Newcastle City Council Highway Asset Management Plan ......Document Information Title Highway Asset Management Plan appendices Author Garry Simpson - Principal Engineer, Pamela Holmes

Newcastle City Council

Highway Asset Management Plan

Appendices

Document Information

Title Highway Asset Management Plan appendices

Author Garry Simpson - Principal Engineer, Pamela Holmes - Principal Engineer

Description This document details the appendices to the HAMP.

Document History

Version Status Date Author Changes from Previous Version

1.0 Draft TBC P Holmes

Principal

Engineer

Not applicable

Document Control

Version Status Date Authorised for Issue by: TBA

1.0 Final TBC Peter Gray, Head of Highways and Local Services

Highway Asset Management Plan Appendices

Contents Appendix A - The Size of the Asset ........................................................................................................... 1

Appendix B - Climate Change ................................................................................................................... 3

Appendix C - Investment Strategy ............................................................................................................ 5

Investment between Asset Groups ................................................................................................ 5

Appendix D – Life Cycle Plans .................................................................................................................12

1. INTRODUCTION ............................................................................................................................12

1.1 Objectives of the Life Cycle Plans ......................................................................................12

2. SERVICE EXPECTATIONS ...............................................................................................................12

2.1 Goals and Objectives of the Highway assets .....................................................................12

2.2 Asset Management Strategies ...........................................................................................12

2.3 Use .....................................................................................................................................12

2.4 Legal Position and Third Party Claims ................................................................................13

2.4.1 Background ...........................................................................................................13

2.4.2 Present highway repairs and maintenance policy ................................................13

2.4.3 Future Liabilities ....................................................................................................13

2.4.4 Consequences of failing to inspect, maintain and repair the highway .................14

2.5 Public Perception ...............................................................................................................14

2.6 Safety Considerations ........................................................................................................15

2.7 Environmental Considerations ..........................................................................................15

2.8 Utility Activity.....................................................................................................................16

2.9 Amenity Value Considerations: .........................................................................................17

2.10 Network Availability Considerations..................................................................................17

2.11 Policies ...............................................................................................................................18

2.12 Service Improvements .......................................................................................................18

3. INVESTMENT ................................................................................................................................19

3.1 Current Financial Position ..................................................................................................19

3.2 Funding and Income ..........................................................................................................19

3.3 Valuation ............................................................................................................................21

4. DELIVERY MODELS AND PROCUREMENT .....................................................................................22

4.1 Current Situation ....................................................................................................................22


4.2 North East Highway Alliance ..................................................................................................22

4.3 Use of External Income ..........................................................................................................22

5. RISK ..............................................................................................................................................23

5.1 Highway Risk ......................................................................................................................23

5.2 Managing Risk ....................................................................................................................24

6. CARRIAGEWAYS ...........................................................................................................................25

6.1 The Asset ................................................................................................................................25

6.1.1 Inventory ...................................................................................................................25

6.1.2 Asset Register ...........................................................................................................25

6.1.3 Impact of Poor Road Assets Condition .....................................................................25

6.2 Management Practices ..........................................................................................................26

6.2.1 Inspection Regime ....................................................................................................26

6.2.2 Construction/Asset Acquisition ................................................................................27

6.2.3 Routine Maintenance ...............................................................................................28

6.2.4 Operational/Cyclic Maintenance ..............................................................................28

6.2.5 Planned Maintenance: Renewals .............................................................................28

6.2.6 Disposal .....................................................................................................................30

6.3 Forward Works Programme ...................................................................................................30

6.3.1 Existing Programmes; ...............................................................................................30

6.3.2 Programme Coordination .........................................................................................30

6.3.3 Option Appraisal; ......................................................................................................30

6.4 Performance ...........................................................................................................................30

6.4.1 Performance Measurement......................................................................................30

6.4.2 Key Performance Indicators ......................................................................................31

6.4.3 Other Performance Indicators ..................................................................................33

6.4.4 Performance Reporting ............................................................................................34

7. FOOTWAYS ...................................................................................................................................35

7.1 The Asset ................................................................................................................................35

7.1.1 Inventory ...................................................................................................................35

7.1.2 Asset Register ...........................................................................................................35


7.2.1 Inspection Regime ...............................................................................................................35






7.2.7 Disposal .....................................................................................................................38


7.3.1 Existing Programmes ................................................................................................38


7.3.3 Option Appraisal .......................................................................................................39

7.4 Performance ...........................................................................................................................39

7.4.1Performance Measurement ......................................................................................39




8. STRUCTURES.................................................................................................................................41

8.1 The Asset ................................................................................................................................41

8.1.1 Inventory ...................................................................................................................41

8.1.2 Asset Register Asset Register ....................................................................................41



8.2.2 Condition Assessment...............................................................................................42

8.2.4 Current Condition .....................................................................................................44




8.2.8 Disposal .....................................................................................................................49





8.4 Performance Measurement ...................................................................................................52





8.4.4 Performance Reporting .......................................................................................................53

9. SIGNS, BARRIERS and OTHER STREET FURNITURE .......................................................................54

9.1 The Asset ................................................................................................................................54

9.1.1 Inventory ...................................................................................................................54

9.1.2 Asset Register ...........................................................................................................54







9.2.6 Disposal .....................................................................................................................56

9.2.7 Records .....................................................................................................................56





9.4 Performance Measurement ...................................................................................................57





10. TRAFFIC SIGNALS ..........................................................................................................................58

10.1 The Asset ..............................................................................................................................58

10.1.1 Inventory .................................................................................................................58

10.1.2 Asset Register .........................................................................................................58

10.2 Management Practices ........................................................................................................58

10.2.1 Inspection Regime ..................................................................................................58

10.2.2 Construction/Asset Acquisition ..............................................................................59

10.2.3 Routine Maintenance .............................................................................................60


10.2.4 Operational/Cyclic Maintenance ............................................................................60

10.2.5 Planned Maintenance: Renewals...........................................................................60

10.2 6 Disposal ...................................................................................................................61

10.3 Forward Works Programme .................................................................................................61

10.3.1 Existing Programmes ..............................................................................................61

10.3.2 Programme Coordination .......................................................................................61

10.3.3 Option Appraisal .....................................................................................................61

10.4 Performance Measurement .................................................................................................62

10.4.1 Performance Measurement....................................................................................62

10.4.2 Key Performance Indicators ....................................................................................62

10.4.3 Other Performance Indicators ................................................................................62

10.4.4 Performance Reporting ..........................................................................................62

11. DRAINAGE ....................................................................................................................................63

11.1 The Asset ..............................................................................................................................63

11.1.1 Inventory .................................................................................................................63

11.1.2 Asset Register .........................................................................................................63



11.2.2 Condition Assessment.............................................................................................64





11.2.7 Disposal ...................................................................................................................65











12. HIGHWAY GREEN SPACES ............................................................................................................67

12.1 The Asset ..............................................................................................................................67

12.1.1 Inventory .................................................................................................................67

12.1.2 Asset Register .........................................................................................................67







12.2 6 Disposal ...................................................................................................................70





12.4 Risk Register .........................................................................................................................72






Appendix E - Risk Register ......................................................................................................................73

Appendix F - Improvement Action Plan .................................................................................................99


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Appendix A - The Size of the Asset


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Asset Item Quantity Asset Item Quantity

