undertakers to support their apparatus. New structures are designed to cater for utility equipment and the apparatus owner will be consulted as P a g e 10

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y part of the design process. Many older structures also support utility apparatus but damage to these structures has often resulted from the installation of Statutory Undertakers apparatus without approval from the County Council. The New Roads and Street Works Act 1991 (NRSWA) and Traffic Management Act 2004, empower utility companies to undertake streetworks including works on and around highway structures. Section 88 of NRSWA places special requirements on utility companies to consult structure owners before any works are permitted. The Highway Structures Team encourage early communication with utility companies to discuss their proposals and offer technical support. 3.5 Environmental Considerations 3.5.1 Structural Heritage The County s highway structures have evolved over many years and include structures still in service and supporting County roads that are over two hundred years old. The maintenance of heritage structures often requires a different and more costly approach than modern structures due to the many restrictions and controls on the type of works that can be undertaken. Often specialist materials and craftsmen will be required to undertake traditional repairs. Like for like repairs are generally permitted, but modifications require approval from English Heritage. The number of heritage structures maintained by the County Council s Highway Structures Team is shown in Table 3.2. Table 3.2 Heritage Structures Conservation classification No. of road bridges Ancient monument (1) 7 Grade 1 Listed (2) 1 Grade 2 Listed (2) 66 Grade 2* Listed (2) 2 Located within a conservation area (2) 130 (1) Ancient Monuments and Archeological Areas Act 1979 (2) The Planning (Listed Buildings and Conservation Areas) Act 1990 When planning significant maintenance works to heritage structures, specialists are always consulted, including English Heritage and the County s Historic Environment Officer ensuring that suitable solutions are developed that are acceptable to all parties. 3.5.2 Environmental Protection The maintenance of highway structures regularly requires access remote from the carriageway in protected and sensitive environments, including: Protected species and habitats P a g e 11

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y Sites of biological importance Watercourses The preparation of maintenance schemes initially involves consultation with the County s Environment and Countryside Team. Advice is given on mitigation measures to avoid environmental damage, or requirements for further investigation and consultation with the Environment Agency and Natural England. Schemes which either temporarily or permanently affect the flow of watercourses require consent from the Environment Agency in accordance with the Land Drainage Act 1991 and Water Resources Act 1991. Large schemes having a significant impact on protected environments require extensive consultation which requires advanced programming and associated budgetary provision. In consultation with the Environment and Countryside Team, a set of environmental guidelines has been agreed for undertaking minor routine maintenance operations. 4 Management Practices 4.1 Policies The principles and policies for the management of highway structures generally follow published national guidance, as this is deemed to represent best national practice, including: Design Manual for Roads and Bridges Manual of Contract Documents for Highway Works - Specification for Highway Works Code of Practice for the Management of Highway Structures Inspection Manual for Highway Structures Code of Practice for Transport Infrastructure Assets Guidance to Support Asset Management, Financial Management and Reporting 4.2 Inspection Regime In line with the national guidance document Inspection Manual for Highway Structures published in May 2007, a pragmatic approach to structural inspections has been adopted. This national guidance has been endorsed and is used by representative agents of all publically maintained highway structures. Structural inspections are a key source of information that feed into the asset management process such that up-to-date condition data can be obtained to evaluate maintenance needs. The frequency of structural inspections is shown in Table 4.1. P a g e 12

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y Table 4.1 Structural Inspections Type of Inspection Inspection Frequency Routine Surveillance Dependant on classification of route General Inspection 2 years Diving Inspection 2/4 years (1) Principal Inspection 6 years (2) Special Inspection Inspection for Assessment As required As required Acceptance Inspection As required (1) River bridges 2 years, other watercourses 4 years (2) Spans over 9.0m Routine Surveillance is undertaken by County Highway Inspectors who report any defects to the Structures Asset Manager. This is a programmed inspection generally undertaken from a slow moving vehicle, therefore only a limited range of defects on structures are generally visible. General Inspections are undertaken by County Bridge Inspectors who are supervised by a Chartered Engineer. This is a remote visual inspection that reports on the condition of all visible structural elements, notes obvious defects and suggests maintenance requirements. These inspections also report the Bridge Condition Indicator as developed by ADEPT. Diving Inspections (including access to confined spaces) are undertaken by specialist access contractors who employ qualified divers. Principal Inspections require close detailed examination of all structural components, often requiring specialist access to remote elements. Principal Inspections provide a detailed report of structural condition, recommend maintenance works and also report the Bridge Condition Indicator. Currently these inspections are undertaken by experienced bridge engineers to all structures with spans greater than 9.0 metres at six yearly intervals. However, it is intended to develop a risk based approach to the determination of which bridges will be subject to Principal Inspection and the frequency with which they are undertaken. Special Inspections are scheduled where a defect requires inspection at shorter intervals than facilitated by General or Principal Inspection, or in response to the report of a defect which may affect the safety or stability of a structure. Inspection for Assessment comprises a thorough examination of a structure to determine structural condition and also confirm dimensions of elements such that quantitative structural calculations can be undertaken to determine loading capacity. It may also involve sampling and non-destructive testing of materials and components to determine material properties and condition. An Acceptance Inspection is undertaken upon acquisition of an asset, either when a new structure is built and received from the constructor, or when an existing asset is transferred from a third party to the County Council for future maintenance. The P a g e 13

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y Acceptance Inspection will review structural condition and quantify any maintenance liabilities and associated costs. 4.3 Condition Assessment 4.3.1 Road Bridge Condition In July 2002, the then County Surveyors Society (now ADEPT) launched the national Bridge Condition Indicator (BCI) which incorporates robust procedures for ensuring consistency in the measurement and reporting of structural condition. Both General and Principal Bridge Inspections record the Bridge Condition Indicator in accordance with ADEPT guidance. This defines the condition of all elements of a structure by recording the extent and severity of any defects present. The defects are summated to produce two condition factors for the whole structure, critical condition (BCI Crit ) and average condition (BCI av ). The critical indicator only includes elements considered to be of high structural importance, whilst the average indicator includes all components. The Bridge Stock Condition Indicator (BSCI) summates the BCI values of all structures, taking into account deck area to weight scores given the size of individual structures. From this critical (BSCI Crit ) and average (BSCI Av ) condition scores for the whole structure stock are recorded. The ranges of these values are shown in Appendix A - this translation of BSCI Av and BSCI Crit values into a condition description is taken from CSS/ADEPT document Bridge Condition Indicators, Volume 3, Guidance Note of the Evaluation of Bridge Condition Indicators, 2004. A summary of the condition of County Council road bridges is shown in Table 4.2. Table 4.2 Condition of County Road Bridges BSCI Score 01/04/2010 CSS Interpretation Target condition score Average Score FAIR GOOD 88% (89 80%) (90%) Critical Score 79% POOR (79 65%) GOOD (90%) CSS commentary Structure stock is in FAIR condition. A few structures may be in severe condition A significant number of critical load bearing elements may be in a severe condition. Some structures may represent a significant risk to public safety unless mitigation measures are in place. It is a strategic aim to attain a BSCI score of 90% or above for both average and critical element condition giving a classification of good for this asset group. 4.3.2 Road Bridge Capacity Since 1984, the majority of County road bridges built before 1975 have undergone a structural assessment to determine their load carrying capacity, following which a significant number have been strengthened. The current assessed capacity of County road bridges is summarised in Table 4.3. P a g e 14

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y Table 4.3 Structural Capacity of County Road Bridges Capacity No of County Structures 40/44 tonnes 506 38 tonnes 159* Less than 38 tonnes 24 Outside assessment requirements 291** Not applicable 3 No assessment done 65*** Total 1048 * Structures previously assessed at 38 tonnes are currently being reviewed to determine 40 tonnes adequacy. **Structures built post 1975 and buried structures. *** Included in 3 year assessment programme. Where a structure is not able to support the full 40/44 tonne vehicular loading, temporary restrictions are imposed, for example weight restrictions or reduced accessibility. The number of County road bridges with restrictions in place is shown in Table 4.4. Table 4.4 Structural Capacity of County Road Bridges Restriction No of County Structures Structural weight restrictions 15 Restricted/prohibited access to traffic 6 Schemes in strengthening programme 3 Interim protective measures to verge and parapet 19 4.3.3 Footbridge Condition The footbridge stock currently comprises 132 structures identified as being owned and maintained by Staffordshire County Council and which are classed as highway structures (i.e. not including footbridges on public rights of way). Their condition is summarised in Table 4.5. Table 4.5 Condition of County Footbridges BSCI Score 01/04/2010 Average Score 83% Critical Score 65% CSS Interpretation FAIR (89 80%) POOR (79 65%) Target condition score GOOD (90%) GOOD (90%) CSS commentary Structure stock is in FAIR condition. A few structures may be in severe condition A significant number of critical load bearing elements may be in a severe condition. Some structures may represent a significant risk to public safety unless mitigation measures are in place. P a g e 15

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y It should be noted that the 65% critical score for footbridges is on the lower limit of this classification. 64% represents very poor condition. Again, the strategic aim is to attain BSCI average and critical element scores of 90% or above for this asset group. 4.3.4 Retaining Wall Condition At present there is not a complete inventory of County retaining walls, therefore, it is not possible to accurately report condition scores. A trial inventory collection exercise was undertaken in 2009/10 to collect missing data for known retaining walls and also to locate previously unknown walls. Each wall was allocated an initial condition score such that general inspections and maintenance works can be prioritised. 4.4 Construction / Asset Acquisition All newly constructed highway structures within the County are required to be designed and built in accordance with the Design Manual for Roads and Bridges (DMRB) and Manual of Contract Document for Highway Works (MCHW). This includes the procedures described by BD02/05: Technical Approval of Highway Structures. These requirement were introduced following bridge failures in the early 1970 s which were found to be attributable to design errors and, most importantly, the absence of robust and independent checking procedures which could have detected those errors. Structures constructed by agreement under Section 38 of the Highways Act 1980, or other relevant sections of the Act, are adopted as highway, usually at the end of the contract maintenance period. Asset acquisition also occurs through transfer of ownership, including de-trunking of primary routes such as the A449 and A34 through specific de-trunking orders. As part of the negotiations associated with transferring the ownership of a structure from a third party to the County Council, a commuted sum may be considered necessary to cover the costs of future maintenance and renewal of the structure. These negotiations will include an Acceptance Inspection undertaken by County engineers. Occasionally, where clear ownership of a structure cannot be readily established, the County Council has as Highway Authority undertaken safety critical maintenance work. This ensures the structure remains serviceable and protects public safety. 4.5 Operate and Maintain Routine maintenance to highway structures typically includes: Removal of vegetation Cleaning of bearings and bearing shelves P a g e 16

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y Clearing drainage and weep holes Checking fixings and fixtures Removing blockages from watercourses The County Council maintains a number of modern multi-span road bridges that incorporate mechanical bearings. These bearings allow the superstructure or bridge deck to articulate independently from the supporting structure. Figure 4.1 shows a typical mechanical bearing which requires routine maintenance. Gaining access to maintain bearings located at remote parts of a structure often requires specialist contractors. Emergency procedures following damage to a structure are initially managed by Staffordshire Police with assistance from Staffordshire Highways emergency call out crews. The Highway Structures Team will then inspect the structure to assess the level of damage and its effects on the integrity, safety and stability of the structure. It will then programme any necessary works to repair the damage. 4.6 Programmed Maintenance Programmed maintenance works are defined as either essential/reactive, dealing with existing defects, or preventative in nature. Maintenance works to an individual structure are packaged together to achieve best value and typically contain items of both essential/reactive and preventative maintenance. A primary aim of our future maintenance strategy is to move away from the present largely essential/reactive maintenance led programme to a more cost effective preventative and steady state maintenance approach. Maintenance works are prioritised by allocating individual defects a priority score based on the likelihood and consequence of failure or poor performance of the affected structural element. This process considers the possibility of structural failure, social and economic importance of the route supported and aesthetic/heritage requirements. Each consideration is given a numerical score which is then used to determine the priority score for a specific maintenance activity ranging from 0 (no defect) to 100 (critical/failure). This information is reviewed by spreadsheet manipulation and judgement of experienced engineers. A deliverable programme of maintenance works is then identified, giving due consideration to risk and availability of budget. P a g e 17

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y 4.7 Upgrade The performance requirements of highway structures have evolved over many years. Previous upgrading has included the following work types:- a) Structural strengthening to increase load carrying capacity. b) Widening to improve the width or alignment of the carriageway. c) Parapet containment strengthening. d) Scour protection in watercourses. A programme of vehicle incursion upgrades is currently being progressed for road over rail bridges and parts of the highway network parallel to the railway. The aim of this programme is to mitigate the risk of errant highway vehicles accessing the railway infrastructure. Nationally, joint responsibility for the delivery of this programme is held by railway and highway authorities. Following an initial risk assessment and ranking of all such sites on Staffordshire s road network, a programme of mitigation actions has been jointly agreed and funded by Network Rail and the County Council. This programme is planned for completion by March 2012. 4.8 Disposal Highway structures are removed from the County s list of highway assets predominantly for the following reasons:- Transfer of ownership and maintenance responsibility to another agent. Decommissioning where a structure is no longer required. In both of the above scenarios, the Structures Management System database will be modified to reflect this change. 5 Investment 5.1 Historical Investment Historical capital and revenue investment for Staffordshire s highway structures is shown in Table 5.1. Table 5.1 Historical Investment in Highway Structures ( 000) Income 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 Capital 2,900 3,300 3,000 2,070 3,110 2,880 3,040 Revenue 893 995 1,080 975 1,000 1,180 918 Total 3,793 4,298 4,080 3,045 4,110 4,060 3,958 The majority of available capital funding through the 1990 s and 2000 s was required to support the 40 tonne EC vehicle assessment and strengthening programme and P a g e 18