Carriageways Signs

Urban Motorway 2.4 km Principal Roads 4001

Principal Roads 66.3 km Classified Roads 5324

B Roads 47.6 km Unclassified Roads 10873

C Roads 86.6 km 20198

Unclassified Roads 748.6 km Safety Fencing

Back Lanes 66.2 km

1017.7 km Principal Roads 29.2 km

Classified Roads 6.2 km

Highway Gullies 39,092 Unclassified Roads 4.8 km

40.2 km

Footways & Cycleways

Safety Fencing

Prestige Area (1) 0.4 km Principal Roads 18.2 km

Primary Walking Route (1a) 30.8 km Classified Roads 15.6 km

Secondary Walking Route (2) 117 km Unclassified Roads 15.4 km

Link & local Footways 1413 km 49.2 km

Cycleways 36 km Bollards

Highway Green Spaces

Principal Roads 2052

Surveyed Trees 27,639 Classified Roads 4071

Mature trees (within 15m of highway) 109,537 Unclassified Roads 11870

Juvenile Trees 181,263* 17,993

Whips 265,315*

Highway Grass Verge 953,998 m2 Street Name Plates

Highway Flower Beds 160 m2

Highway Shrub Beds 85,435 m2 Principal Roads 74

Hedges 19,949 m Classified Roads 332

Highway Plantations 100,992 m2 Unclassified Roads 6323

Bridges & Other Highway Structures 6729

Traffic Signal Installations

Road Bridge 60

Accommodation Bridge 1 Traffic Signalised Junction 167

Retaining Wall 113 Pelican / Puffin Crossing 134

Footbridge 43 Toucan Crossing 31

Culvert 31 Pegasus Crossing 0

Subway 39 School Crossing Patrol Flashers 27

Other Structures 60 Wig Wag 2

360 Total 361

Street Lighting

Lighting Columns 37947**

Illuminated Signs & Bollards 4989**


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Appendix B - Climate Change

Table 4.3 Greenhouse Gas Mitigation Measures

Asset Group Actions

Lighting

1. Keeping the lighting to the minimum necessary for safety

2. Ensure that lights and other equipment are turned off

when not in use

3. Installing lighting and equipment that is energy efficient,

including light emitting diode (LED) apparatus

4. Considering the use of renewable energy sources with

street lighting equipment

Carriageways

5. Use of locally sourced materials to reduce transportation

emissions

6. Use of recycled materials to reduce manufacturing

emissions

7. Use of preventative maintenance treatments to extend

the life of the asset

Footways


emissions


emissions



Structures


emissions



Traffic Signals

13. Introduction of Extra Low Voltage (ELV) traffic signal

systems

14. Replacement of aged control systems with more energy

efficient units

Street Furniture, safety

fencing & signs

15. De-cluttering and in particular the removal of

unnecessary illuminated signs


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Table 4.3 Greenhouse Gas Mitigation Measures

Asset Group Actions


emissions

Table 4.4 Possible Effects of Climate Change

Asset Group Effects

Lighting

17. Less corrosion of steel columns due to dry weather

and reduction in the use of road salt

Carriageways

18. Softening and cracking of tarmac surfaces

19. Reduced skidding resistance on roads due to build-up of road detritus in dry spells and reduced gritting in winter

20. Suitability of materials

Footways

21. Softening and cracking of tarmac surfaces

22. Movement of concrete flags, block paving creating trip hazards


Structures

24. Expansion joints

25. Scour/damage to culverts


27. Drainage/capacity of culverts also affected by

blockages (trees etc)

Traffic Signals 28. Less corrosion of steel infrastructure due to dry

weather and reduction in the use of road salt

Street Furniture, safety

fencing & signs

29. Little impact likely

30. Fading of signs due to longer exposure to sunlight

31. Reduced corrosion due to less winter gritting



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Appendix C - Investment Strategy

Investment between Asset Groups The relative investment between the asset groups has been determined as follows:

- Carriageways – investment has been increased to prevent the further deterioration of the asset

- Footways – investment levels have been increased in order to improve the overall condition of

the footways in order to meet the target standard

- Structures – investment has remained the same recognising that the need to invest in bridge

strengthening works has not yet become a high priority

- Street Lighting – investment has remained the same with initial investment in “spend to save”

energy saving initiatives being met by the PFI contractor on the basis of their recouping this

investment by the reduction of energy costs

- Traffic Signals Systems – investment has remained the same allowing for only small amounts of

investment in the refurbishment of specific junctions where reliability is predicted to become an

issue

- Street Furniture or Other – investment has remained the same allowing for reactive replacement

of damaged or faulty items only

Prevention vs Correction

This plan is based on taking the opportunities for making the available funding deliver best possible

value. The strategy for carriageways is to obtain the best possible condition for the available budget

using a “prevention is cheaper than cure” approach on the classes of roads where this is appropriate

(B, C and U roads). The split of investment between these two types of maintenance are shown in

section 7. A specific focus on preventative treatment is to be applied to the roads and footways

where appropriate.

Planned Maintenance vs Reactive Repair

The level of investment in planned maintenance may not be sufficient to prevent an increase in

reactive repair. Budgets for reactive repair are to be given priority and are expected to be sufficient


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to enable current reactive repair standards to be met in terms of the type of defect repair and the

response time to carry out the repairs.

Carriageways

The plan aims to achieve the following:

Road Category Strategy Comment

A Roads Managed deterioration Allow managed deterioration to target figures

B Roads Managed deterioration Allow managed deterioration to target figures

C Roads Managed deterioration Allow managed deterioration to target figures

U Roads Managed deterioration Allow managed deterioration - target figures

to be reviewed

Roads Managed deterioration

It is estimated that to maintain the carriageway asset in its current condition an average investment

of approximately £3.0m per annum is required in planned maintenance works (resurfacing and

surface treatment). The budgets available for roads, in the short term, are insufficient to deliver a

steady state. Overall the strategy is to manage an acceptable level of deterioration whilst targeting

investment in the roads in most need of treatment presenting the highest risk to road users.

Appropriate treatments are designed in keeping with the character of a street while using

recoverable in-situ materials wherever possible and maximising recycling of waste materials.

Preventative maintenance techniques and materials are to be used where appropriate to extend the

life of the asset.

Footways


Footway

Hierarchy

Strategy Comment

1a, 1 and 2 Managed deterioration Allow managed deterioration - target figures

to be reviewed


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3, 4 Managed deterioration Allow managed deterioration - target figures

to be reviewed

Footways Managed deterioration

It is estimated that to maintain the footway asset in its current condition an average investment of

approximately £ 3.4m per annum is required in planned maintenance works (resurfacing and surface

treatment). The budgets available for footways in the short term, are insufficient to deliver a steady

state.

Overall the strategy is to manage an acceptable level of deterioration whilst targeting investment in

the footways in most need of treatment presenting the highest risk to footway users.

The repair of potential trip hazards and the like are managed via budgets for reactive maintenance

and are to be given priority when allocating funding and kept at levels sufficient to maintain current

standards for defects warranting repair and associated response times to minimise the risk to road

users.

Appropriate treatments are designed in keeping with the character of a street while using

recoverable in-situ materials wherever possible and maximising recycling of waste materials.

Preventative maintenance techniques and materials are to be used where appropriate to extend the

life of the asset.

Street Lighting


Theme Strategy Comment

Structural

Condition →

Maintain current

condition/age profile

It is planned to maintain approximately the same

number of columns exceeding their expected service

life.

Equipment → Maintain current

lighting standards

Under review - the overall lighting standard may result

in the provision of additional equipment where low

energy lanterns do not provide the same level of

illumination as existing


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Energy

Efficiency

Improve energy

efficiency by the use

of low energy

lanterns and

equipment

Costs of upgrading to be substantially met from savings

in energy costs

The budgets available for street lighting in the short term are sufficient to meet the performance

standards set out in the PFI contract.