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y essentially targeted at primary routes. All other maintenance activities have relied on limited revenue funds which have led to the deterioration of structures on nonprimary routes over the past twenty years. Maintenance and servicing of several major structures built since 1975 has also suffered as a consequence of this essential 40 tonne assessment and strengthening strategy which has created a legacy of major maintenance works now being identified and requiring urgent attention. Although the 40 tonne vehicle strengthening programme is now largely complete, it is essential that current levels of both capital and revenue funding are at least maintained to ensure that deterioration of these structures can be arrested and a steady state preventative maintenance regime implemented over the next five years supported by a robust programme of Principal Inspections to all key structures. 5.2 Forecasting Financial Needs Following the launch of Management of Highway Structures - A Code of Practice in 2005, basic theoretical models have been developed to compare maintenance targets to levels of funding. CIPFA is currently developing a toolkit for highway structures that will enable the managers of highway structures to use a common method for forecasting financial needs. As part of the development of the toolkit, County engineers have worked in conjunction with the Midland Service Improvement Group (MSIG) to review intervention thresholds of maintenance work and compare the lifecycles of structural components. This toolkit is expected to be available in 2011/12. The document Funding for Bridge Maintenance, prepared by the CSS in February 2000, gave alternative methods for evaluating levels of maintenance funding appropriate to highway structures based on a percentage of the cost of replacing the structures asset, i.e. the Gross Replacement Cost. This suggested that a minimum annual investment of 0.5% of this asset replacement value was required simply to sustain a steady state maintenance regime which would not necessarily address any maintenance backlog that already existed. For Staffordshire, with an estimated highway structure asset replacement value of 1 billion, the level of future investment required to sustain this steady state would be 5 million per annum. Additional investment would also be needed to address the maintenance backlog currently estimated at 13 million before a steady state position can be reached. 5.3 Valuation The Chartered Institute for Public Finances and Accountancy (CIPFA) published the Code of Practice for Transport Infrastructure Assets Guidance to Support Asset Management, Financial Management and Reporting in October 2009. This guidance document requires the Gross Replacement Cost (GRC) and Depreciated Replacement Cost (DRC) of the asset to be determined for financial reporting purposes. GRC is the admissible cost of replacing a structure with a modern equivalent asset and is determined from the following formula: P a g e 19

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y GRC = Dimensions x Unit Rate x Adjustment Factors For both road bridges and footbridges the dimensions required are the length of structure and the average width. For retaining walls the valuation is based on retained area. Where the retained area is not known, this valuation has been based on the estimated length of wall retaining County roads, multiplied by a nominal retained height of 1.5m. To enable comparable valuations between authorities, rates have been determined regionally through the Midlands Service Improvement Group (MSIG). A summary of these rates is shown in Table 5.2. The MSIG group of authorities are working to compile a schedule of unit rates to be used for the financial year 2011/12 when it is expected that the structures financial planning toolkit referred to in section 5.2 and below will also be available. These rates include the replacement of structural components but do not include surfacing the carriageway, Statutory Undertaker costs, diversion routes and land agreement and purchase. Currently the CIPFA guidance provides an overview for the approach to calculating depreciation and impairment for highway structures, however detailed guidance remains to be published in the Highway Structures Asset Management Planning Toolkit. 6 Forward Works Programme 6.1 Existing Programmes Table 5.2 Valuation of County Highway Structures* Asset Type Rate used GRC Road Bridge 4,145/m 2 deck area 449,360,610 Footbridge 2,965/m 2 deck area 16,865,530 Retaining Wall 1,470/m 2 retained area 441,000,000 Total 907,226,140 *Based on MSIG unit rates 2007 Forward three year planned works programmes are available covering both Capital and Revenue expenditure. These programmes are reviewed on a quarterley basis. The planned expenditure for capital and revenue maintenance programmes is shown in Tables 6.1 and 6.2 respectively. P a g e 20

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y Table 6.1 Capital Investment Programme ( 000) Scheme 2010/11 2011/12 2012/13 Principal Inspection and assessment 450 410 410 Bridgeguard 3 Assessment and Strengthening (Network Rail) 65 225 500 Structural maintenance schemes 3120 2885 1635 Vehicle incursion measures 615 210 0 Design and other fees 635 490 490 Total Capital Investment 4885 4220 3035 Table 6.2 Revenue Investment Programme ( 000) Scheme 2010/11 2011/12 2012/13 Diving inspection 65 65 65 Routine maintenance 170 170 170 Subway maintenance 80 80 80 Essential maintenance 570 420 270 Preventative maintenance 44 210 360 Total Revenue Investment 929 945 945 The planned investment as shown in Tables 6.1 and 6.2 will be reviewed following budget settlements in early 2011. 6.2 Programme Coordination Programme co-ordination across the Staffordshire highway network is undertaken by the Network Management Unit utilising procedures for the noticing and controlling of works in accordance with New Roads and Street Works Act 1991 and Traffic Management Act 2004 and for applications for Temporary Traffic Regulation Orders. 6.3 Option Appraisal For the creation of a new structure or significant structural modifications to an existing structure, the Council adopts the Technical Approval procedures of BD02/05 as described in Section 4.4. The process of gaining approval in principle for significant works includes considering a range of engineering solutions covering environmental, aesthetic and durability aspects and undertaking a comparative cost / benefit analysis. This considers initial construction costs, lifecycle maintenance and socioeconomic factors including disruption to the highway network. 7 Risk A register of controlled risks associated with the highway structures asset is provided in Table 7.1. P a g e 21

H i g h w a y S t r u c t u r e s As s e t M an a g e m en t S t r at eg y D e c e m b e r 20 1 0 Table 7.1 Controlled Risk Register (Highway Structures Asset) Risk Reference Risk Likelihood Score Impact Score Uncontrolled Risk Score 1 Failure to deliver plan due to insufficient funding 2 Failure to avoid significant network disruption due to maintenance works Current Controls In Place 4 4 16 Development and implementation of asset management and financial planning techniques in line with national requirements and guidance. Regular financial and budget reviews. Provision of asset data requested by DfT September 2010. Seek other funding opportunities e.g. CIF. Plan for reduced programme in anticipation of outcome of Comprehensive Spending Review October 2010 through prioritisation of maintenance works to target most critical defects. 5 3 15 Development of a forward works programme and publish future schemes as appropriate. Liaison with Network Management Unit at early stages of scheme preparation and noticing procedures in line with NRSWA 1991 and TMA 2004 complied with. Early contractor involvement at design stage to review scheme proposals. 3 Failure of structure or structural element due to: 3.1 Accidental impact 5 4 20 Use of Protocol for Prevention of Strikes on Bridges Over Highways published by CSS/NR/DfT. Provision of advance warning signage of structures. Procedures for the management of abnormal load movements. Bridge widening schemes included in maintenance programme. 3.2 Loss of support in watercourse due to scour/flood 4 5 20 Routine diving inspections undertaken to all river bridges at 2 year intervals. Special inspections instructed to vulnerable structures Revised Likelihood Score Revised Impact Score Controlled Risk Score 3 4 12 3 3 9 3 4 12 2 5 10 P a g e 22

H i g h w a y S t r u c t u r e s As s e t M an a g e m en t S t r at eg y D e c e m b e r 20 1 0 Table 7.1 Controlled Risk Register (Highway Structures Asset) Risk Reference Risk Likelihood Score Impact Score Uncontrolled Risk Score event 3.3 Overloading of weak or substandard element 3.4 Inadequate inspection of structures Current Controls In Place after flood events. Study to assess river flows and identify bridges at risk of scour. Scour risk prevention measures included in maintenance programme. Rapid response to reports of debris trapped against bridges. 4 5 20 All structures to be assessed in accordance with BD21 and loading restrictions imposed where required gap analysis undertaken to identify bridges still to be assessed. Regular structure reviews in line with CoP recommendations. Procedures for the management of abnormal load movements. 4 5 20 Two yearly General Inspection programme implemented and monitored to ensure adherence to programme. GIs undertaken by Bridge Inspectors and all reports reviewed by Chartered Engineer. Six yearly Principal Inspection programme to key structures. Two yearly diving inspections to all bridges with supports in water courses. Ongoing training and development of Bridge Inspectors. Principal Inspections led by experienced Chartered Engineers. All inspections in accordance with national standards i.e. BD63/07 Inspection of Highway Structures and The Inspection Manual for Highway Structures Revised Likelihood Score Revised Impact Score Controlled Risk Score 1 5 5 2 5 10 3.5 Structural defect 3 5 15 Two yearly General Inspection programme 1 5 5 P a g e 23

H i g h w a y S t r u c t u r e s As s e t M an a g e m en t S t r at eg y D e c e m b e r 20 1 0 Table 7.1 Controlled Risk Register (Highway Structures Asset) Risk Reference Risk Likelihood Score Impact Score Uncontrolled Risk Score remaining undetected during inspection 3.6 Essential maintenance, upgrading or replacement work not carried out 3.7 Lack of competent experienced staff to undertake analysis, design and assessment of structures Current Controls In Place implemented and monitored to ensure adherence to programme. GIs undertaken by Bridge Inspectors and all reports reviewed by Chartered Engineer. Ongoing training and development of Bridge Inspectors. All inspections in accordance with national standards i.e. BD63/07 Inspection of Highway Structures and The Inspection Manual for Highway Structures. Briefing/training on inspection process and defect identification delivered by Structures Asset Manager to all staff involved in Principal Inspections. Principal Inspections led by experienced Chartered Engineers. Principal Inspection process ensures close detailed examination of all elements of larger key structures 4 4 16 Development and implementation of asset management and financial planning techniques in line with national requirements and guidance leading to prioritised maintenance programme. Inspection reports reviewed by Chartered Engineer and maintenance requirements identified. 4 5 20 Technical skills resource reviewed periodically and training provided. Specialist structural engineering consultants engaged where necessary. Revised Likelihood Score Revised Impact Score Controlled Risk Score 2 4 8 2 5 10 P a g e 24

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y 8 Works Delivery and Procurement The County s highway service including the majority of the bridges and highway structures maintenance operation is delivered through a single integrated team with the County Councils highway term maintenance contractor, Enterprise plc. The service operates as a Virtual Joint Venture (VJV) and through collaborative working continually seeks to deliver efficiency savings. Occasionally, larger bridge schemes are procured through the Midlands Highway Alliance Medium Schemes Framework 1. These arrangements were put in place to ensure that Staffordshire County Council is able to take advantage of new approaches to local authority procurement of construction works such as joint procurement through regional frameworks. Whilst project specific tendering remains an option, this can incur very significant costs associated with the tendering processes and supervision and management of such contracts. 9 Performance Measurement 9.1 Performance Measurement Performance management and measurement of the highway structures operation includes the reporting of the following indicators: Condition of structures stock, based on national performance indicators developed by the CSS/ADEPT Local indicators relating specifically to the highway structures operation. Measuring and reporting the efficiency and effectiveness of the delivery operation as part of the performance management regime within the virtual joint venture with Enterprise. The measurement and reporting of performance is an integral part of the management process for this asset. 9.2 Performance Indicators: National 9.2.1 Bridge Condition Indicator As described in Section 4.3, the Bridge Condition Indicator is commonly reported by Local Authorities to assess and compare the condition of highway structures. The year on year condition scores for Staffordshire s overall bridge stock are shown in Table 9.1. P a g e 25

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y Table 9.1 County Road Bridge BSCI Scores* Indicator/year 2006/07 2007/08 2008/09 2009/10 2010/11 Average 88.14 88.46 88.04 87.94 87.78 Critical 80.25 80.05 79.29 78.94 78.60 No structures included 709 788 962 1019 1037 *Data reported at 1 st April each year This shows that the condition of the bridge stock appears to have deteriorated slightly since 2006. However, this should not necessarily be taken as representative of the true underlying trend as the BCI process has taken some time to become established and it is only in the past year that the condition of all of the County s bridges has been reported. Figure 9.1 shows the current range of individual Bridge Condition Indicator average results. Figure 9.1 Average BCI Summary for County road bridges P a g e 26

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y 9.3 Performance Indicators: Local The Specialist Highway Services Unit Plan contains the following local performance indicators in relation to the highway structures operation: Table 9.2 Local Performance Indicators 2010/11 2010/12 PI Ref. Performance Measure Target Target B2.1 Considerate Constructor Scheme >30 >30 B2.2 Post Scheme Satisfaction Survey Good Good Number Number B2.3 Complements and Complaints received received B3.1 Number of General Inspections completed 555 555 B3.2 Number of Principal Inspections completed 25 25 B3.3 Number of Diving Inspections completed 75 75 9.4 Performance Reporting Performance is monitored and reported on a monthly basis during Structures Team management meetings. This information is presented in the Specialist Services Unit Plan for review by the Head of Unit. 10 Future Strategies and Improvement Actions Planned future management strategies and actions to improve the effectiveness and efficiency of the highway structures operation are contained in Tables 10.1 to 10.4. Table 10.1 Data Management Strategy Ref. Strategy/Improvement Action Identified Priority 10.1a To collect a mechanical bearing Inventory for highway road bridges and to implement a bearing maintenance programme HIGH 10.1b In preparation for the move to Tipping Street the Highway Structures Team is to be operating in a paperless environment by April 2011 HIGH 10.1c Upgrade of subway pumps and implementation of a robust maintenance programme MEDIUM 10.1d Collect inventory for retaining walls and undertake inspection and risk assessment to prioritise essential maintenance MEDIUM P a g e 27

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y Table 10.2 Asset Protection Strategy Ref. Strategy/Improvement Action Identified Priority 10.2a Undertake an enhanced programme of principal and diving inspections with risk based inspection intervals HIGH 10.2b Implement a regime of structural reviews HIGH 10.2c Assessment of structures in unknown ownership HIGH 10.2d Review of river bridges vulnerable to scour and flooding HIGH 10.2e To develop a procedure following receipt of flood warnings HIGH 10.2f To act as Technical Approval Authority for all activities affecting and relating to Highway Structures HIGH 10.2g To provide specialist technical support regarding management of abnormal loads, Countryside and Rights of Way, Statutory Undertakers and support HIGH to third parties. 10.2h Review of interim weight restrictions and structural protection MEDIUM 10.2i Review of procedures for managing statutory undertaker s activities in and around highway structures LOW 10.2j Adoption of the Highways Agency Electronic System for the delivery of abnormal loads (ESDAL) LOW Table 10.3 Financial Planning Strategy Ref. Strategy/Improvement Action Identified Priority 10.3a To implement the requirements of the CIPFA document Code of Practice on Transport Infrastructure Assets Guidance to support asset management, financial management and reporting. This strategy is HIGH dependant on the publication of the Structures Financial Planning Toolkit 10.3b To quantify and predict the future performance of highway structures for variations in levels of maintenance funding. This strategy is dependant on HIGH the publication of the Structures Financial Planning Toolkit 10.3c Develop lifecycle plans for individual structure groups e.g. Brick arch, steel beam, concrete slab etc. MEDIUM 10.3d To work with MSIG, West Midlands Area Bridge Conference and other authorities to share knowledge and improve benchmarking data LOW Table 10.4 Maintenance Delivery Strategy Ref. Strategy/Improvement Action Identified Priority 10.4a The efficient delivery of schemes and other activities included in capital and revenue programmes. HIGH To implement the Staffordshire Highways QMS processes for programme 10.4b development, project design and construction management and HIGH supervision 10.4c To improve forward programming of maintenance schemes, including resource allocation HIGH 10.4d Implementation of Structural Eurocodes following the withdrawal of British Standards in April 2010 HIGH 10.4e Improve the customer focus of the Highway Structures Operation, including implementing Consideration Constructor scheme, undertaking post scheme satisfaction surveys and monitoring compliments and HIGH complaints. 10.4f Migration from current practice of essential/reactive maintenance towards preventative, steady state maintenance programmes MEDIUM 10.4g To develop partnership working with District Councils for the maintenance and upkeep of subways MEDIUM 10.4h To develop standard material specifications for common applications LOW P a g e 28

H i g hw a y S t r u c t u r e s As s e t M an a g e m e n t S t r a t e g y APPENDIX A P a g e 29

H i g hw a y St ru c t u r e s As se t M an ag e m ent Strat eg y D e c emb e r 201 0 Table A1 Interpretation of Average and Critical BCI scores* BSCI Average Stock Critical Stock Condition BSCI Range Condition BSCI Crit Av The structure stock is 100 to in a very good Very few critical load bearing elements 95 condition. Very few may be in a moderate to severe bridges may be in a condition. Represents a very low risk to Very moderate to severe public safety. Good condition. 94 to 90 Good 89 to 80 Fair 79 to 65 Poor 64 to 40 Very Poor 39 to 0 Severe Structure stock is in a good condition. A few bridges may be in a severe condition. Structure stock is in a fair condition. Some bridges may be in severe condition. Bridge stock is in a poor condition. A significant number of bridges may be in a severe condition. Structures stock is in a very poor condition. Many bridges may be in a severe condition. Structure stock is in a severe condition. Many structures may be unserviceable or close to it. A few critical load bearing elements may be in a severe condition. Represents a low risk to public safety. Some critical load bearing elements may be in severe condition. Some structures may represent a moderate risk to public safety unless mitigation measures are in place. A significant number of critical load bearing elements may be in a severe condition. Some bridges may represent a significant risk to public safety unless mitigation measures are in place. Many critical load bearing elements may be unserviceable or close to it and are in a dangerous condition. Some structures may represent a high risk to public safety unless mitigation measures are in place. Majority of critical load bearing elements unserviceable or close to it and are in a dangerous condition. Some structures may represent a very high risk to public safety unless mitigation measures are in place. *Interpretation of BCI scores extract from CSS Bridges Group, Bridge Condition Indicators, Volume 3 Additional Comments If it is a relatively new stock of structures than an appropriate maintenance funding level needs to be identified through Asset Management and Best Value. If it is a mature stock then continuing with the same level of funding is likely to sustain a high condition score and an effective preventative maintenance regime. Historical maintenance funding levels have been at an appropriate level to maintain a good stock condition. These levels of funding should be continued to ensure condition is maintained and resources are concentrated on preventative maintenance activities. Historical maintenance work may be under funded and structures may not be managed in accordance with Best Value principles. Implementation of Asset Management is essential. Potential for rapid decrease in condition if sufficient maintenance funding is not provided. Moderate to significant backlog of maintenance work. Historical maintenance work under funded and structures not managed in accordance with Best Value principles and Asset Management. It is essential to implement Asset Management practices to ensure work is adequately funded and prioritised and risks assessed and managed. Significant to large backlog of maintenance work, essential work dominates spending. Historical maintenance work significantly under funded and a large to very large maintenance backlog. An Asset Management regime is essential. Reactive approach to maintenance that has been unable to contain deterioration. A significant number of structures likely to be closed, have temporary measures in place or other risk mitigation measures. Essential work dominates spending. Historical maintenance work grossly under funded and a very large maintenance backlog. Reactive approach to maintenance that has been unable to prevent deterioration, only essential maintenance work performed, Asset Management is essential. Many structures likely to be closed, have temporary measures in place or other risk mitigation measures. All spending likely to be on essential maintenance. P a g e 30

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n Traffic Management Systems Lifecycle Plan December 2010

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n Contents: 1 Development of the Traffic Management Systems Lifecycle Plan...2 2 Current Status...2 2.1 Current Issues...2 2.2 Current Asset Management Strategies...3 3 The Asset...3 3.1 Scope of Asset...3 3.2 Asset Register...5 3.3 Asset Growth...6 4 Service Expectations...6 4.1 Customer Perceptions...6 4.2 Council Goals and Objectives...7 4.3 Environmental Considerations...9 5 Management Practices...9 5.1 Policies...9 5.2 Inspection Regime...9 5.3 Condition Assessment... 10 5.4 Construction / Asset Acquisition... 13 5.5 Operate and Maintain (incl. Routine Maintenance)... 13 5.6 Planned Maintenance: Renewals... 14 5.7 Disposal... 15 6 Investment...15 6.1 Historical Investment... 15 6.2 Short Term Budget Issues Tipping Street Development... 16 6.3 Forecasting Financial Needs... 16 6.4 Valuation... 18 7 Forward Works Programme...19 7.1 Existing Programmes... 19 7.2 Service Options... 20 8 Risk...22 8.1 Risk Control and Reporting... 22 9 Works Delivery...24 10 Performance Measurement...24 10.1 Performance Indicators... 25 10.2 Performance Reporting... 25 11 Future Strategies...25 12 Improvement Actions...26 Appendix 1: Condition Rating Methodology...28 Deleted: 4 Deleted: 4 Deleted: 4 Deleted: 6 Deleted: 7 Deleted: 7 Deleted: 7 Deleted: 8 Deleted: 10 Deleted: 10 Deleted: 10 Deleted: 10 Deleted: 11 Deleted: 14 Deleted: 14 Deleted: 15 Deleted: 16 Deleted: 16 Deleted: 16 Deleted: 17 Deleted: 17 Deleted: 19 Deleted: 20 Deleted: 20 Deleted: 21 Deleted: 23 Deleted: 23 Deleted: 25 Deleted: 25 Deleted: 26 Deleted: 26 Deleted: 26 Deleted: 27 P a g e i

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n 1 Development of the Traffic Management Systems Lifecycle Plan This Traffic Management Systems Lifecycle Plan (LCP) has been developed to ensure that installations are operated and maintained to an appropriate standard to enable the safe and efficient movement of people and goods on the County highway network. Our Traffic Management Systems Asset consists of traffic signals and Intelligent Transport Systems (ITS). This initial LCP will only consist of traffic signal information as we need to complete further assessments on the remaining assets before we can document our asset management approach. This Traffic Management Systems LCP is based upon the lifecycle assessment of each individual installation. Department for Transport (DfT) specifications state that a design life of 15 years should be applied to traffic signal equipment. However, for assessment purposes the County Council has considered an operational life of between 15 to 20 years, as this is considered a more realistic design life for the majority of the apparatus which constitutes a complete installation. This criterion has been adopted by Authorities that are members of the Midlands Service Improvement Group (MSIG). To develop the AMLP an initial condition assessment of all existing on-street equipment was undertaken by the current traffic signal term maintenance contractor, as a requirement of the contract and in collaboration with our Engineers. The condition survey was completed in March 2006 and provided the base data from which a forward asset improvement plan has been developed. It is envisaged that a detailed condition survey of each installation will be required on a five yearly cycle to validate inventory records and, therefore, the next detailed assessment will take place during 2011. The plan for the management of traffic signal assets includes the following objectives: - To work in partnership with our Term Contractors to deliver a high level of service to our people using the highway network. To improve maintenance operations and make best use of new technology appropriate to our highway infrastructure. To effectively manage the replacement of traffic signal installations that are operating in excess of the desired life expectancy. 2 Current Status 2.1 Current Issues The current level of financial support has assisted to uplift the condition level of the traffic signal assets to a steady state scenario. However, this steady state scenario P a g e 2

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n can only be sustained until 2015/16 after which time we will see an increased level of equipment degradation. It is therefore of paramount importance that the current level of financial support is maintained to at least the target year of 2015/16. Data inventory records are currently held in spreadsheet format which is difficult to manipulate and time consuming when extracting data for reporting purposes. In conjunction with the inventory data records, records are also kept for reporting energy consumption details to the energy supplier, again via a separate spreadsheet. For the reporting of faults a managed system is provided by the current term maintenance contractor. This approach to data management is extremely inefficient and therefore to resolve the current situation a software module is being developed which will align with the departmental Integrated Highways Management System (IHMS), a fully integrated asset management system. Work is already underway to validate inventory records to ensure the accuracy of asset data. It is envisaged that the traffic signals IHMS module will be developed during 2011/12 to enable the following functions to be undertaken in a timely manner: Asset inventory data management Data analysis and production of reports Automatic generation of energy supply data Fault management system 2.2 Current Asset Management Strategies A fifteen year financial need analysis has been completed by projecting current condition assessment results. Several scenarios were analysed and the steady state option has been chosen. This will require us to upgrade six pedestrian crossing and five junction installations each year until 2015/16 when this level will increase. It has been promised that sufficient funding will be made available to complete the exact quantity which is different to previously where we had a set budget which we had spent as efficiently as possible. 3 The Asset 3.1 Scope of Asset The asset to be maintained is the traffic signal control equipment installed on our highway network. All traffic signal junction installations have a communications link to the Traffic Control Room located at the Staffordshire County Council offices in Stafford. Strategically located traffic signal installations operating in Stafford, Burton Upon Trent, Newcastle-Under-Lyme, Cannock and Rugeley are controlled via the County Council s Urban Traffic Control (UTC) system, through the application of either Fixed Time Control or the real time traffic responsive system known as SCOOT (Split Cycle Offset Optimisation Technique). Traffic signal junctions which P a g e 3

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n are not monitored by the UTC system are connected to the County Council s Remote Monitoring System to enhance the management of reported faults. Traffic signal controlled pedestrian crossings; installations are linked to the Traffic Control Room when an installation falls within a region that is controlled by the UTC system. It is the intention to have all traffic signal controlled pedestrian crossings linked to the Traffic Control Centre; however, at the time this document was reviewed (September 2010) approximately only 36% of signal controlled pedestrian crossings are linked to the Centre. Pedestrian crossings not presently linked to the Traffic Control Centre will be upgraded to provide the facility during asset replacement works. The traffic signal installations located on the County highway network as of September 2010, are detailed in Table 1.1. Description Table 1.1: County Traffic Signal Installations Total Controlled Junctions 163 Single Pelican Crossing 81 Dual Pelican Crossing 14 Single Puffin Crossing 132 Dual Puffin Crossing 13 Single Toucan Crossing 74 Dual Toucan Crossing 15 Fire Service Priority Equipment 1 Bus Priority Equipment 3 Table 1.0 County Traffic Signal Installations Total 496 Other subsidiary equipment which falls into the category of Intelligent Transport Systems (ITS) that is currently managed by our Lighting & ITS Section will be subject to further assessment to complete an LCP for all ITS related equipment. The types of ITS equipment we presently manage are as follows: - Urban Traffic Control System (UTC) Variable Message Signs (VMS) Car Park Management System (CPM) CCTV Traffic Monitoring System Vehicle Activated Signs (VAS) - speed warning signs Traffic Control Centre System equipment Traffic Signal Remote Monitoring System (RMS) Traffic Signal Fault Management System (FMS) P a g e 4

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n The LCP for the above categories of equipment will be appended to this document once their individual assessments have been completed. However, costs associated with the gross replacement cost of these assets will be detailed within the main body of this document (See Section 5.3). 3.2 Asset Register An inventory record is kept of each traffic signal installation which includes a detailed list of the individual items which constitute a complete installation. Inventory data is currently stored in spreadsheet format on the County Council s IT system server(s). The existing inventory spreadsheet has become increasingly difficult to maintain and is very labour intensive when extracting data for reporting purposes. To resolve this situation the existing data is to be transferred into the Integrated Highway Management System (IHMS), which is planned for implementation during 2011/12. The data held within the IHMS will be pivotal to the production of Staffordshire County Council s Transport Asset Management Plan (TAMP). In conjunction with the above and as a consequence of the planned office relocation to the Tipping Street development, all paper based records which are regularly used have been converted into electronic data files for ease of access and to reduce office space demands. Electronic data records are kept for each installation and are currently stored on the corporate information technology (IT) system within the Lighting & ITS Section s electronic filing area. Data records contain the following information where appropriate: Controller MCE / TR specification Schematic wiring diagrams Correspondence Inspection records Bulk lamp change records Site photographs A high proportion of files are incomplete in terms of as installed drawings and schematic cabling diagrams; however, records are updated upon the completion of asset replacement works. Again this data will be in electronic format and stored in the appropriate location. Transferring all required data into electronic files assists with the requirements of the Civil Contingencies Act and the Corporate Business Continuity Plan(s). It is envisaged that all data records will be stored externally to the main operational office in either electronic format or archived off site in a managed storage facility by January 2011. The location of traffic signal installations are shown on a layer of the Council s Geographic Information System (GIS) which contains the site reference number P a g e 5

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n along with details of the type of installation in operation. This data has been incorporated in the corporate mapping system known as Local View. The traffic signal inventory spreadsheet, asset data and GIS are all updated when a new installation is added to the asset inventory. 3.3 Asset Growth Over the five-year period (April 2005 to March 2010) growth in the number of new traffic signal installations has been significant with 95 new installations over this period. An average of 19 sites per annum. This represents a growth rate of 24.0% over the five-year period increasing in the total number of installations, as of 31 st March 2010, to 496 installations. This increase in the number of assets to be maintained adds additional burden to the existing budget demands. With the advent of the forthcoming spending review it is anticipated that these pressures will increase. Therefore the operational and service standards presently delivered may need to be reviewed to ensure that adequate standards in critical service can be maintained. 4 Service Expectations 4.1 Customer Perceptions There are no records of customer satisfaction surveys or feedback directly relating to traffic signal assets in our records. In general terms we operate a reactive service when a customer complaint is received. With limited staff resources, there is a heavy reliance upon customer feedback to ascertain the operational status of a given installation and its effect upon the local highway network. All reports are treated in an appropriate manner to resolve the situation and return the local highway network to its normal operational status. Corporate customer response guidelines are adhered to when responding to our customers. Complaints / concerns which are of a strategic nature are dealt with in the same manner; however, feedback will be sought from the highway strategy teams to ensure that the public are informed in a consistent manner. 4.1.1 Customer Relationship Management Our Customer Relationship Management process enables us to provide our customers with a good service. All customer contacts and service requests received are entered into our Integrated Highway Management System (IHMS) which enables us to manage and ensure that action is taken within our required response time. The vast majority of customer reports relate to fault notification with the bulk of the reports relating to either traffic signal all out or lamp faults. If we directly compare the number of customer reports (2009/10) with the actual traffic signal fault data then the volume of customer reports equates to approximately 40% of all actioned faults. This P a g e 6