Overall the strategy is to maintain the standards set out in the PFI contract while reviewing options

to reduce energy consumption and in turn costs.

Structures



Strengthening →

Maintain the current

number of structures

requiring

strengthening.

The plan is based upon monitoring the condition of

structures that are currently identified as in need of

strengthening.

Refurbishment

Maintain the stock in a

safe and serviceable

condition - managed

deterioration

Allow managed deterioration - target figures to be

reviewed

It is estimated that to maintain the highway structures asset in its current condition an average

investment of approximately £1.3m per annum is required in structural maintenance works. The

budgets available for structures in the short term, are insufficient to deliver a steady state. Overall

the strategy is to manage an acceptable level of deterioration.

The repair of potential hazards and the like are managed via budgets for reactive maintenance and

are to be given priority when allocating funding and kept at levels sufficient to maintain current


users.


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Traffic Signals



Structural

Condition

Renewals:

Junctions

Managed deterioration Allow managed deterioration - target figures to be

reviewed

Structural

condition

renewals:

Crossings

Managed deterioration Allow managed deterioration - target figures to be

reviewed

It is estimated that to maintain the traffic signals asset in its current condition an average investment

of approximately £1.1m per annum is required in maintenance works (renewals). The budgets

available for traffic signals in the short term, are insufficient to deliver a steady state. Overall the

strategy is to manage an acceptable level of deterioration whilst targeting investment in the renewal

of potentially hazardous and obsolete equipment.

The repair/replacement of potentially hazardous equipment and the like are managed via budgets

for reactive maintenance and are to be given priority when allocating funding and kept at levels

sufficient to maintain current standards for defects warranting repair and associated response times

to minimise the risk to road users.

NCC are now specifying Aluminium poles for all new traffic signal installations and site

refurbishment schemes. This is due the perceived cost savings from their estimated 50 year

lifecycle, although a full life cycle cost analysis has not been undertaken.

Newcastle City Council are now specifying the use of LED signal heads and other Extra Low

Voltage (ELV) equipment as it is believed that this both reduces the energy usage and

increases the length of time between replacements, for a small additional cost at installation.


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Signs, Barriers and other Street Furniture



Signs,

Barriers and

other Street

Furniture

Removal, Replacement

or repair of damaged

and/or life expired

assets on identification

of asset failure

At present a purely reactive maintenance strategy is in

place for these assets.

It is estimated that to maintain the signs, barriers and other street furniture assets in their current

condition an average investment of approximately £0.7m per annum is required in planned

maintenance works (renewals). The budgets available for signs, barriers and other street furniture in

the short term, are insufficient to deliver a steady state.

Overall the strategy is to repair, renew or remove potential hazards on a reactive basis. This is

managed via budgets for reactive maintenance and is to be given priority when allocating funding

and kept at levels sufficient to maintain current standards for defects warranting

repair/renewal/removal and associated response times to minimise the risk to road users.

Removal of unnecessary equipment is top priority in accordance with the strategy to 'declutter' the

City's highways.

Drainage and Flood Management



Drainage and

Flood

Management

Replacement or repair

of damaged and/or life

expired assets on

identification of asset

failure



The budgets available for the drainage infrastructure in the short term, are insufficient to deliver a

steady state. Overall the strategy is to manage an acceptable level of deterioration.


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users.

Trees and Green Spaces


Trees and Green

Spaces

Replacement or repair

of damaged and/or life

expired assets on

identification of asset

failure



We have not estimated how much it would cost to maintain the trees and green spaces asset in its

current condition. However the budgets available for trees and green spaces in the short term, are

insufficient to deliver a steady state. Overall the strategy is to manage an acceptable level of

deterioration.




users.


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Appendix D – Life Cycle Plans

1. INTRODUCTION 1.1 Objectives of the Life Cycle Plans

Sets out current practices used to deliver the services and the systems in place to measure performance of the assets

Details the expectations and delivery of the services and the procurement of external providers

Demonstrate the legal framework for highway maintenance and the responsibilities that we have to maintain the highway network for the safe and convenient movement of people and goods

Give an understanding of the financial restrictions for highway maintenance budgets

Use the current highway asset maintenance strategies to consider the options and possible levels of service available and the budget implications to inform and support investment decisions

2. SERVICE EXPECTATIONS 2.1 Goals and Objectives of the Highway assets The goals and objectives of the highway assets are detailed in section 1.5 of the HAMP.

2.2 Asset Management Strategies Appendix C of the HAMP details the management strategies for each of the assets used in the life

cycle plans.

2.3 Use The Traffic section keeps records of traffic volumes figures from a number of permanent and

temporary counter sites. The latest traffic flow figures with a breakdown of the classification of

vehicles such as goods vehicles, motorcycles, cycles, pedestrians etc. are detailed in the annual

Status and Options report. Traffic flows are regularly recorded for those structures on the classified

network that cross the river Tyne, traffic flows at other locations are recorded on an intermittent

basis.

At present there is no usage data recorded for the highway drainage, signs, barriers and other street

furniture and highway green spaces within Newcastle, however the identification of problem

drainage sites, along with other data held by the Traffic Section relating to types of traffic and

pedestrian usage in the location is used in to prioritise reactive, cyclic and renewal works.


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2.4 Legal Position and Third Party Claims

2.4.1 Background As the Highway Authority, the council has an obligation by virtue of Section 41 of the Highways Act

1980 to conserve "highways maintainable at public expense”. This means that a private individual

can make a claim against the council for either personal injury or damage to personal property such

as cars, clothing or premises, if the damage has been caused by a defect in the publically

maintainable highway.

Section 58 of the Highways Act 1980 provides the council with a statutory defence to any claim

where it can establish that reasonable care has been taken to ensure that the area of the highway

where the accident occurred " was not dangerous to traffic".

All Highways claims with a value of less than £50,000 are dealt with ‘in house’ by the Insurance

Team. If we are unable to defend the claim then it is paid out of the Insurance Fund.

2.4.2 Present highway repairs and maintenance policy The council, in line with other local authorities, follows the “Well Maintained Highways - Code of

Good Practice for Highway Maintenance Management” (CoP)`” and operates a systematic process of

highway inspections, intervention and repair to satisfy its obligations under Section 41 of the

Highways Act 1980.

We are currently developing a strategy to implement the “Well Managed Highway Infrastructure: A

code of Practice” which was published in October 2016. The previous Code of Practice will remain

valid until the earlier of when a risk-based approach can be implemented in line with the new CoP, or

until October 2018.

The results of these inspections are captured, by our team of highly trained and experienced

Highways Inspectors, on hand-held data capture devices which generate computerised inspection

records.

The council also keeps records of the activities of both construction and utility companies working on

our streets, plus any complaints received from members of the public via the council’s Envirocall

service are passed on to the council’s Highways Team and are actioned appropriately.

These activities are necessary to enable the council to utilise the statutory section 58 defence.

2.4.3 Future Liabilities If the council fails in their duty as Highway Authority and a member of the public is injured or suffers

damage to property as a result, they will be entitled to compensation if we cannot demonstrate that

we have inspected the highway regularly or carried out repairs in a timely manner.

The cost of maintaining the highway is met from the public purse and therefore the local authority

only have finite resources each year to pay for the reparation of defects that occur.

The Courts have made it quite clear that it is not a defence for a council to claim that they have been

unable to carry out regular and routine inspections due to a lack of funding.


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In Wilkinson v City of York [2011] EWCA Civ 207 York council argued that it did not comply with the

provisions of the Code of Practice because it could not afford to do so.

The Court of Appeal rejected this argument on the grounds that the obligation to maintain and

repair the highway was an absolute obligation.

Therefore the council had to show that such care had been taken as was reasonably required

to discharge this obligation so that the highway was not dangerous for traffic.

It was not open to the Council to argue that it could not afford to discharge the duty and

therefore it could not be relieved from the consequences of not doing so.

In actual fact, for York to have increased all inspections of relevant roads from 6-monthly to

monthly inspection would have cost just £23,000 from a budget of £71m (0.03%).

If we cease to carry out regular and routine inspections of the highways and footpaths under

our jurisdiction, we will quite simply be unable to defend any highway related claims.

2.4.4 Consequences of failing to inspect, maintain and repair the highway Highways related claims account for the bulk of claims made against the council. If we cannot defend

such claims, the overall cost of claims may increase.

Some examples of the costs which can be incurred:

Belinda Jane Byers v London Borough of Brent (1998). In this case, the claimant sustained a sprain injury to her right wrist after tripping on a defective paving stone. LBB admitted liability straight away. A seemingly minor injury became an expensive settlement, when it transpired that the claimant was unable to resume her career as a professional musician as a result of her injuries. The claimant was awarded £194,582.79 for her injuries. Legal costs would be payable in addition to the claim settlement.

AC & DC v TR v Devon County Council [2012]. In this case, the driver of a vehicle was attempting to overtake a slow moving vehicle when his car wheels became stuck in some rutting to the side of a road. As a result, his car swerved into a tree. One of his passengers (AC) was rendered tetraplegic and suffered traumatic amputation of an arm. Another passenger suffered brain injuries and multiple skeletal injuries. The passengers’ claims were settled for £4,250,000. The Motor Insurers claimed an indemnity/ contribution from the highway authority on the basis that he would not have lost control of his vehicle but for the defect. After a 5 day trial on liability, the Court held that the defect which caused the accident was dangerous, the highway authority could not rely on its statutory defence because they inspected less frequently than the Code of Practice recommendations (without proper justification).

2.5 Public Perception Details of the latest public satisfaction surveys used to inform the asset management strategies are

contained in the Annual Status and Options Report.

Customer satisfaction surveys relating to highway structures within Newcastle have not been carried

out.


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When residents in Newcastle are asked what is really important to them the standard of roads and

pavements always scores highly. The following are just a few examples where roads and pavement

maintenance have featured high in public perception.

Decent Neighbourhood Standard Assessments 2013 identified that of the 21 wards assessed 18 of those had residents that believed that the roads and pavements required action.

National Highways and Transportation (NHT) Public Satisfaction Survey 2016 ranked Newcastle 2nd out of the metropolitan boroughs for “satisfaction of the condition of highways” and are first of the authorities in the North East. However the results show that Newcastle residents viewed the condition of the Highway as extremely important with the lowest satisfaction score. Additionally the residents stated that having good pavements is the issue of most importance but again has a relatively low satisfaction score.

Let’s Talk Newcastle identified that roads and pavements continued to be rated by residents as being really important. Potholed and poorly maintained roads give a very poor impression and pose problems for road users. Pavements can be an even greater concern – poor maintenance can cause trip hazards, especially for older people and people with mobility problems. These groups have told us that poorly maintained pavements have a big impact on their confidence to get out and about and the ability to enjoy an active lifestyle.

Newcastle Residents Survey, June 2015 confirmed that the Residents main priorities for improvement are street cleanliness followed by the condition of roads and pavements which over four in ten respondents (42%) state is an issue which needs to be improved.

BBC Survey, Oct 2013 identified that many people in the UK think that the quality of public services have overall been maintained or improved in the last five years despite the cuts. However 66% of those polled believed that the road maintenance had got worse.

2.6 Safety Considerations As part of the Tyne & Wear LTP Plan 2011/21 there is a commitment to work closely with the public,

the police and transport operators to improve safety on all modes of transport. In the case of road

safety, we will continue to use a targeted range of education, engineering and enforcement

measures to maintain our good record in reducing road accidents.

Priority is given to funding the inspection and repair regime set out in the highway inspectors

handbook to ensure that the highway assets are maintained in a safe and serviceable condition.

Structural assessments have been undertaken on all of the Authority’s bridges with appropriate

safety measures having been put in place where required.

2.7 Environmental Considerations NCC is aware of a number of carriageways that run through or adjacent to Sites of Special Scientific

Interest (SSSI), where this is the case restrictions on types of work undertaken and timings of work

may be applicable. The locations and details are held on the SYMOLOGY database.

Newcastle City Council signed the Nottingham Declaration on Climate Change in September 2006.

which effectively states that the Council accepts the evidence that the climate is changing and will

have far reaching implications for the community of Newcastle.


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In response to this Newcastle City Council has produced a Climate Change Strategy and Action Plan,

which is publicly available on the council’s website that sets out plans for highway assets in response

to forecasted changes to the climate:

To design new roads, cycle-ways, footpaths, bridges, culverts, surface drainage systems and

street furniture and specify materials such that they can cope with the anticipated hotter drier

summers and warmer wetter winters during their lifetimes.

To assess existing bridges, culverts and surface drainage systems and take appropriate action to

ensure they will have the ability to deal with hotter drier summers and potential subsidence

during their lifetimes.

To reduce the risk of damage to properties and infrastructure by monitoring with other partners,

the capacity of the surface drainage system and develop a programme of works to address

hotspots of flooding across the city.

To take opportunities to improve the capacity of existing bridges and culverts so that the

Authority can comply at times of flooding with a general duty of care to the public.

Aim to achieve, through collaborative working with partners a transport system that performs

safely and with minimal disruption under conditions of high intensity rainfall.

investing in street tree planting where possible with a beneficial effect on air filtration and air

quality.

To create and maintain an urban network of trees, green spaces and habitats that is sufficiently

robust to withstand climate extremes and to support as much urban biodiversity as possible,

given climate change

To create and maintain an urban network of trees and green spaces that poses minimal danger

to property or human life in the event of climate extremes

To ensure that the design of new bridges, culverts and surface drainage systems are not

susceptible to hotter drier summers and potential subsidence during their lifetimes.

For traffic signals, the environmental requirements for new installations can be found within

BS7987:2001, additionally the disposal of electrical apparatus are governed by the Waste Electrical

and Electronic Equipment Regulations 2006, which directs that all such equipment shall be disposed

of through an Authorised Treatment Facility (ATF).

Newcastle City Council are now specifying the use of LED signal heads and other Extra Low Voltage

(ELV) equipment as it is believed that this both reduces the energy usage and increases the length of

time between replacements, for a small additional cost at installation.

2.8 Utility Activity Utility activity can have a major effect on the maintenance and management of the highway assets.

Where new services are required or refurbishment of existing services is undertaken this can have a

major impact on the availability of the highway including structures. In addition when maintenance

works on a structure are undertaken this can require disturbance and even diversion of the services


17 | P a g e

held on the structure with a very large additional cost implication for the scheme. NCC are

encouraging statutory undertakers to put services within a structure rather than attaching them to

the external walls, as this often causes greater problems.

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.

Statutory Undertaker activity tends to have little effect on the maintenance and management of the

green spaces assets, except where reinstatement of the grass verge is not undertaken correctly or

where trees have been damaged through failure to comply with NJUG guidance and the City's Policy

and guidance on working near trees. In addition refuse from footway and carriageway works often

finds its way onto shrub beds which impacts on user perceptions.

The number of statutory undertaker openings undertaken within the last 5 years is detailed in the

Annual Status and Options Report, a breakdown of these figures for individual highway assets is not

available at present.