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n is a strong indication that our customers see the benefit of directly reporting faults to maintain highway safety standards. 90 Number of Customer Enquiries 2009/10 (Traffic Signals / Crossings) Number of Enquiries 80 70 60 50 40 30 20 10 0 Jul-09 Aug-09 Sep-09 Oct-09 Nov-09 Dec-09 Jan-10 Feb-10 Mar-10 Apr-10 May-10 Jun-10 Jul-10 Figure 3.1: Customer Enquiries 2009/10 (Traffic Management Systems) Source: IHMS 4.2 Council Goals and Objectives The traffic management systems makes a significant contribution towards achieving Corporate Priorities as can be seen in Figure 3.2. Ensure that Staffordshire s communities can access everyday facilities via the transport and highway networks. Improve and maintain the condition and safety of Staffordshire s roads, footways and rights of way. Develop and manage a transport network which supports sustainable economic growth, promotes travel and improves accessibility. To maintain the highway network to a standard that provides for the safe and efficient movement of people and goods. P a g e 7

T r a f fi c M a n a g e m e n t S y s t e m s L i f e c y c l e P la n Corporate Priorities Corporate Priority 1: A vibrant prosperous and sustainable economy Corporate Priority 2: Strong, safe and cohesive communities Corporate Priority 4: A protected, enhanced and respected environment Corporate Priority 3: Improved health and sense of well being Corporate Priority 5: Statutory education and early years targets Service Outcomes Service Outcome 2: Staffordshire will be known for being a high knowledgebased, skilled economy, leading to better quality of life outcomes for Staffordshire s communities. Service Outcome 3: Ensure that Staffordshire s communities can access everyday facilities via the transport and highway networks. Service Outcome 4: Provide high quality, innovative and efficient services to Staffordshire communities. Service Outcome 1: Tackle the challenge of climate change and ensure that Staffordshire s communities can access our natural environment. Service Priorities Service Priority 11: Improve and maintain the condition and safety of Staffordshire s roads, footways and rights of way. Service Priority 10: Develop and manage a transport network which supports sustainable economic growth, promotes travel and improves accessibility Service Priority 15: Provide efficient and high-quality trading services to facilitate highperforming front-line services. Staffordshire County Council Highway Aims Aim 3: Well maintained highways SCCHA3A: To maintain the highway network to a standard that provides for the safe and efficient movement of people and goods Aim 1: Customer Focussed SCCHA1A: Our services will be easier to access, more customer focussed and, responsive to the needs of individuals and local communities. Aim 5: A high quality, value for money service SCCHA5B: We will be recognised as a leading high performing highway service Staffordshire County Council Highway Priorities SCCHP3B: The completion of a second transport Asset Management Plan SCCHP1A: Increased customer satisfaction measured through the road defects hotline surveys, post scheme satisfaction surveys, National Highways Public Satisfaction Survey and the Considerate Constructor Scheme SCCHP1B: Improved response to reports and requests for service from our customers. SCCHP5B: Improve the quality of work by reducing the number and costs of defects and non-conformities. TAMP Linkages SCCHP3B TAMP Linkage: The successful completion of the TAMP SCCHP1A TAMP Linkage: Provides forward programmes that will be made available to the customer when requested. SCCHP1B TAMP Linkage: Provides the process for compiling the Minor Works Programme focussed on satisfying the customer SCCHP5B TAMP Linkage: The carriageway life cycle plan targets efficient use of funding on maintaining the asset. Figure 3.1: Traffic Management Systems Goals and Objectives P a g e 8

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n 4.3 Environmental Considerations In conjunction with the asset renewal programme the opportunity is taken to reduce the demands of a traffic signal installation in terms of energy consumed. The advancement of LED traffic signal lamp technology has meant that we have now adopted this technology within the County traffic signals specification. The conversion from standard lamps to LED lamps has a significant impact upon the energy consumed by an installation achieving on average a 70% reduction in energy consumption. The current term maintenance contractor is BS EN ISO14001 (Environmental Management) accredited and consistently applies the standards applicable to this accreditation during maintenance activities on behalf of the County Council. 5 Management Practices 5.1 Policies The Traffic Management Act 2004 places a statutory duty on highway authorities to manage their networks with the objective of minimising congestion and unnecessary delays. Well maintained traffic signal installations whose operation is co-ordinated with other network management activities can assist the County Council to comply with this legislation. Safety of operation, for the road user, is the highest priority when considering the provision of resources. Any unsafe installations will either be repaired or replaced, subject to the availability of funds. The County Council does not have the option of leaving installations in a non-operational mode due to its obligation under the Highways Act 1980. 5.2 Inspection Regime 5.2.1 Equipment Inspections The traffic signal term maintenance contractor is required to undertake a series of inspections throughout each year in accordance with contractual requirements. These inspections consist of a detailed Annual Inspection and a less rigorous Periodic Inspection. Inspection sheets are completed by the contractor to record the results of each inspection which are subsequently submitted to the County Council for checking and action. The inspection validates the operating condition of each installation and identifies items of equipment that may require remedial works to be undertaken. The completed inspection reports are submitted by the contractor in electronic format for storage within an electronic folder. Since the 1st April 2007 these inspection reports have been stored in an electronic folder which is used to identify each traffic signal installation as a highway asset. P a g e 9

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n 5.2.2 Periodic Electrical Testing The electrical safety of each installation is assessed once a year during the detailed Annual Inspection and in accordance with the requirements of BS7671 (I.E.E. Wiring Regulations). The results of the electrical tests are incorporated into each Annual Inspection report and the details stored electronically in the relevant asset folder. 5.3 Condition Assessment Traffic signal installations are expected to provide the safe and efficient control of conflicting traffic demands including facilities for pedestrians, cyclists and disabled people. The County Council previously operated a number of installations which did not comply with the requirements for disabled access, previously monitored by the Best Value Performance Indicator BVPI 165. This situation is no longer present following the increase in investment in traffic signal assets which now indicates a 100% compliancy with the standards established by BVPI 165. 5.3.1 Installation Condition Assessment Trained and experienced personnel will undertake a comprehensive survey of the physical condition of each installation every 5 years. Appendix 1 of this report contains details of the methodology used to score the condition rating of each installation and Section 5.0 contains evaluation details of a five year assessment which commenced in April 2009. Further analysis of the condition rating values generated from the base line data will be undertaken annually to ascertain a prioritised programme of refurbishment works on a year by year basis. A consistent scoring system is used to rank the condition of installations. The system is based on scoring the following five principle features of a traffic signal installation: Controller unit Cabling and ducting infrastructure Signal heads Vehicle and pedestrian detection facilities Traffic signal poles Each of the above features is scored out of 20 points thus giving a total maximum installation score of 100. The scoring model would award 20 points to equipment in new condition and 0 points to equipment that has reached the end of its serviceable life. This method was considered as the most appropriate solution to determine the service life of each installation due to the unavailability of P a g e 10

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n information regarding the initial service date of installations and to align with the finite life expectancy of installations with recorded initial service dates. The Total Condition Rating for each installation shall be based upon the following ranking system and the outputs from the condition rating hierarchy, in terms of asset replacement, determine the action level for asset intervention. Table 5.1: Traffic Signal Condition Rating Points Score Condition Rating Asset Intervention 0 to 20 Very Poor Urgent Priority for Asset Renewal 21 to 40 Poor High Priority for Planned Asset Renewal 41 to 60 Average Standard Priority for Intervention (Following straight line depreciation of finite life asset) 61 to 80 Good Planned End of Service Life Replacement (Following straight line depreciation of finite life asset) 81 to 100 Very Good Planned End of Service Life Replacement (Following straight line depreciation of finite life asset) At the start of each financial year the deterioration of equipment is modelled by initially deducting 1 point from the points allocated to each of the five features (i.e. five points in total) unless the score is already zero for that feature. However, installations do deteriorate at different rates and hence the points profile may be modified during their life. The scores are adjusted to reflect actual condition and are used to prioritise refurbishment work on the basis of need. Other planned works on the highway network are also taken into consideration during this process. The Authorities who are part of the Midlands Service Improvement Group (MSIG), Traffic Signals Task Group, have adopted the above condition assessment process. 5.3.2 Condition Rating Data Evaluation The collection of on-site condition data was completed early in 2006 and reexamined again in January 2008 to verify its accuracy. The data was then used to establish the base data to quantify the numbers of installations which fall into each respective condition rating category, as defined in Table 5.1. This data was then used to develop a five year profile of assessment, taking into consideration the current and expected budget provisions allocated to improvement and refurbishment works. 5.3.3 Five Year Results During this evaluation and to ascertain the short term funding requirements, a period of assessment of five years has been determined as sufficient. The data generated does not take into consideration new installations installed after the date the assessment was undertaken. However, due to the five-year profile of the P a g e 11

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n assessment this will not affect the results which have determined the requirements for maintenance improvement works to be undertaken. Installations evaluated with a condition rating of Very Poor will be ranked in Urgent need of renewal. Installations evaluated with a condition rating of Poor will be ranked as High Priority for planned renewal. Installations that fall into these categories will therefore be programmed into the proposed maintenance improvement programme for the following financial year, subject to budget provisions. The following graphs detail the results of the September 2010 condition survey review and detail the associated condition rating for each installation type for the five-year programme, 2010/11 to 2014/15: Condition Survey Results 10/11-14/15 (Junctions) Number 100 80 60 40 20 0 2010/11 2011/12 2012/13 2013/14 2014/15 V Poor 0 0 0 0 0 Poor 7 26 49 65 70 Ave 83 66 66 28 25 Good 25 25 36 43 48 V Good 48 48 34 27 20 Number Figure 5.1: Condition Survey Results 2010/11-2014/15 (Junctions) 150 100 50 Condition Survey Results 10/11-14/15 (Single Pedestrian Crossings) 0 2010/11 2011/12 2012/13 2013/14 2014/15 V Poor 0 0 0 0 0 Poor 6 24 51 69 101 Ave 117 117 118 124 108 Good 108 108 81 67 59 V Good 59 59 40 30 22 Figure 5.2: Condition Survey Results 2010/11-2014/15 (Single Pedestrian Crossings) P a g e 12

Number Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n 30 25 20 15 10 5 0 Condition Survey Results 10/11-14/15 (Dual Pedestrian Crossings) 2010/11 2011/12 2012/13 2013/14 2014/15 V Poor 0 0 0 0 0 Poor 0 3 13 18 23 Ave 25 25 17 12 8 Good 8 8 8 10 9 V Good 9 9 4 2 2 Figure 5.3: Condition Survey Results 2010/11-2014/15 (Dual Pedestrian Crossings) 5.4 Construction / Asset Acquisition New installations are provided through: The County Council s Integrated Transport programme to meet the objectives of the Local Transport Plan. Private development to provide adequate access arrangements to new and existing developments in conjunction with the requirements of the Staffordshire Structure Plan. There is no direct link between the Council s policy on building new traffic signal installations and the revenue budget for traffic signal maintenance. However, Developers can be charged commuted sums for installations that are required to service a development. Commuted sums equate to actual maintenance costs over a fifteen year period. These monies are then offset against the Lighting & ITS budget as an income stream, and therefore assist with the management of the Councils finances. 5.5 Operate and Maintain (incl. Routine Maintenance) The traffic signal term maintenance contractor carries out all maintenance work on the installations with County Council staff responsible for the management and supervision of contractor activities. Works orders for chargeable works are issued via the Corporate SAP system and fault reports are raised through a Fault Management System (FMS). The FMS is used to collate information regarding contractor performance in accordance with contractual requirements. P a g e 13

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n The value of the maintenance work undertaken increases annually due to the following pressures: New installations The increasing age of equipment The increasing complexity of installations Increased costs associated with unrecoverable third party damage Energy The term maintenance contractor is also responsible for lamp maintenance. A bulk lamp change (BLC) is presently carried out at each installation twice a year. However, with an increasing number of completely LED based traffic signal installations (14%), we are reviewing this requirement to ascertain if there can be a reduction in this particular service standard. This is due to the long life expectancy of the LED traffic signal aspects, which can typically achieve a life expectancy of between 12 to 15 years prior to failure. Figure 5.4 is a summary of the number and types of traffic signal fault data over the five year period 2005/06 to 2009/10. T raffic Signal Fault Analysis Faults 1800 1600 1400 1200 1000 800 600 400 200 0 05/06 06/07 07/08 08/09 09/10 Year Lamp Eqpt RTA Mains Vandal Civils NFF SCC Req Misc Figure 5.4 Traffic Signal Fault Data 2005/06 to 2009/10 5.6 Planned Maintenance: Renewals Since April 2009 when the funding allocation for traffic signal asset refurbishment works was increased to 520,000 the maintenance improvement works strategy has been to refurbish the six worst ranked pedestrian crossing installations and the five worst ranked junctions using the annual assessment process detailed in Section 5.3. This strategy is considered the most efficient use of funds to balance the demands for each respective installation type. This strategy is based upon standard P a g e 14

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n installations and therefore the actual level of investment may vary on a year to year basis which will be dependant upon actual site conditions/constraints. 5.7 Disposal Changes relating to the use of the highway network (e.g. traffic growth, new developments) are constantly affecting traffic flows on the network and therefore over time controller configurations can become inefficient in terms of the direct management of current traffic conditions. Out of date controller settings can lead to unnecessary vehicle and pedestrian delays with the resultant road safety implications. The County Council currently has no proactive policy to periodically check the validity of controller configurations but does react to complaints and issues raised as a consequence of degraded performance. 6 Investment 6.1 Historical Investment Table 6.1 Traffic Management Systems Works Expenditure 2006/07 to 2010/11 Year Work Description Revenue Capital Total 2006-07 2007-08 2008-09 2009-10 2010-11 Traffic Signals 700,000.0 00.0 700,000.0 Intelligent Transport Systems 90,000.0 00.0 90,000.0 Total 790,000.0 00.0 790,000.0 Traffic Signals 792,100.0 00.0 792,100.0 Intelligent Transport Systems 95,800.0 00.0 95,800.0 Total 887,900.0 00.0 887,900.0 Traffic Signals 849,800.0 150,000.0 999,800.0 Intelligent Transport Systems 98,200.0 00.0 98,200.0 Total 948,000.0 150,000.0 1,098,000.0 Traffic Signals 977,700.0 350,000.0 1,327,700.0 Intelligent Transport Systems 100,900.0 00.0 100,900.0 Total 1,078,600 350,000.0 1,428,600.0 Traffic Signals 914,200.0 350,000.0 1,264,200.0 Intelligent Transport Systems 101,900.0 00.0 101,900.0 Total 1,016,100.0 350,000.0 1,366,100.0 The current Traffic Signal & Traffic Control maintenance expenditure is broken down into the following defined sub categories with the summary indicating the percentage allocation of the total budget presently committed to each category: - Traffic signal maintenance (36%) Traffic signal energy (18%) Traffic signal refurbishment (38%) P a g e 15

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n ITS - area traffic control (7%) Miscellaneous (1%) 6.2 Short Term Budget Issues Tipping Street Development The corporate objective to rationalise the number of Council Offices into a single location known as the Tipping Street Development will, over the short term, impact upon existing budgets due to the need to relocate the Urban Traffic Control (UTC) room facilities and communications infrastructure. The long term objective to migrate all communication standards over to an internet protocol (IP) based infrastructure will not be achieved within the expected time frame for the planned office move. As an interim measure the existing leased line facilities located at Riverway will need to be transferred to an alternative location (Eastgate Street, Stafford) where the associated UTC hardware will be relocated. This in turn will require an additional communications link to be provided to the proposed office within the Tipping Street Development. It is hoped that this will be provided using the corporate Wide Area Network (WAN). The costs associated with the relocation of the leased line facilities to the Eastgate Street facility are yet to be finalised; however, it is anticipated that the finances will need to be realised from within the existing budget allocation for the Lighting & ITS section. 6.3 Forecasting Financial Needs Examination of the long term condition profile (see Graph in Figure 6.2) established over a fifteen year period of assessment, indicates that the current level of investment has curtailed the occurrence of installations falling into the Urgent requirement category for the immediate renewal of the associated system. This situation remains stable until 2015/16 when again a number of installations will fall into the very poor category. This then continues to increase over the remaining period of the long term assessment. However, when compared with the 2008 profile (see Graph in Figure 6.1) the rate of increase has been significantly reduced with the resultant impact upon installation condition becoming none idealistic but of manageable proportions. The current level of funding is, therefore, adequate to maintain a steady state condition summary until the end of the financial year 2015/16, after which time a steady increase in the number of installations requiring immediate attention will occur, albeit on a reduced scale when compared to the 2008/09 long term assessment. This situation will be continuously monitored in parallel with our intentions to maximise the return upon the available budget through discussions with the current term contractor commissioned to deliver the works. From assessment of the five-year profile the revised strategy to upgrade the six worst pedestrian crossing installations and the five worst junction installations is a satisfactory compromise to ensure that a balanced approach to the type of asset replaced is delivered. However, when considering that some 70 signalised P a g e 16

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n junctions (Figure 5.1) will fall into the poor category rating it is clear that a priority strategy based upon a risk evaluation will need to be developed to ensure that the most vulnerable installations are upgraded at the appropriate stage. This will ensure that highway safety is not compromised to an un-acceptable level; however, this will be subject to the existing budget allocation being sustained for the foreseeable future. T r a ffic S ig n a l 15 ye ar C o n d itio n P r o fil e 4 0 0 3 5 0 3 0 0 Q u a n tit y 2 5 0 2 0 0 1 5 0 1 0 0 5 0 0 2 0 0 7 / 0 8 2 0 0 8 / 0 9 2 0 0 9 / 1 0 2 0 1 0 / 1 1 2 0 1 1 / 1 2 2 0 1 2 / 1 3 20 1 3 /1 4 2 0 1 4 /15 2 0 1 5 /1 6 Ti m e 2 01 6 /1 7 2 0 1 7 /1 8 2 0 1 8 /19 2 0 1 9 / 2 0 2 0 2 0 / 2 1 2 0 2 1 / 2 2 V P o o r P o o r A ver a ge G o o d V G o o d Figure 6.1: 2008/09 Traffic Signal Condition Analysis (15 year profile) T ra ff ic S ign a l 1 5 ye ar C on d ition Pro file 2 5 0 2 0 0 Qu an tity 1 5 0 1 0 0 5 0 0 2 0 1 0 / 1 1 2 0 1 1 / 1 2 20 1 2 /13 2 0 1 3 /1 4 2 0 1 4 /1 5 2 0 1 5 / 1 6 2 0 1 6 / 1 7 2 0 1 7 / 1 8 20 1 8 /1 9 20 1 9 /2 0 2 0 2 0 / 2 1 2 0 2 1 / 2 2 2 0 2 2 / 2 3 2 0 2 3 /2 4 2 0 2 4 /2 5 Ti m e V P oor P oor Average Good V Good Figure 6.2: 2010/11 Traffic Signal Condition Analysis (15 year Profile) P a g e 17

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n 6.4 Valuation 6.4.1 On-Street Traffic Signals The present GRC of on-street traffic signal assets (including ITS) owned by the County Council based upon average replacement values, as detailed in Tables 6.2 and 6.3, is 33.855 m. Based on the CSS Report (1) the recommended annual cost of maintenance should be 5% of the replacement cost which represents approximately 1.7m. The 2010/11 budget allocation for traffic signal and traffic control maintenance, which includes the associated ITS equipment, presently resides at 1.016m revenue plus a 350k capital allocation, providing a total budget allocation of 1.366m. Therefore a deficit exists of 334k when compared with the above recommended percentage allocation for maintenance. It should be noted that this is a significant improvement when compared to the original budget allocation reported in the September 2008 report ( 948k). Table 6.2 Traffic Signal Assets Gross Replacement Cost Traffic Signal Related Installation Replacement Costs ( ) Types Max Min Ave No. Estimated Replacement Value ( ) Large Controlled Junction 196,000 141,000 168,500 34 5,729,000 Medium Controlled Junction 141,000 87,000 114,000 112 12,768,000 Small Controlled Junction 87,000 65,000 76,000 17 1,292,000 Single Pelican Crossing 38,500 30,500 34,500 81 2,794,500 Dual Pelican Crossing 55,000 43,500 49,300 14 690,200 Single Puffin Crossing 41,500 32,500 37,000 132 4,884,000 Dual Puffin Crossing 56,500 49,000 53,000 13 689,000 Single Toucan Crossing 41,500 32,500 37,000 74 2,738,000 Dual Toucan Crossing 57,000 49,000 53,000 15 756,000 Fire Service Priority Equipment 5,500 1 5,500 Bus Priority Equipment 22,000 3 66,000 GRC - Traffic Signal Assets - Total 32,412,200 The current Traffic Signal & Traffic Control maintenance expenditure is broken down into the following defined sub categories with the summary indicating the percentage allocation of the total budget presently committed to each category: - Traffic signal maintenance (36%) Traffic signal energy (18%) Traffic signal refurbishment (38%) ITS - area traffic control (7%) Miscellaneous (1%) P a g e 18

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n 6.4.2 ITS Assets For completeness Table 6.3 contains details of the GRC of ITS assets that are presently operated in conjunction with the traffic signal assets. Table 6.3 ITS Assets Gross Replacement Cost ITS Equipment Installation Types Replacement Cost ( ) No. Estimated Replacement Value ( ) Urban Traffic Control Main System 125,000 1 125,000 UTC Communications Infrastructure 165,000 1 165,000 Traffic Signal Remote Monitoring System. 8,000 1 8,000 UTC Graphical Display Facility 15,500 1 15,500 CCTV - Instation Equipment 42,000 1 42,000 CCTV On-Street Camera Units 15,500 12 186,000 Car Park Management System Instation Equipment Car Park Management System On- Street Equipment Car Park Management System Display Signs 50,000 1 50,000 12,000 12 144,000 8,500 5 42,500 Variable Message Signs 14,000 16 224,000 Vehicle Activated Signs (VAS) 4,500 98 441,000 GRC - ITS Assets - Total 1,443,000 7 Forward Works Programme 7.1 Existing Programmes Forward Work Programmes of refurbishment and improvements are compiled using the condition assessment process described in Section 5.3. The financial need analysis, described in Section 6.3 provides an estimate of the future budgets for the next fifteen years. These two asset management components provide the information to create short and long term programmes of work. The short term programmes cover the first two years and should be at least 80% correct. According to Section 6.3 the current budget level for this period will enable six pedestrian crossing and five junction installations to be completed. Section 5.3.3 specifies that installations will be selected based on condition with Very Poor condition installations completed first followed by Poor installations. The middle term programmes cover years three to five and should be at least 50% correct. These programmes will consist of the remaining installations rated Very Poor and Poor as well as some of the Medium installations. The selected P a g e 19

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n Medium installations will be the sites most likely to change due to the high number in this category and the difficulty in predicting future asset deterioration. It is difficult to predict accurate programmes for any period past five years due to our capability of identifying when and how quickly an installation will deteriorate. To meet the objective of long term planning the estimate of funding provided in Section 6.3 will be used. 7.2 Service Options The following service options are available for consideration: 7.2.1 Do Nothing The County Council adopts no comprehensive asset management plan (Base Line = 1,016k 2010/11 Revenue Budget Allocation) 7.2.2 Steady State Service Level Financial and service levels are set with the objective that the asset condition is maintained at its current condition until 2014/15. (Estimated Cost = 350k pa above Base Line) 7.2.3 Improved Service Level Financial and service levels are set with the objective of the asset condition being improved from its current condition level to that recommended by the DfT which is to achieve a traffic signal design life of 15 years. (Estimated Cost = 684k pa above Base Line) 7.2.4 Reduced Service Level Financial and service levels are set with the objective of the asset condition deteriorating from its current condition level. (Estimated Saving = 174k pa below Base Line) P a g e 20

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n 7.2.5 Options Appraisal Table 9.1: Option Appraisal Option Benefits Disbenefits Estimated Annual Cost/Savings Do Nothing Reduce total funding level to committed revenue allocation. Steady State Maintain spending at current level to arrest asset deterioration. Improved Service Accelerate refurbishment programme to adhere with DfT design life criteria of 15yrs. Reduced Service No refurbishment programme. Save cost of developing a TAMP. Overall condition of the assets does not deteriorate significantly. Enables improved operations and facilities to be provided to comply with Traffic Management Act. Moderate cost savings. Does not enable decisions to be taken on service levels and funding of assets. Improvements to operations can only be achieved through efficiency savings. Enhanced facilities require additional funding. Unable to deal with the requirements of the Traffic Management Act. Increased unreliability of equipment. Inability to repair obsolete equipment. Increased level of risk to the travelling public. 0.000m (Base Line) Costs = 0.350m (Above Base Line) Costs = 0.684m (Above Base Line) Savings= 0.174m (Below Base Line) Basis Of Estimate Base Line (See Section 3.0) 2010/11 revenue allocation (Base Line) Base Line Maintain Steady State Total Cost Base Line Accelerated Refurb Total Cost Base Line Deduct Refurb Costs Total Cost = 1.016m = 1.016m = 0.350m = 1.366m = 1.016m = 0.684m = 1.700m = 1.016m = 0.174m = 0.842m P a g e 21

T r a f f i c M a n a g e m e n t S y s t e m s L i f e c y c l e P l a n D e c e m b er 2 0 1 0 8 Risk Risk management is a systematic approach to identifying and dealing with the risks that threaten our plans and projects and impact upon the continuation of service delivery. 8.1 Risk Control and Reporting A risk register has been developed for the Transportation Asset Management Plan with individual asset risk registers also having been developed. Table 7.1 details the risks identified for the traffic management systems asset. The derivation of the Scores within Table 7.1 are shown in Table 2.1a, b, and c of Staffordshire County Councils Asset Lifecycle Plans document, October 2010. Table 7.1 Controlled Risk Register Traffic Management Systems Risk Physical Risk Deterioration of an age expired asset will increase the risk of: Equipment failure; Likelihood Score Impact Score Uncontrolled Risk Score Current Controls In Place Revised Likelihood Score Revised Impact Score Controlled Risk Score Lack of spares availability o Increased down time o Increased repair costs 4 3 12 Effective asset management strategy assisted by an appropriate level of financial support. 3 2 6 Collisions involving vehicles / vulnerable road users Business Risk Traffic signal installations are high profile and attract public and media attention when inappropriate failures occur. 4 2 8 The maintenance of the assets is effectively managed by an appointed contractor. Rigorous inspection and fault attendance standards have been incorporated into a series of performance standards which are monitored via a series of KPI s 3 2 6 P a g e 22

T r a f f i c M a n a g e m e n t S y s t e m s L i f e c y c l e P l a n D e c e m b er 2 0 1 0 Table 7.1 Controlled Risk Register Traffic Management Systems Risk Financial Risk The financial risk associated with the assets consists of the following factors: Likelihood Score Impact Score Uncontrolled Risk Score Current Controls In Place Revised Likelihood Score Revised Impact Score Controlled Risk Score A growing backlog of ageing assets with increased financial demands; Asset growth (capital projects and new developments); Increased level of collision claims against the County Council due to increased volume of assets. 4 3 12 Effective asset management strategy assisted by adequate budget allocation. Budget pressures continuously increased as a consequence of network growth. 3 3 9 Environmental Risk A lack of sufficient funding to maintain the assets at the appropriate level will have an adverse effect upon the highway network in terms of: Increased highway congestion levels; Increase in the number of AQM s (Air Quality Management). In environmental terms the introduction of low energy equipment which requires high capital investment must achieve the net reduction in energy costs. 4 3 12 Effective asset management strategy assisted by an appropriate level of financial support. Capital investment to reduce energy consumption applied in conjunction with asset replacement programme. 3 3 9 Network Risk Poorly maintained assets will contribute to the increased costs to the local economy. This will impact upon the reliability of route journey times and will also have a detrimental effect upon the reliability of public transport. The requirements of the Traffic Management Act 2004 would not be achieved. 4 4 16 Effective asset management strategy assisted by an appropriate level of financial support. 3 3 9 P a g e 23