Co-ordination of utility and authority works is undertaken by the street works team in accordance

with the New Roads and Street Works Act. Details can be found within the Operations Manual

together with the regime for the inspection of utility works.

Statutory Undertaker activity tends to have little effect on the maintenance and management of the

signs, barriers and street furniture assets.

2.9 Amenity Value Considerations: Newcastle City Council has produced Developer Guidance and their agents on providing new highway

that is required to be adopted and subsequently maintained by NCC. The document 'Design and

Construction of Roads and Accesses to Adoptable Standards' is available on the Council website. The

document has been compiled from local and national standards, but also incorporates new

approaches to urban design, whilst still ensuring that highway solutions are safe and accessible to all.

By ensuring that the standards set out in this document are met, new and re-aligned existing

highways will provide quality public realm, accessible areas and play a key role in the sustainability of

the existing and new built environment. The document also provides options for surface finish

materials that are acceptable to the council.

It is recognised that some areas of the city have unique characteristics and different materials may

be appropriate to provide local colour and/or a sense of identity. e.g Grainger Town, Stowell Street

(China Town) etc.

2.10 Network Availability Considerations Newcastle City Council has developed a Network Management Plan (NMP) in response to the Traffic

Management Act 2004 (TMA) and in order to tackle congestion & secure the expeditious movement

of traffic (including pedestrian traffic) throughout the city. This is seen as an integral part of the

TAMP.

http://www.newcastle.gov.uk/planning-and-buildings/planning-applications/planning-guidance/developer-guidancehttp:/www.newcastle.gov.uk/planning-and-buildings/planning-applications/planning-guidance/developer-guidance

http://www.newcastle.gov.uk/wwwfileroot/legacy/regen/plantrans/DesignAndConstructionOfRoadsAndAccessesToAdoptableStandardsMarch2011.pdf

http://www.newcastle.gov.uk/wwwfileroot/legacy/regen/plantrans/DesignAndConstructionOfRoadsAndAccessesToAdoptableStandardsMarch2011.pdf


18 | P a g e

The NMP identifies a number of traffic sensitive routes, where working time restrictions are

prescribed, which can affect the cost of carrying out works on the asset and the life cycle plans take

account of the increased costs associated with the working time restrictions.

2.11 Policies Like many authorities Newcastle City Council have “policies” that are not in fact documented council

approved policies; rather they are custom and practice that has been assumed to be council policy.

The policies relevant to the Transport Asset Management Plan are set out in the Council's Policy

Statement for Transport Asset Management and the Strategic Management Plan.

2.12 Service Improvements A Service Improvement Action Plan is detailed in the Appendix F of the HAMP.


19 | P a g e

3. INVESTMENT 3.1 Current Financial Position The current known and anticipated budget allocations are reviewed annually and details contained

within the Annual and Options Report together with historical funding figures. A summary of the

current budget position is shown below.

Responsive Maintenance (Revenue) The traditional revenue budget for responsive maintenance of the highway assets.

Planned Maintenance and Improvements (Capital) LTP capital maintenance is used to fund planned maintenance and improvements to mainly classified

roads, pavements, structures and other transport assets.

Over previous years the LTP capital budget has been supplemented with around £13m of additional

funding from prudential borrowing to improve the condition of the residential roads and pavements

at a local level in the neighbourhoods.

Flood Prevention and Repairs to Damage (Capital) In 2013/14 the council allocated additional capital funding from prudential borrowing for repairs to

roads, pavements and structures caused by the flooding in 2012, severe winters and continued wet

weather. £3.0m was allocated to flood prevention and a further £4.0m allocated for repairs to

damaged areas.

Government Grant – Road Repairs (Capital) In 2013/14 the council was allocated additional funding for essential maintenance to renew, repair

and extend the life of the highway network either damaged byflooding or prolong periods of bad

weather. Since 2013 we have received £1.628m allocated to repairs to damaged areas.

Street Lighting (Revenue) The city’s street lighting is provided and maintained under a private finance initiative (PFI) contract

which also facilitates energy supply. This twenty five year contract started in 2004. The city council

receives support for the cost of this in the form of PFI credits from central government which are a

fixed annuity of £2.090m. The city council’s liability under this contract is around £4.95m per annum.

NOTE: The street lighting budget figures are not included in the Annual Status and Options Report

due to the fixed nature of the payments under a PFI contract.

3.2 Funding and Income Funding for highway maintenance and investment has come from a number of sources in recent

years, however the continued availability of these funds is not guaranteed. With downward pressure

on revenue budgets, the council has had to look at capital funding to substitute for revenue for

highway maintenance. This produces a difficult trade off since revenue funding is highly flexible, both

in terms of the size and nature of the works that it funds. Capital funding is much less flexible, being

restricted to larger schemes and often only those relating to a particular theme or location. The least

flexible is scheme specific capital funding which will usually be strictly proscribed to what and where

it can be applied.


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Prudential Borrowing Since 2004, the council has made additional funding available using prudential borrowing with the

repayments made from a specific increase in council tax. These funds concluded in 2015/16.

Additional prudential borrowing funded from the highway maintenance revenue budget has been

used to substitute for declining revenue works budgets for 2014/15 and a revenue stream has been

reinstated for 2015/16. This graph demonstrates how this has supported Road and Pavement works

in the neighbourhoods over time.

There is no prudential borrowing budget identified beyond 2015/16 at this time.

Local Transport Plan (LTP)

The LTP grant has been subject to cuts in recent years. In December 2014, as part of a £6 billion

national programme, the Council was informed by the Department for Transport (DfT) of the

anticipated levels of highway maintenance capital funds for the six years from 2015-16 to 2020-21.

This equates to approximately £16 million For Newcastle City Council. Further details can be found

on the DfT webpage - Highway Maintenance funding allocations 2015-21

The advantage of longer term stability of funding will give the Council the ability to plan ahead and

manage the maintenance of the highway network, using the principles of asset management.

Mainstream revenue budgets The downward pressure on council budgets generally has been reflected in cuts to revenue budgets.

Central Government Central Government has made one off grants in recent years, particularly to repair damage cause by

severe weather. While this funding is welcome, it is not possible to rely on this as a permanent

budget.

Road and Pavement - Budget Allocations

1.50 1.50 1.50 1.50 1.50 1.50 1.50

0.05

2.00 2.00 2.00 2.00 2.00

4.00 4.00

3.00

2.00 2.00

0.00

1.25

1.25 1.25

1.25

0.50

0.50 0.50

-0.38 -0.38

0.73

-1.00

0.00

1.00

2.00

3.00

4.00

5.00

6.00

2004

/05

2005

/06

2006

/07

2007

/08

2008

/09

2009

/10

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

Year

To

tal S

pe

nd

(£

mil

lio

n)

LTP maintenance block

Supporting Ad hoc budget

Additional borrowing

Additional prudential borrowing(replacing cash limit)

Prudential borrowing

Cash limit

https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/390211/highways-maintenance-2015-2021.xlsx


21 | P a g e

Scheme Specific Grants Additional grants have been made for specific projects which improve sections of the highway

network but do not add to the ability to carry out maintenance generally. Where there are

longstanding location specific problems that create congestion or safety issues, this type of funding is

particularly welcome and we will continue to actively secure this additional funding.

Revenue Income As a result of the regulatory powers of the council over activities on the network, there are a number

of fees, charges and penalties received by the authority. In most cases, however, the amount of

these charges is limited by statute to recovery of costs. In the case of penalties, these are having the

effect of changing the behaviour of the parties concerned leading to improved performance rather

than leading to any significant revenue stream.