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n 9 Works Delivery The specification of the term maintenance contract places a duty upon the contractor to maintain the equipment in a safe and fully operational condition. The contractor is paid an annual fee, per installation type, to rectify all faults and to undertake the required inspection and Bulk Lamp Change (BLC) regimes. Faults which occur as a consequence of third party damage are charged separately. 10 Performance Measurement Performance measurement statistics for traffic signal equipment are generated through national and local objectives. Nationally the local government best value performance indicator BVPI 165 was monitored for compliance until its withdrawal in March 2008. County traffic signal assets that were required to conform to this requirement achieved a rating of 99.3% compliancy for the final year of assessment 2007/08. Performance Indicators (PI s) are also applied to monitor the performance of the traffic signal term maintenance contractor. Contractor performance has been aligned with the highway service objectives to provide a quality level of service. PI s have therefore been developed to monitor the following operations: Ordered Works Commissioning Anticipated Fault Rate Fault Information Repeat Visits Planned Maintenance Contract Administration Marginal / Unsatisfactory Response P a g e 24

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n 10.1 Performance Indicators Performance Indicators that are relevant to the traffic management systems asset are: Table 8.1: Performance Indicator Results 2007/08 2009/10 Performance Indicator Local Target Year 07/08 Year 08/09 KPI No.1 Programmed works G/S/M/U G G G KPI No.2 - Commissioning G G G KPI No.3 Fault Free Index U U G KPI No.4 Fault Information S S G KPI No.5 Repeat Visits G S S KPI No.6 Planned Maintenance S G G KPI No.7 Contract Administration S G G KPI No.8 Response to Marginal or Unsatisfactory outputs S S G Local Output Target G = Good = Exceptional Service Standards S = Satisfactory = Expected Service Standards M = Marginal = Below Expected Service Standard U = Unsatisfactory = Service Standard Not Achieved Year 09/10 10.2 Performance Reporting A Contractor Performance Review report is produced annually, which details the results of the KPI assessment criteria along with other operational non PI based requirements. 11 Future Strategies The current methodology applied to the management of the traffic signal assets is satisfactory; however, when looking to the future it is clear that the growth of new assets on the highway network has the potential to significantly increase budgetary pressures for the management of the assets. Efforts will therefore be targeted at the decision makers within the organisation to ensure that new assets are provided in an efficient manner. Firstly to maintain the safety of the highway network safety and secondly to ensure that value for money is achieved in terms of the whole scale benefits to the wider community. With regard to operational costs, efforts will also be focussed upon reducing expenditure against maintenance operations. A review of operational requirements is currently being undertaken to ascertain which operations can be amended to provide savings. Those operations and or service standards targeted for amendment shall only be introduced when it is clear that the overall safety of the highway network would not be compromised by the amendments. P a g e 25

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n 12 Improvement Actions Table 10.1 Improvement Actions (Traffic Management Systems) Number Action Proposed Implementation Date TM1 TM2 TM3 Produce an annual report to the Pavement Manager on asset deterioration, the schemes to be included in the next following five-year refurbishment programme, the maintenance backlog and the term contractor performance. Undertake controller configuration reviews on a fiveyear cyclic programme. Include a review of road traffic collision sites as part of the prioritisation of maintenance schemes. October 2011. Commencing April 2011 September 2011 Responsibility Lighting & ITS Manager Principle Signals Engineer Lighting & ITS Manager TM4 Address the gaps in record systems. In Progress ITS Team TM5 TM6 Develop Network Management Systems to comply with the requirements of the Traffic Management Act 2004. Review revenue budgets to take account of new installations added to the asset inventory. To be developed Annual Review in December Principle Signals Engineer Lighting & ITS Manager P a g e 26

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n APPENDIX 1: CONDITION RATING METHODOLOGY To develop the asset management plan that will be based upon the anticipated finite life expectancy of each installation a maintenance rating value will be derived for each installation for each year of assessment. The data derived from this process will place each installation into a specific condition category that can then be used to identify a proposed maintenance improvement programme for the following year. Installations identified by this process will require further examination to validate the accuracy of the condition rating and to ascertain the estimated cost of refurbishment. If it is discovered that an installation has been given an inappropriate condition rating then data re-evaluation for the year of assessment will be necessary. A1 Condition Survey Method The basic convention assigns values to the five main categories of equipment that exist at each traffic signal installation, as follows: - 1 ) Controller; 2 ) C a b l i n g ; 3 ) D e tection; 4 ) Street Furniture; 5 ) D u c t i n g. As previously stated the method of assessment is based upon an expected installation life of between 15 and 20 years. Each category has a value of between 0 and 20, and when all values are added together they will give a Condition Rating for each respective installation. A brand new, fully ducted traffic signal installation, commissioned during the year of the survey will have a Maintenance Rating of 100. The Condition Rating value will enable the Authority to accurately quantify the age and condition of all sites, which will assist in the development of comparisons with other Authorities. This comparison, therefore, may be used for Best Value analysis. P a g e 27

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n A2 Scoring Technique Generally installations will degrade by one point for each category per year subject to the criteria listed: - 1) Controller 20 = New controller in the current year 19 to 1 = Ageing microprocessor controller 2) Cabling 20 = Installation cabled / fully re-cabled in current year 19 to 1 = Ageing cable Other factors Known damage, joint problems & cable of mixed age 3) Detection 20 = New installation, new AGD s fitted, total loop replacement 19 to 5 = Degraded system, partial upgrade but fully operational 5 to 1 = Not fully operational, but demand dependant stages ok Other factors Individual loop damage should not be categorised as a failing site and should always be repaired ASAP, unless the primary weakness is the associated feeder cables and ducting 4) Street Furniture 20 = New installation, total post and head replacement in current year 19 to 1 = Degrading equipment Other factors: Partial replacements for posts, heads, pushbuttons, brackets and aspects must not improve score of the whole site unless they form the majority of the site furniture (i.e. at least 75%). 5) Ducting 20 = New fully ducted system in current year 19 to 10 = Degrading fully ducted system 10 to 5 = Recent proven existing cross carriageway duct(s) with new linking ducts added to make the whole system ducted. 5 to 1 = Proven crossroad duct(s) with otherwise buried cables Other factors: 0 = Unproven or un-located crossroad duct(s) with buried cables. Ducts with small diameter or low capacity & known or suspect ground conditions. P a g e 28

Tr a f f i c M a n a g e m e n t Sys t e ms L i f e c y c l e P l a n SUMMARY The Total Condition Rating for each installation shall be based upon the following ranking system and the outputs from the condition rating hierarchy, in terms of asset replacement, determine the action level for asset intervention. Points Score Condition Rating Asset Intervention 0 to 20 Very Poor Urgent Priority for Asset Renewal 21 to 40 Poor High Priority for Planned Asset Renewal 41 to 60 Average Standard Priority for Intervention (Following straight line depreciation of finite life asset) 61 to 80 Good Planned End of Service Life Replacement (Following straight line depreciation of finite life asset) 81 to 100 Very Good Planned End of Service Life Replacement (Following straight line depreciation of finite life asset) P a g e 29

D r a i n a g e L i f e c y c l e P l a n Drainage Lifecycle Plan December 2010 P a g e 30

D r a i n a g e L i f e c y c l e P l a n. Contents: 1 Current Status...2 1.1 Current Issues...2 1.2 Current Asset Management Strategies...2 2 The Asset...2 2.1 Scope of the Asset...2 1 Current Status...2 1.1 Current Issues...2 1.2 Current Asset Management Strategies...2 2 The Asset...2 2.1 Inventory...2 2.2 Asset Register...2 2.3 Asset Growth...3 3 Service Expectations...3 3.1 Customer Perceptions...3 3.2 Council Goals and Objectives...4 3.3 Safety Considerations...6 3.4 Utility Activity...6 3.5 3 rd Party Claims...6 3.6 Environmental Considerations...6 4 Management Practices...7 4.1 Policies...7 4.2 Inspection Regime...7 4.3 Condition Assessment...8 4.4 Construction / Asset Acquisition...8 4.5 Operate and Maintain (incl. Routine Maintenance)...8 4.6 Planned Maintenance: Renewals...8 4.7 Disposal...9 5 Investment...9 5.1 Historical Investment...9 5.2 Output from Investment... 10 5.3 Forecasting Financial Needs... 10 5.4 Valuation... 10 6 Forward Works Programme...11 6.1 Existing Programmes... 11 6.2 Option Appraisal... 11 7 Risk...11 7.1 Risk Control and Reporting... 11 8 Performance Measurement...13 8.1 Performance Indicators:... 13 9 Future Strategies...13 10 Improvement Actions...13 P a g e i

D r a i n a g e L i f e c y c l e P l a n 1 Current Status 1.1 Current Issues There is no financial model for drainage that informs future strategies and investment. 1.2 Current Asset Management Strategies The drainage asset is currently managed using a reactive regime where defects are identified and repaired when the asset reaches a poor condition. 2 The Asset 2.1 Inventory We have the responsibility for managing & maintaining all the drainage throughout our county. The following assets are included within the drainage asset: Gullies Ditches Filter Drains Manholes Headwalls Culverts Drainage Pipework Piped Grips Gratings / Grills Sustainable Urban Drainage System (SUDS) The exact number of each asset is unknown as a full inventory has never been completed. An improvement action to create an inventory which provides the size of the asset is included in Section 10. It is envisaged that on completion of the inventory information on all aspects of the drainage will be available for reporting and using in the management of this asset. 2.2 Asset Register Table 2.1 details the known sources of drainage asset inventory. To enable the information to be maintained efficiently and be easily available to users, we will be reviewing all our data and inserting it into our main asset management database, WDM Pavement Management System (PMS). P a g e 2

D r a i n a g e L i f e c y c l e P l a n Table:2.1: Drainage Asset Inventory Sources Inventory Source Adhoc Electronic Records Old Drainage Files Drainage Plans Roads Construction Consent Drawings Experience Description Databases exist with different levels of information and accuracy. Hardcopy information including designs and plans Design and construction drawings of projects with drainage components Hardcopy information of new or modified assets that have been approved for adoption. Past and present drainage officers have knowledge of asset location and associated background information. 2.3 Asset Growth We do not have accurate records enabling us to identify the current change in drainage asset size. The collection and recording of this information has been noted in the Asset Information Strategy. An improvement action to start recording this information for future cost projections is included in Section 10 of this Lifecycle Plan. For future predictions of drainage growth we use a factor of 80 new gullies for every additional kilometre of urban carriageway. This is based on our current design specifications which require gullies to be installed every 25 metres. 3 Service Expectations 3.1 Customer Perceptions 3.1.1 National Highways & Transport (NHT) Survey The National Highways & Transport (NHT) Survey is a postal survey, carried out by Ipsos MORI to aid us in understanding the current standards of our services. Table 3.1 shows the results for 2008, 2009 and 2010 for the one drainage related question: Are the drains kept clear and working? No clear trend could be found over the three surveys. Table 3.1: National Highways & Transport (NHT) Survey Results (Drainage) Indicator: HMBI 09 *Note: Compared with our ten closest county council neighbours 3.1.2 Customer Relationship Management Keeping drains clear and working 2008 2009 2010 Score (out of 100) 48.18 46.89 52.65 Overall Ranking 13 (out of 30) 55 (out of 76) 40 (out of 95) County Council Ranking* 5 (out of 11) 7 (out of 11) 4 (out of 11) Our Customer Relationship Management process enables us to provide our customers with a good service. All customer contacts and service requests received P a g e 3

D r a i n a g e L i f e c y c l e P l a n are entered into our Integrated Highway Management System (IHMS) which enables us to manage and ensure that action is taken within our required response time. Figure 3.1 shows the number of enquiries received in relation to the drainage asset during 2009. It shows that on average 200 complaints or compliments are received on this asset every month except for July and November 2009 when the number was higher due to considerable flooding problems experienced at this time. Number of Customer Enquiries 2009/10 (Drainage) 700 600 625 Number of Enquiries 500 400 300 200 253 217 142 400 232 237 228 212 205 138 220 222 100 0 Jul-09 Aug-09 Sep-09 Oct-09 Nov-09 Dec-09 Jan-10 Feb-10 Mar-10 Apr-10 May-10 Jun-10 Jul-10 Figure 3.1: Number of Customer Enquiries 2009/10 (Drainage) Source: IHMS 3.2 Council Goals and Objectives The main service priority for the management of the drainage asset is Improve and maintain the condition and safety of Staffordshire s roads, footways and rights of way. This priority is achieved by completing an asset management approach of inspecting and maintaining the drainage to the required level of service. Figure 3.2 shows how this priority links with the remainder of the Corporate Priorities. P a g e 4

D r a i n a g e L i f e c y c l e P l a n Corporate Priorities Corporate Priority 1: A vibrant prosperous and sustainable economy Corporate Priority 2: Strong, safe and cohesive communities Corporate Priority 4: A protected, enhanced and respected environment Corporate Priority 3: Improved health and sense of well being Corporate Priority 5: Statutory education and early years targets Service Outcomes Service Outcome 2: Staffordshire will be known for being a high knowledge-based, skilled economy, leading to better quality of life outcomes for Staffordshire s communities. Service Outcome 3: Ensure that Staffordshire s communities can access everyday facilities via the transport and highway networks. Service Outcome 4: Provide high quality, innovative and efficient services to Staffordshire communities. Service Outcome 1: Tackle the challenge of climate change and ensure that Staffordshire s communities can access our natural environment. Service Priorities Service Priority 11: Improve and maintain the condition and safety of Staffordshire s roads, footways and rights of way. Service Priority 10: Develop and manage a transport network which supports sustainable economic growth, promotes travel and improves accessibility. Service Priority 15: Provide efficient and high-quality trading services to facilitate high-performing front-line services. Staffordshire County Council Highways Aims Aim 3: Well maintained highways SCCHA3A: To maintain the highway network to a standard that provides for the safe and efficient movement of people and goods Aim 1: Customer Focussed SCCHA1A: Our services will be easier to access, more customer focussed and, responsive to the needs of individuals and local communities. Aim 5: A high quality, value for money service SCCHA5B: We will be recognised as a leading high performing highway service Staffordshire County Council Highways Priorities SCCHP3A: Improve and maintain the condition and safety of Staffordshire s roads, footways and rights of way SCCHP3B: The completion of a second transport Asset Management Plan SCCHP1A: Increased customer satisfaction measured through the road defects hotline surveys, post scheme satisfaction surveys, National Highways Public Satisfaction Survey and the Considerate Constructor Scheme SCCHP1B: Improved response to reports and requests for service from our customers. SCCHP5B: Improve the quality of work by reducing the number and costs of defects and non-conformities. TAMP Linkages SCCHP3A TAMP Linkage: The drainage life cycle plan provides the tools to create programmes to achieve this priority SCCHP3B TAMP Linkage: The successful completion of the TAMP SCCHP1A TAMP Linkage: Provides forward programmes that will be made available to the customer when requested. SCCHP1B TAMP Linkage: Provides the process for compiling the Minor Works Programme focussed on satisfying the customer SCCHP5B TAMP Linkage: The drainage life cycle plan targets efficient use of funding on maintaining the asset. Figure 3.2: Aims and Priorities of DrainageAsset P a g e 5