3.3 Valuation Valuations of the assets are carried out in accordance with the requirements of the Whole of

Government Accounts. Details of the latest valuation of the assets is contained in the Annual Status

and Options Report.


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4. DELIVERY MODELS AND PROCUREMENT

4.1 Current Situation

At present works are commissioned through a number of routes although procurement methods are

constantly being reviewed in line with Council procedures.

i) Generally works for revenue budgeted and medium sized capital projects are delivered through an internal agreement within Highways & Local Services. In addition framework contracts are in place with 3 no. providers for specialist services and to provide additional capacity if required for planned highway surfacing and patching, structural maintenance and technical surveys. Partnering arrangements with other local authorities are also in place to provide other services eg. Laboratory testing and technical surveys by Northumberland County Council.

ii) High value major capital maintenance works are generally procured through competitive tender following the Council’s financial rules and regulations with tenderers being chosen from a select list of contractors using a formally identified process.

iii) Occasionally specialist works will be subject to a competitive tendering or quotation process, which may involve contactors from outside of the framework and partnering arrangements. On such occasions quality and financial checks are undertaken on all companies invited to quote.

The current delivery model combines the effective and flexible internal highway engineering and

environmental workforce with external partners delivering resurfacing and structures maintenance. The in-

house team also provides year round emergency cover for the council in connection with a wide range of

incidents, including extreme weather.

4.2 North East Highway Alliance

The North East Highway Alliance (NEHA) was formed in 2013 to facilitate collaborative working between

the twelve Highway Authorities in the North East. The principles of the NEHA is to act as the lead providing

momentum and enthusiasm for highway collaboration and to deliver efficiencies across the North East.

In recent years, Newcastle has undertaken a number of collaborative projects with its neighbouring

authorities. This includes the NEPO Transportation and Civil Engineering Consultancy framework, awarded

in November 2012 and led by Northumberland County Council. In October 2013, the Highway Surfacing

framework led by Newcastle was awarded on behalf of Northumberland, South Tyneside, Sunderland and

Darlington authorities.

4.3 Use of External Income

The council is pursuing Civic Enterprise as a way of generating external income to support core budgets,

sustain employment and provide training opportunities. Highways and Traffic Signals have a good track

record of generating external income.


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5. RISK Risk is 'the threat that an event or action can adversely affect an organisation’s ability to achieve its

objectives and to successfully execute its strategies’ (Audit Commission). A simpler definition might be ‘the

chance of something happening that will have an impact on objectives’.

Risk management supports the approach adopted for making decisions through the asset management

planning process. Risk Management is defined by the Council as:

‘The planned and systematic approach used to identify, evaluate and manage the whole range of business

risks and opportunities facing the Council’.

A risk can be defined as an uncertain event, which, should it occur, will have an effect on the desired

performance of on an asset or series of assets. It consists of a combination of the likelihood of a perceived

threat or opportunity occurring, and the magnitude of its impact on the objectives, where: Threat is used to

describe an uncertain event that could have a negative impact on the levels of service; and Opportunity is

used to describe an uncertain event that could have a favourable impact on the levels of service.

5.1 Highway Risk

Highway authorities are required to manage a variety of risks at strategic, tactical and operational levels.

The likelihood and consequences of these risks is used to inform and support our approach to asset

management and inform key decisions regarding performance, investment and implementation of works

programmes.

Successful implementation of the Asset Management Framework requires a comprehensive understanding

and assessment of the risks and consequences involved. Understanding of risk enables the asset

management process to address the issues identified.

The most commonly understood risks affecting the highway service relate to safety. However, there are a

wide range of other risks and their identification and evaluation is a crucial part of the asset management

process. Risks may include:

Safety;

Reputation;

Asset loss or damage;

Service reduction or failure;

Operational;

Environmental;

Financial; and

Contractual.

Specific identified risks that relate to the carriageway asset can be found in the risk register in Appendix E

of the Highway Asset Management Plan.


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5.2 Managing Risk

Our approach used for managing risk is shown below


25 | P a g e

6. CARRIAGEWAYS

6.1 The Asset 6.1.1 Inventory The latest asset inventory information and potential for growth is detailed in the Annual Status and Options

Report.

6.1.2 Asset Register

The asset register of carriageway infrastructure is held on the asset management system database

(SYMOLOGY) which at present stores details of:

Street name

Road classification

Condition data

SCANNER and CVI survey data

Highway Inspectors condition data

length

width

area

Surfacing material

Historical planned maintenance

Historical reactive maintenance

Location of traffic calming features

6.1.3 Impact of Poor Road Assets Condition The following key points demonstrate why road condition matters to the council, its residents and visitors.

Economic Impacts

A recent YouGov survey suggests that poor condition of local roads were costing SME’s in England and Wales £5bn through inefficiencies

Investment in our highway network supports jobs and growth within the City

Accidents and Injuries


26 | P a g e

Newcastle currently pays out 17% of all highway claims totalling £500k per annum. The other 83% are defended due to our robust inspection and maintenance regime

15% of the legal claims the Cyclists’ Touring Club handles stems from road defects

Increased fuel consumption and emissions

Poor road surfaces contribute to increased maintenance costs and fuel consumption. In addition these emissions are associated with negative health impacts such as asthma, and contribute to climate change.

Congestion and travel time

Poor road conditions lead to slower speeds and increased congestion. These situations are heightened when there are unplanned roadworks.

6.2 Management Practices

6.2.1 Inspection Regime

Safety Inspections

These surveys are intended to identify defects that are likely to create a danger or serious inconvenience to

users of the network. They are undertaken by a slow moving vehicle as detailed in the Highway Inspection

Handbook.

Service Inspections

These are more detailed inspections to ensure the individual carriageway elements, road markings etc. are

safe and meet the serviceability requirements that comply with the needs of users and the Highway Asset

Management Plan.

These inspections are undertaken at differing frequencies for different areas of the city as detailed in the

Highway Inspection Handbook.

Condition Inspections/Surveys

These inspections assist in identifying deficiencies in the carriageways making up the highway. If untreated

they will adversely affect the long term performance and serviceability.

The condition of the asset is assessed by regular inspections using a number of assessment techniques.

Newcastle City Council has developed an in-house condition inspection regime, with information recorded

in the Symology database. The highway inspectors give a condition rating for each carriageway during the

course of their service inspections, full details of which can be found in the Highway Inspection Handbook.


27 | P a g e

In addition a number of inspections/surveys are undertaken that provide condition information for national

and local performance Indicators.

The type and frequency of condition inspection or assessment undertaken for each road hierarchy is

detailed in the table below.

Frequency of Condition Inspections/Assessments

Road Hierarchy Inspection/Assessment Type Frequency

Principal Roads (A)

SCANNER One direction annually

Griptester Annually

Highway Inspector condition

assessment 6 Monthly

CVI Annually

Classified Roads

(B & C)

SCANNER One direction annually



CVI Annually

Griptester As required (site specific)

Unclassified Roads

CVI Every 3 years (33% p.a.)

Griptester As required (site specific)



The data from the condition surveys/inspections is used to produce detailed road condition information set

out in the Annual Status and Options Report and inform the performance indicators detailed in section 6.4

below: Performance Indicators.

6.2.2 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.

Where new assets are commissioned from within the authority, the schemes will only be introduced into

the Capital Programme following their approval by the Council.


28 | P a g e

At present there is no arrangement for long term maintenance costs to be funded for new assets which can

lead to increased maintenance requirements. The Council is now looking into requiring delegated sums

from the developers for the ongoing maintenance of new infrastructure.

Records of all adoptions are provided to the streetworks team with information added to the gazetteer and

entered onto the Symology database this in turn updates the list of streets to be inspected.

Where works entail a change to the existing infrastructure records of the changes are held on

design/construction project files or the works orders on the SYMOLOGY database.

6.2.3 Routine Maintenance Routine reactive maintenance is initiated by the Highway Inspectors / Highway Control Assistants following

their safety inspections. NCC has a detailed procedure for identifying defects, rating their importance and

assigning a works priority / completion time. Details of which can be found in the Highway Inspection

Handbook.

6.2.4 Operational/Cyclic Maintenance Operational / Cyclic Maintenance is the regular ongoing day-to-day work that comprises servicing rather

than repair and is necessary to keep assets operating, Cyclic maintenance activities for carriageways are


Cyclic Maintenance Activities

Maintenance Activity Location Maintenance Interval Responsibility

Gully Cleaning Residential Streets Once Annually Local

Services Identified Arterial and

Main Routes

3 times annually during road

closures

City Centre On average once per month to fit in

with other weekend works

Hot Spots (Locations of

regular flooding

problems)

Individual regime to suit location

6.2.5 Planned Maintenance: Renewals Renewal/replacement work is major planned (programmed) work that does not increase the asset’s

designed capacity, but restores, rehabilitates, replaces or renews an existing asset to its original capacity.

The table below details the carriageway renewal activities available to NCC and their expected programme

intervals.


29 | P a g e

Table Planned Carriageway Maintenance Activities

Treatment type Comments Anticipated renewal frequency

years

Principal Classified Unclass

Rhinophalt Application of proprietary bitumen

rejuvenator. 5 5 N/A

Planned Patching A large number of patch repairs or a number

of very large patches in a discrete area. 12 18 25

Surface Dressing

Application of a bituminous emulsion to the

carriageway upon which one or more layers

of stone chippings are applied.

N/A 10 15

Micro Asphalt

Removal of existing surface course and

replacement with micro asphalt surfacing

materials on top of existing construction up

to 20mm

N/A N/A 20

Thin Surfacing (Inlay)


replacement with thin proprietary surfacing

materials on top of existing construction up

to 40mm

10 10 N/A

SMA (Inlay)


replacement with Stone Mastic Asphalt

surfacing materials on top of existing

construction up to 40mm

N/A N/A 25

Overlay (HRA) Addition of new HRA surfacing materials on

top of existing construction. 20 20 40

Resurfacing (HRA

Inlay)


replacement with new. 20 20 40

Resurfacing (CGBM

Inlay)


replacement with new. N/A 15 25

Resurfacing (Inlay

strengthening)

Removal of existing surfacing materials,

surface & binder courses, and replacement

with new.

40 40 80

Reconstruction

Removal of existing carriageway

construction, full or partial depth, and

replacement with new.

60 60 100

High friction (Anti-

skid) surfacing

Application of high friction surfacing to

improve skid resistance. 7 7 10


30 | P a g e

NCC Highways and Local Services have introduced a formal procedure for identifying possible renewal

schemes on the unclassified network using the GIS mapping system.

Initially the relevant carriageway condition data is plotted onto a map showing those areas that should be

considered for treatment, other details are also considered using separate plans such as accident clusters;

slips, trips & falls & third party claims.

Also taken into consideration is the location of buildings that may lead to an increase in vulnerable

pedestrian numbers such as care homes, schools etc. In addition the Highway Control Assistants are asked

to identify where large areas of patching works have taken place.

From this a list of possible schemes is produced that meet the technical criteria for some form of renewals

work to be undertaken on a ward by ward basis.

6.2.6 Disposal The disposal of road assets is relatively rare from the perspective of a council disposing of an entire section

of road. However there have been a few occasions where the enforced redundancy of a length of

carriageway due to the introduction of a new route, for example, has resulted in a “stopping up” order

being invoked with the carriageway and its ongoing maintenance liabilities reverting to the responsibility of

the adjacent land owners.

6.3 Forward Works Programme 6.3.1 Existing Programmes; Using the identification and scheme ranking procedures described above a fully integrated 3 year rolling

programme of prioritised schemes is produced and progress is detailed in the Annual Status and Options

Report.

6.3.2 Programme Coordination

Each individual programme, including those derived from the LTP process is provided to the Head of

Highways and Local services as a 12 month dedicated scheme programme for construction as part of a

forward works programme of priority works. This is reviewed annually. All parties are made aware of other

programmes and the opportunity is taken to highlight conflicts and opportunities for efficiency savings.

The construction programme is submitted to Council for approval on an annual basis while the forward

works programme is detailed in the Annual Status and Options Report.

6.3.3 Option Appraisal; The identification of the appropriate treatment required at an individual location is based at present on the

engineering judgement of the responsible officer taking in to account site investigation works.

6.4 Performance 6.4.1 Performance Measurement A suite of key and other indicators have been developed to monitor the status and performance in the

delivery of the services.


31 | P a g e

6.4.2 Key Performance Indicators The most relevant to the carriageway lifecycle are:

national and local indicators for condition and the surveys to collect the condition data

customer satisfaction

inspections and repairs to potentially hazardous defects

road safety

as detailed in the table below.

Key Performance Indicators relating to the Carriageway Asset

LEVELS OF SERVICE PERFORMANCE

MEASURE

REVIEW

FREQUENCY

PI CORE OBJECTIVES

Surveys

Undertake SCANNER

condition surveys on

classified roads to meet

national indicator

requirements

Percentage of

inspections

undertaken as per the

programme

Annually National Serviceability,

Sustainability

Undertake CVI condition

surveys on A, B & C roads

to meet local indicator

requirements

Percentage of

inspections


programme

Annually Local Serviceability,

Sustainability

Undertake CVI condition

surveys on unclassified

roads to meet national

indicator requirements

Percentage of

inspections


programme


Sustainability

Undertake skid resistance

surveys (Griptester) on

Principal Roads to meet

policy requirements

Percentage of surveys


programme


Sustainability

Inspections

Undertake service

inspections on all

carriageways as set out in

Percentage of

inspections


Sustainability


32 | P a g e


the Highway Inspectors

Handbook


programme

Undertake routine safety

inspections on all

carriageways as set out in

the Highway Inspectors

Handbook

Percentage of

inspections


programme

Annually Local Safety

Condition

Maintain the condition of

Principal roads (A class)

roads to meet the

Decent Neighbourhood

Standard

Percentage of

Principal road

network where

maintenance should

be considered


Sustainability


Non-Principal classified

roads (B and C class)

roads to meet the

Decent Neighbourhood

Standard

Percentage of Non-

Principal Classified

road network where

maintenance should

be considered


Sustainability


unclassified roads to

meet the Decent

Neighbourhood Standard

Percentage of

Unclassified road

network where

maintenance should

be considered


Sustainability

Carry out measures to

sites requiring potentially

deficient sites

Percentage of

Principal roads scrim

surveyed found to be

at or below

investigatory level

Annually To be

introduced as

an

improvement

action

Safety,

Serviceability,

Sustainability

Maintenance

Emergency defects shall

be attended to with

immediate response (not

longer than 2 hrs)

Percentage of defects

attended within the

allotted timescale

Annually Local

Safety

Category 2 (non-

emergency) defects shall

be rectified or made safe

within 24 hrs

Percentage of Cat 2

defects repaired

within the allotted

timescale

Annually Local Safety


33 | P a g e


Repairs to category 3

defects will be carried out

within 10 working days

Percentage of Cat 3

defects repaired

within the allotted

timescale

Annually Local Safety,

Serviceability,

Sustainability

Repairs on category 4

defects will be carried out

within 1 month

Percentage of Cat 4

defects repaired

within the allotted

timescale

Annually Local Safety,

Serviceability,

Sustainability

Gullies cleaned in

response to Envirocall

request

Percentage of gullies

cleaned in response

time

Annually

Local Safety,

Serviceability,

Sustainability

Customer Satisfaction

Net satisfaction with the

condition of Newcastle's

roads

Percentage Annually

Local Serviceability

Road Safety

Reduction in casualties

killed or seriously injured

Percentage difference

from previous year

Annually

Local Safety

Reduction in casualties

that are children killed or

seriously injured


from previous year

Annually

Local Safety

Reduction in casualties -

slight injuries


from previous year

Annually

Local Safety

The performance information for the inspections and repairs to potentially hazardous defects includes the

footways, signs, barriers and other street furniture. Similarly, the performance information for gully

cleaning includes for gullies in the footways.