D r a i n a g e L i f e c y c l e P l a n 3.3 Safety Considerations We maintain a database of all incidents that cause damage to the asset Currently it is not possible without reviewing each collision file to determine how many incidents have been affected by the drainage asset. An Improvement Action to identify the quantity of accidents where drainage may have been a factor is included in Section 10. 3.4 Utility Activity Utility activity can have a major effect on the maintenance and management of the drainage asset. The location of drainage assets near buried utility apparatus requires additional planning to ensure no damage occurs to either asset. In some cases statutory undertakers cause damage to the drainage systems during the course of their works, and this requires a reactive response from the Council. Where statutory undertakers have caused damage to drainage assets it is our practice to endeavour to reclaim the costs of repair or replacement from the responsible party. Currently, we have no information on the quantity or costs of damage utilities cause to our drainage asset. We receive a set budget for ensuring that the County s drainage asset is maintained in an acceptable condition to drain water off the carriageway and footways. Damage to the asset by others is unplanned, and if we can t reclaim the costs it comes from our drainage budget, which then leads to a reduction in the condition of our remaining assets as they cannot be maintained to the required level. If we understand where and when the damage is occurring we can work with the statutory undertakers to reduce such incidences. If we understand the costs that we are incurring and we can t obtain additional budget we can review our maintenance programme to get the most benefit from the remaining budget. An Improvement Action to identify the scale of utility related damage associated with this asset is included in Section 10. 3.5 3 rd Party Claims The interrogation of third party claims can aid in the determination of recurrent faults within the highway. The details presently held record the location and details of the claim but the information is not used when identifying or prioritising works. 3.6 Environmental Considerations There are no specific environmental issues to note at present. P a g e 6

D r a i n a g e L i f e c y c l e P l a n 4 Management Practices 4.1 Policies Table 4.1 contains a list of current and potential drainage policies. An Improvement Action to review and update the policies has been included in Section 10. Table 4.1: Drainage Policies Policy Network Management Compliance with current (highway maintenance) code of practice (currently underway, including Network Hierarchy: - Classification A,B,C,D etc. and or maintenance hierarchy Adoption of New Highway Infrastructure Administration of Section 38 agreements data collection. Updating as-built highway authority improvement schemes details Routine Maintenance Inspection Frequencies, - Establish & publish policy Response and repair times (including urgent faults) Establish and publish policy Gully emptying Emergencies and Adverse Weather Conditions Emergency Contingency Plans have regard to the holistic needs and the Council s ability to meet them, e.g. flooding, spillage incidents etc, - Ensure protection and removal from highway Comment on Current Status Needs updating Potential for developing submission of electronic asconstructed data for direct input to inventory register Potential for modifying process of H&S Plan updates into electronic inventory register For review For review For review Staffordshire emergency flood plan in place Policy Location 4.2 Inspection Regime We monitor the safety of the highway network following our Highway Safety Inspection Code of Practice (HSICP) ) (last revised in October 2007). This is based on the recommendations of Well Maintained Highways, Code of Practice for Highway Maintenance Management, July 2005. Safety inspections of road gullies are undertaken as part of the programmed carriageway safety inspections (for defects visible from the surface - frequencies dependant on category of road in line with inspections policy) and during their regular cleaning activities. Where visible defects are noted they are reported and dealt with in accordance with reaction time procedures. P a g e 7

D r a i n a g e L i f e c y c l e P l a n 4.3 Condition Assessment Currently the condition of the drainage asset is not assessed. An Improvement Action to develop a condition assessment for drainage has been identified. 4.4 Construction / Asset Acquisition New assets are typically acquired from either adoption or from taking over improvement works completed by contractors on behalf of the council. This is normally managed by the development control team using Section 38, 278 or 106 legal agreements. Newly constructed 'adoptable' streets are only adopted once they meet current council specifications. 4.5 Operate and Maintain (incl. Routine Maintenance) Routine Maintenance treatments are undertaken to ensure the asset is maintained at a minimum service level. The RMS is used to manage the routine operation. Drainage defects identified by officers and members of the public are entered into the RMS with a priority for completion. Programmes of work are then provided to the workforce based on achieving the appropriate response times. Drainage defects which qualify for routine maintenance include: Pipes being bypassed Choked assets Collapsed gullies Defective Covers Flooding due to drainage defect Low cover No outlet Ponding Safety inspectors are responsible for identifying and assessing any defects which reduce the safety of the road user. There are no specified investigatory levels for drainage defects which leaves the selection of sites to the discretion of the inspector. An Improvement Action to quantify the scale and costs of drainage routine maintenance has been included in Section 10. Understanding the types and causes of the different defects enables improved submissions for additional funding to be submitted. 4.6 Planned Maintenance: Renewals Road drainage planned maintenance activities are restricted to the replacement or refurbishment of obsolete, faulty or defective equipment as identified from the inspections. P a g e 8

D r a i n a g e L i f e c y c l e P l a n The main form of renewals treatments are: Table 4.2: Drainage Assets Renewal Treatments Asset Treatment Lifecycle (yrs) Average Cost of Treatment ( /m 2 ) Gullies Replace gully Replaced during resurfacing activity or reactive Filter Drains Replace filter drains Non but should be considered a cyclic activity Manholes Replace manholes indefinite Headwalls Replace headwalls indefinite Culverts Replace indefinite Drainage Pipework Replace Pipework indefinite Piped Grips Replace Piped Grips reactive Gratings / Grills Replace Gratings/Grills As gullies There is currently no prioritisation process in place for drainage. Sites are selected for the annual programme by the Operations team, however a more consistent approach needs to be developed as an Improvement Action. 4.7 Disposal The disposal of Road Drainage assets, where they are not replaced, is relatively rare. At present the Council has no formal procedure for determining when a road drainage asset is no longer required. An improvement action to complete a formal procedure for disposing of drainage assets has been included in Section 10. This should include identifying the unrequired asset and transferring ownership to the new owner. 5 Investment 5.1 Historical Investment The values of capital and revenue budget for 2006/07-2009/10 Road Drainage asset is detailed in Table 5.1 below. Table 5.1 Road Drainage Works Expenditure Year 09/10 08/09 07/08 06/07 Work Description Revenue ( 000) Capital ( 000) Total ( 000) Routine Gully Cleansing 758.9 0.0 758.9 Drainage 0.0 726.2 726.2 Routine Gully Cleansing 843.2 0.0 843.2 Drainage 590.0 0.0 590.0 Routine Gully Cleansing 666.3 0.0 666.3 Drainage 440.0 0.0 440.0 Routine Gully Cleansing 650.0 0.0 650.0 Drainage 0.0 0.0 0.0 Annual Total ( 000) (Rev + Cap) 1,485.1 1,433.2 1,106.3 650.0 P a g e 9

D r a i n a g e L i f e c y c l e P l a n Drainage Expenditure (2006/07 to 2009/10) 1600 1433.2 000 1400 1200 1000 800 600 400 200 0 650 1106.3 0 0 0 758.9 726.2 Revenue Capital 2006/07 2007/08 2008/09 2009/10 Figure 5.1: Drainage Expenditure (2006/07 to 2009/10) 5.2 Output from Investment Summary records of the works undertaken in relation to the investment reported above are unavailable. The need to record amounts and type of work against financial expenditure is a key aspect of life cycle planning and this is seen as being a key improvement action. 5.3 Forecasting Financial Needs We do not have a formalised process for establishing the ongoing, long term, budgetary requirements for the maintenance and management of the drainage asset. An improvement action to develop a future financial model for road drainage has been included in Section 10. 5.4 Valuation The CIPFA Code of Practice on Transport Infrastructure Assets recommends that developing detailed information on existing drainage assets for valuation purposes is unnecessary due to the high cost. The two recommendations for drainage valuation are being implemented as follows: Gross Replacement Cost (GRC) - incorporate the drainage into the composite carriageway GRC which is completed. Depreciation treat drainage assets as indefinite life assets and base annual depreciation on the average annual capital expenditure required to maintain them indefinitely. If, in any year the expenditure required was materially greater than allowed for in depreciation, the excess should be treated as impairment. P a g e 10

D r a i n a g e L i f e c y c l e P l a n 6 Forward Works Programme 6.1 Existing Programmes Table 6.1 describes the Annual Drainage Programme Types. Table 6.1: Drainage Programme Types Programme Type Description Responsibility Annual Cost ( ) Reactive Drainage defects which have been allocated a response time for safety reasons which need urgent action. Operations Planning Team Refurbishment Replacement Structural Maintenance Improvement and and Sites with known / recurring drainage issues which are not affecting the safety of the customer but are in need of treatment to reduce long term damage to the asset. Structural Maintenance - Assets which have reached a condition which is uneconomical to maintain using routine maintenance and are to be renewed to the current design specification. Improvement Assets which are upgraded beyond the existing standard to meet new service requirements Operations Planning Team Operations Planning Team 6.2 Option Appraisal The identification of the appropriate treatment required at an individual location is based at present on the engineering judgement of a professionally qualified engineer. 7 Risk Risk management is a systematic approach to identifying and dealing with the risks that threaten our plans and projects and impact upon the continuation of service delivery. 7.1 Risk Control and Reporting A risk register has been developed for the Transport Asset Management Plan with individual asset risk registers also having been developed. Table 7.1 details the risks identified for the drainage asset. The derivation of the Scores within Table 7.1 are shown in Table 2.1a, b, and c of Staffordshire County Councils Asset Lifecycle Plans document, October 2010. P a g e 11

D r a i n a g e L i f e c y c l e P l a n Table 7.1 Controlled Risk Register (Drainage) Risk Limited inventory & condition data may lead to the inability to assess maintenance requirements and long term funding needs. Limited funding may lead to the inability to adequately maintain the road drainage system leading to: Standing water causing skid collisions Standing water in the winter months icing up causing skid collisions Subsequent damage to the road sub-structure from water requiring higher cost remedial works Likelihood Score Impact Score Uncontrolled Risk Score Current Controls In Place Revised Likelihood Score Revised Impact Score Controlled Risk Score 4 2 8 No Controls 4 2 8 4 5 20 Gully emptying & reactive 4 5 20 4 5 20 Pre treatment of first priority gritting routes 2 3 6 4 2 8 Gully emptying & reactive 4 2 8 Flooding of adjacent land 4 1 4 Gully emptying & reactive 4 1 4 Flooding of adjacent properties & buildings 4 3 12 Gully emptying & reactive 4 3 12 Verge erosion 4 2 8 No Controls 4 2 8 Loss of experienced staff may result in the loss of a significant amount of knowledge regarding the drainage system 4 2 8 Populate RMS with data 4 2 8 P a g e 12

D r a i n a g e L i f e c y c l e P l a n 8 Performance Measurement 8.1 Performance Indicators: At present there are no Performance Indicators that are relevant to the Drainage Asset. However, there is an action to develop performance monitoring for this asset. 9 Future Strategies We do not currently have documented future strategies for the management of the drainage asset. Our first objective is to complete the documentation of this LCP and understand our current asset management approach. We can then develop strategies for the future to ensure we provide the customer with an asset which meets their needs using the most economical approach. 10 Improvement Actions Table 10.1 Improvement Actions (Drainage) Number Action Proposed Implementation Date DR-IA1 Develop an asset information strategy to determine the information required to be held, the information currently held, where and in what format, the missing information, the collection methods for the missing information and any proposed changes to the storage method. DR-IA2 Develop & implement a formal data management procedure to ensure updating of the asset register and notification of changes to appropriate parties DR-IA3 Develop process to analyse all customer enquiries on months where more than 250 are received relating to drainage to understand reasons for increase. DR-IA4 DR-IA5 DR-IA6 DR-IA7 DR-IA8 Develop a method for collecting collision and third party claim data associated with the drainage assets. Develop a process that captures the damage caused by third parties to the drainage asset. Complete the development and implementation of identified drainage asset management policies. Develop & implement a condition inspection regime on drainage assets Identify a list of renewal treatments for drainage, including the expected service life and unit costs In place Not required generally only in priority locations Responsibility P a g e 13

D r a i n a g e L i f e c y c l e P l a n Table 10.1 Improvement Actions (Drainage) Number Action Proposed Implementation Date DR-IA9 DR-IA10 DR-IA11 DR-IA12 DR-IA13 DR-IA14 DR-IA15 Complete the development and implementation of the procedure/policy for categorising defects in order to define their appropriate reaction time and introduce performance indicators against them. Investigate the options for cyclic maintenance of drainage assets and assess their relative costs against reactive maintenance works Develop a prioritisation process for selecting the order of completion of drainage maintenance. Develop a formal procedure for determining when and how the authority should dispose of drainage assets. Develop a formalised process for establishing the ongoing, long term, budgetary requirements for the maintenance and management of the drainage asset. Complete the valuation of the drainage asset Develop a process to consider how maintenance options are identified and appraised for drainage assets Ongoing Low priority Responsibility P a g e 14

S a f e t y F e n c e L i f e c y c l e P l a n Safety Fence Lifecycle Plan December 2010

S a f e t y F e n c e L i f e c y c l e P l a n Contents: 1 Current Status...2 1.1 Current Issues...Error! Bookmark not defined. 1.2 Current Asset Management Strategies...2 2 The Asset...2 2.1 Inventory...2 2.2 Asset Register...3 2.3 Asset Growth...3 3 Service Expectations...3 3.1 Customer Perceptions...3 3.2 Council Goals and Objectives...3 3.3 Safety Considerations...5 3.4 Utility Activity...5 3.5 3 rd Party Claims...5 4 Management Practices...5 4.1 Policies...5 4.2 Inspection Regime...5 4.3 Condition Assessment...6 4.4 Construction / Asset Acquisition...6 4.5 Operate and Maintain (incl. Routine Maintenance)...6 4.6 Planned Maintenance: Renewals...7 4.7 Upgrade...7 4.8 Disposal...7 5 Investment...8 5.1 Historical Investment...8 5.2 Output from Investment...8 5.3 Forecasting Financial Needs...8 5.4 Valuation...8 6 Forward Works Programme...8 6.1 Existing Programmes...8 6.2 Option Appraisal...9 7 Risk...10 7.1 Risk Control and Reporting... 10 8 Performance Measurement...11 9 Future Strategies...11 10 Improvement Actions...11 Deleted: 2 P a g e i

S a f e t y F e n c e L i f e c y c l e P l a n 1 Current Status 1.1 Current Asset Management Strategies The condition of the safety fencing is assessed through the Highway Inspection programme. Routine maintenance programmes are compiled from Category 1 and 2 defects. Assets within this programme will be upgraded to current standards if there is sufficient funding. 1.2 Current Issues An undefined amount of safety fences on the network are not fit for purpose. There are unprotected hazards on the network that should be protected by safety fences. 2 The Asset 2.1 Inventory We have the responsibility for managing & maintaining all the drainage throughout our county. The following assets in Table 2.1 are included within safety fences. Table 2.1: Safety Fences Inventory by Type SAFETY FENCES TYPE TOTAL LENGTH ON NETWORK (linear metres) NUMBER OF LOCATIONS ARMCO 211.2 2 DSOBB (double sided open box beam) 69.6 1 DSTCB (double sided tensioned corrugated beam) 128.0 1 DSUCB (double sided un-tensioned corrugated beam) 41.6 1 SSOBB (single sided open box beam) 43,274.3 288 SSTCB (single sided tensioned corrugated beam) 3299.7 23 SSUCB (single sided un-tensioned corrugated beam) 1702.8 26 WIRE ROPE 1482.2 2 TOTAL 50,209.4 344 The main requirement of a safety fence is to prevent the customer from entering a known hazardous location. All safety fences are designed to achieve this function. We group these assets to improve the efficiency and effectiveness of our management decisions. For safety fences we use the carriageway hierarchy groupings that are based on the importance of the asset to the overall highway network. The main consideration for these are traffic volume and this reflects with how we prioritise the maintenance of safety fences to the highest risk sites. The respective lengths of safety fencing in each carriageway hierarchy are shown below in Table 2.2. P a g e 2

S a f e t y F e n c e L i f e c y c l e P l a n Table 2.2: Safety Fences Inventory by Carriageway Hierarchy CARRIAGEWAY HIERARCHY TOTAL SAFETY FENCE LENGTH ON NETWORK (linear metres) A 43,009.3 B 2,723.5 C 3,091.8 D 931.2 Unclassified 453.6 TOTAL 50,209.4 2.2 Asset Register The safety fence asset inventory is held in the WDM Pavement Management System (PMS) database. Location information was collected during the first routine condition inspection completed in 2006. The information consists of: Grid Reference Road Classification Exact Location (junction with, opposite etc) Asset Length Survey Time / Date Road Name Asset Type Unfortunately there isn t currently a Data Management Strategy associated with the safety fence asset which has lead to this data becoming outdated. An Improvement Action has been included to develop a Data Management Strategy which would include regular updating and validating of current data. 2.3 Asset Growth We do not have accurate records relating to the change in size of the safety fence asset. The requirement for collection and recording of this information has been noted in the Asset Information Strategy. 3 Service Expectations 3.1 Customer Perceptions Customer satisfaction surveys have not been undertaken in regard to the Safety Fences asset. Routine public consultation exercises are undertaken, by the traffic section in regard to the introduction of new assets, only where they form part of a major scheme. 3.2 Council Goals and Objectives The main service priority for the management of the safety fence asset is Improve and maintain the condition and safety of Staffordshire s roads, footways and rights of way. This priority is achieved by completing an asset management approach of inspecting and maintaining the safety fence to the required level of service. Figure 3.1 shows how this priority links with the remainder of the Corporate Priorities. P a g e 3

S a f e t y F e n c e L i f e c y c l e P la n Local Area Priorities Corporate Priority 1: A vibrant prosperous and sustainable economy Corporate Priority 2: Strong, safe and cohesive communities Corporate Priority 4: A protected, enhanced and respected environment Corporate Priority 3: Improved health and sense of well being Corporate Priority 5: Statutory education and early years targets Service Outcomes Service Outcome 2: Staffordshire will be known for being a high knowledge-based, skilled economy, leading to better quality of life outcomes for Staffordshire s Service Outcome 3: Ensure that Staffordshire s communities can access everyday facilities via the transport and highway networks. Service Outcome 4: Provide high quality, innovative and efficient services to Staffordshire communities. Service Outcome 1: Tackle the challenge of climate change and ensure that Staffordshire s communities can access our natural environment. Service Priorities Service Priority 11: Improve and maintain the condition and safety of Staffordshire s roads, footways and rights of way. Service Priority 10: Develop and manage a transport network which supports sustainable economic growth, promotes travel and improves Service Priority 15: Provide efficient and high-quality trading services to facilitate highperforming front-line services. Staffordshire County Council Highway Aims Aim 3: Well maintained highways SCCHA3A: To maintain the highway network to a standard that provides for the safe and efficient movement of people and goods Aim 1: Customer Focussed SCCHA1A: Our services will be easier to access, more customer focussed and, responsive to the needs of individuals and local communities. Aim 5: A high quality, value for money service SCCHA5B: We will be recognised as a leading high performing highway service Staffordshire County Council Highway Priorities SCCHP3A: Improve and maintain the condition and safety of Staffordshire s roads, footways and rights of way SCCHP3B: The completion of a second transport Asset Management Plan SCCHP1A: Increased customer satisfaction measured through the road defects hotline surveys, post scheme satisfaction surveys, National Highways Public Satisfaction Survey and the Considerate Constructor Scheme SCCHP1B: Improved response to reports and requests for service from our customers. SCCHP5B: Improve the quality of work by reducing the number and costs of defects and non-conformities. TAMP Linkages SCCHP3A TAMP Linkage: The safety fence life cycle plan provides the tools to create programmes to achieve this priority SCCHP3B TAMP Linkage: The successful completion of the TAMP SCCHP1A TAMP Linkage: Provides forward programmes that will be made available to the customer when requested. SCCHP1B TAMP Linkage: Provides the process for compiling the Minor Works Programme focussed on satisfying the customer SCCHP5B TAMP Linkage: The safety fence life cycle plan targets efficient use of funding on maintaining the asset. Figure 3.1: Aims and Priorities of Safety Fence Asset P a g e 4

S a f e t y F e n c e L i f e c y c l e P l a n 3.3 Safety Considerations Safety fencing provides an important role in the reduction of potential collisions. It is mainly used as a barrier to prevent vehicles entering hazardous sites such as steep dropoffs into valleys, railway tracks, and waterways crashing into solid objects including buildings and bridges Safety fencing must be maintained to a high level as it becomes ineffective over time without regular maintenance. The material and other components degrade over time reducing the capacity of the safety fence to stop vehicles. 3.4 Utility Activity Utility activity has little effect on the maintenance and management of the safety fences. The two main effects are: The location of buried apparatus can effect the siting of safety fences which can lead to the intended hazard not been properly protected Utility excavation could comprise the integrity of safety fence foundations which could make them ineffective. Where statutory undertakers have caused damage to safety fences assets it is our practice to endeavour to reclaim the costs of repair or replacement from the responsible party. 3.5 3 rd Party Claims There have been no incidents of third party claims specifically against the Council s safety fences asset within the last 10 years. 4 Management Practices 4.1 Policies There are currently no official policies for managing and maintaining safety fences in Staffordshire. An improvement action to develop policies for approval is included in Section 10. 4.2 Inspection Regime We monitor the safety of the highway network following our Highway Safety Inspection Code of Practice (last revised in October 2007). This is based on the recommendations of Well Maintained Highways, Code of Practice for Highway Maintenance Management, July 2005. P a g e 5

S a f e t y F e n c e L i f e c y c l e P l a n Defects identified during routine safety inspections will be rectified and funded from the revenue budget. Any serious defects noted during the inspection will be made safe within 24 hours and repaired as soon as is practicably possible. 4.3 Condition Assessment A detailed condition survey was undertaken on all safety fencing for the first time in late 2005 / early 2006. The results were as follows: 15.63% 2.93% Safety Fences Condition 2005/06 13.42% 68.02% Condition 1 Condition 2 Condition 3 Condition 4 Definition of Condition Bands (Ratings based on length) Condition 1: No Defects Condition 2: Missing bolts Condition 3: Damaged Posts Condition 4: Total Replacement Required It was proposed from 2006 onwards to complete an annual condition survey of 50% of the asset. No surveys have been completed since 2006. An improvement action to complete the surveys has been included in Section 10. Findings from the detailed biennial condition inspections will be utilised to establish repair programmes across the network. These works will be funded centrally from the capital and revenue maintenance budgets as required. 4.4 Construction / Asset Acquisition New assets are typically acquired from either adoption or from taking over improvement works completed by contractors on behalf of the council. This is normally managed by the development control team using Section 38, 278 or 106 legal agreements. Newly constructed 'adoptable' streets are only adopted once they meet current council specifications. 4.5 Operate and Maintain (incl. Routine Maintenance) Routine Maintenance treatments are undertaken to ensure the asset is maintained at a minimum service level. Defects are identified through the Highway Inspection Regime as detailed in the Highway Safety Inspection Code of Practice. The number of safety barriers defects repaired in 2008 and 2009 are shown in Figure 4.1. This information highlights increases in defects of all categories. P a g e 6

S a f e t y F e n c e L i f e c y c l e P l a n Number of Defects 1200 1000 800 600 400 200 0 Barriers / Fences (Category Breakdown by Year) 2008 2009 2008 2009 2008 2009 2008 2009 Cat 1 Cat 2/Def 2 Cat 2/Def 3 Cat 2/Def 4 Response Categories by Year Figure 4.1: Safety Barriers / Fences Completed Defects (2008 & 2009) (Source: IHMS) 4.6 Planned Maintenance: Renewals Safety fences planned maintenance activities are restricted to the replacement or refurbishment of obsolete, faulty or defective equipment as identified from the inspections or when faults are reported that cannot be repaired. We have made no assessment of the opportunities for preventative maintenance associated with the safety fences asset. The following improvement actions have been included in Section 10: 1) Identify unit costs and expected service lives to aid in completing the long term cost projections and valuation. 2) Develop a prioritisation process for selecting the order of completion of safety barriers. 4.7 Upgrade Upgrades are only likely to be completed as part of routine maintenance works or following road traffic collisions. 4.8 Disposal The disposal of safety fencing assets, where they are not replaced, is rare. At present the Council has no formal procedure for determining when a safety fence asset is no longer required. P a g e 7

S a f e t y F e n c e L i f e c y c l e P l a n An improvement action to complete a formal procedure for disposing of safety fence assets has been included in Section 10. This should include identifying the unrequired asset and the mode of disposal. 5 Investment 5.1 Historical Investment Table 5.1: Safety Fencing Budget 2008/09 2010/11 2008/09 2009/10 2010/11 Safety Fencing Budget 100,000 100,000 100,000 5.2 Output from Investment The amount of maintenance work carried out on these assets has not been recorded. An Improvement Action to record lengths of safety barriers treated has been included in Section 10. 5.3 Forecasting Financial Needs We do not have a formal process for establishing the ongoing, long term, budgetary requirements for the maintenance and management of the safety fencing asset. An improvement action to develop a future financial model for safety fences has been included in Section 10. 5.4 Valuation The following Valuation results were calculated in 2006. An improvement action to update the values has been included in Section 10. Gross Replacement Cost for the Safety Fencing Asset is 4.93m Note: the term maintenance contractor has supplied replacement costs per linear metre for each of the safety fence types. Annualised Depreciation Cost (ADC) for the Safety Fencing Asset is 123,250 Notes: (i). A service life of 20 years has been used. (ii). If a further 5% is factored in from impairment of the asset the ADC is 246,500. 6 Forward Works Programme 6.1 Existing Programmes At present there is no programme of safety fences refurbishment and replacement as the works undertaken are purely reactive. A programme of installation of new safety P a g e 8

S a f e t y F e n c e L i f e c y c l e P l a n fences is only put in place when individual schemes are identified or where the installation is part of a major traffic scheme. As detailed earlier in the plan all fencing on the network is to be brought into line with current safety specifications during the 2010/11 and 2011/12 financial year. Upon completion of these works any additional maintenance works will be identified during the inspection regimes, and completed on an ad-hoc basis funded from the routine area maintenance budgets. 6.2 Option Appraisal The identification of the appropriate treatment required at an individual location is based at present on the engineering judgement of a professionally qualified engineer. P a g e 9

S a f e t y F e n c e L i f e c y c l e P l a n 7 Risk Risk management is a systematic approach to identifying and dealing with the risks that threaten our plans and projects and impact upon the continuation of service delivery. 7.1 Risk Control and Reporting Table 7.3 Controlled Risk Register (Safety Fences) Risk Likelihood Score Impact Score Uncontrolled Risk Score Current Controls In Place Revised Likelihood Score Revised Impact Score Controlled Risk Score Limited information with regard to the growth of the asset and the inability to calculate ongoing maintenance costs of new assets may mean that budgets are not amended appropriately leading to a shortfall in funding Limited condition information may mean that prioritisation of works cannot be undertaken appropriately such that available budgets are not used to their best value P a g e 10

S a f e t y F e n c e L i f e c y c l e P l a n 8 Performance Measurement Currently there are no Performance Indicators for safety fencing. An Improvement Action to develop some relevant performance indicators that provide an indication of the condition of the authority s highway safety fencing is included in Section 10. 9 Future Strategies Implement an asset management approach to the safety fencing asset to enable a forward maintenance / upgrade programme to be developed and form the means for applying for the upcoming years budget. 10 Improvement Actions Table 10.1 Improvement Actions (Safety Fences) Number Action Proposed Implementation Date SF-IA1 SF-IA2 SF-IA3 SF-IA4 SF-IA5 SF-IA6 SF-IA7 SF-IA8 SF-IA9 SF-IA10 Develop an asset information strategy to determine the information required to be held, the information currently held, where and in what format, the missing information, the collection methods for the missing information and any proposed changes to the storage method. Review all relevant Codes of Practice and specifications and develop policies to be approved by the Council Executive. Complete the biennial condition survey of the safety fences. Identify a list of renewal treatments for safety fences, including the expected service life and unit costs Develop a prioritisation process for selecting the order of completion of safety fence maintenance. Develop a formal procedure for determining when and how the authority should dispose of safety fence assets. Develop a formalised process for establishing the ongoing, long term, budgetary requirements for the maintenance and management of the safety fence asset. Complete the valuation of the road safety fence asset Develop a process to consider how maintenance options are identified and appraised for safety fence assets Identify methods of measuring asset management performance of safety fences. Responsibility P a g e 11