Consideration is being given to breaking down this information for each individual asset group.

6.4.3 Other Performance Indicators

The key performance indicators will be supplemented with other indicators as required to meet the ever changing demands on the delivery of the service.


34 | P a g e

6.4.4 Performance Reporting The latest key performance Indicator information is made available in the Annual Status and Option Report,

together with details of other indicators relevant to the delivery of the service and targets to monitor past

and future performance.


35 | P a g e

7. FOOTWAYS


Report.

7.1.2 Asset Register The asset register of carriageway infrastructure is held on the asset management system database

(SYMOLOGY) which at present stores details of:

Street name

Footway classification (Prestige Area, primary / secondary walking route etc.

Location

Condition data

DVI survey data

In house condition assessment

Date of last inspection/survey

Length

Width

Area

Surfacing material

Kerb type / material

Channel type / material

Planned maintenance history

Reactive maintenance history



Safety Inspections


36 | P a g e

These surveys are intended to identify defects that are likely to create a danger or serious inconvenience to

users of the network. They are undertaken by a slow moving vehicle as detailed in the Highway Inspection

Handbook.

Service Inspections

These are more detailed inspections to ensure the individual footway elements, road signs, street furniture

etc.) meet the serviceability requirements that comply with the needs of users and the Highway Asset

Management Plan.

These inspections are undertaken at differing frequencies for different areas of the city as detailed in the

Highway Inspection Handbook.

Condition Inspections

Condition inspections assist in identifying deficiencies in the footways and carriageways making up the

highway. If untreated they will adversely affect the long term performance and serviceability.

The condition of the asset is assessed by regular inspection and by using a number of assessment

techniques.

Newcastle City Council has developed an in-house condition inspection regime, with information recorded

in the Symology database. The highway inspectors give a condition rating for each footway during the

course of their inspections full details of which can be found in the Highway Inspection Handbook

In addition a Footway Network Survey (FNS) is undertaken by an external provider in order to assess the

overall condition of footways within Newcastle.

The type and frequency of condition inspection or assessment undertaken for each footway hierarchy is

detailed in the Highway Inspectors handbook which will be available on our webpage.

7.2.3 Construction/Asset Acquisition New assets are typically acquired from either adoption or from taking over improvement works completed


Section 38, 278 or 106 legal agreements. Newly constructed 'adoptable' streets are only adopted once they

meet current council specifications.


the Capital Programme following their approval by the Council.




Records of all adoptions are provided to the streetworks team with information added to the gazetteer and

entered onto the Symology database this in turn updates the list of streets to be inspected.




37 | P a g e

7.2.4 Routine Maintenance Routine reactive maintenance is initiated by the Highway Inspectors / Highway Control Assistants following

their safety inspections. NCC has a detailed procedure for identifying defects, rating their importance and

assigning a works priority / completion time. Details of which can be found in the Highway Inspection

Handbook.

7.2.5 Operational/Cyclic Maintenance Operational / Cyclic Maintenance is the regular ongoing day-to-day work that comprises servicing rather

than repair and is necessary to keep assets operating, Cyclic maintenance activities for carriageways are

detailed in table 4.6.

Table 4.6 Routine Maintenance Activities

Maintenance Activity Maintenance Interval Responsibility

Cyclic Maintenance

Footway Gully Cleaning Annually Local Services

Tree & Hedge Trimming Inspected twice per year works

instigated as required

Environmental Services



The table below details the footway renewal activities available to NCC and their expected programme

intervals.

Steady State Maintenance Activities

Treatment type Comments Anticipated

frequency

Slab Relay A large number of slabs or a large area of slabs to be

taken up and re-laid in a discrete area, of a flagged

footway, with replacement of damaged slabs only.

25 year

Slurry Seal Application of a thin screed surfacing to the existing

bituminous footway.

7 years

Overlay Addition of new surfacing materials on top of existing

bituminous construction, where possible.

30 years

Resurfacing Removal of existing bituminous footway construction

and replacement with new.

30 years


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frequency

Resurfacing

Red

Removal of existing bituminous footway construction

and replacement with new.

15 years

Reconstruction

Bituminous and slab

Removal of existing footway construction, including

sub grade, and replacement with new construction.

Only undertaken where sub-base layers do not exist

at present.

40 years

NCC Technical Services have introduced a formal procedure for identifying possible renewal schemes on

the footway network using the GIS mapping system.

Initially the relevant footway condition data is plotted onto a map showing those areas that trigger possible

intervention, other details are then added to the plans such as accident clusters; slips, trips & falls & third

party claims.

Also taken into consideration is the location of buildings that may lead to an increase in vulnerable

pedestrian numbers such as care homes, schools etc. In addition the Highway Control Assistants are asked

to identify where large areas of patching works have taken place.

From this a list of possible schemes is produced, that meet the technical criteria for some form of renewals

work to be undertaken, on a ward by ward basis. Historically these framed choices are provided to the

ward members from which an agreed priority list is derived such that a programme of works can be

produced for each ward up to the funding limit available.

7.2.7 Disposal The disposal of footway assets is relatively rare from the perspective of a council disposing of an entire

section of footway. However there have been a few occasions where the enforced redundancy of a length

of footway due to the introduction of a new route, for example, has resulted in a “stopping up” order being

invoked with the footway and its ongoing maintenance liabilities reverting to the responsibility of the

adjacent land owners.

7.3 Forward Works Programme

7.3.1 Existing Programmes Using the identification and scheme ranking procedures described above a fully integrated 3 year rolling

programme of prioritised schemes is produced with an annual report on progress being presented to the

Executive.


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Highways and Local services as a 12 month dedicated scheme programme for construction as part of a

forward works programme of priority works. This is reviewed annually. All parties are made aware of other

programmes and the opportunity is taken to highlight conflicts and opportunities for efficiency savings.

The construction programme is submitted to Council for approval on an annual basis while the forward

works programme is detailed in the Annual Status and Options Report.

7.3.3 Option Appraisal The identification of the appropriate treatment required at an individual location is based at present on the

engineering judgement of the responsible officer taking in to account site investigation works.

7.4 Performance 7.4.1Performance Measurement

A suite of key and other indicators have been developed to monitor the status and performance in

the delivery of the services.

7.4.2 Key Performance Indicators At present there are no national indicators for footways. The most relevant to the footway lifecycle are:

local indicators for condition and the surveys to collect the condition data

customer satisfaction


The local indicators for condition, the surveys to collect the condition data and customer satisfaction are


Key Performance Indicators relating to the Footway


MEASURE

REVIEW

FREQUENCY

PI CORE OBJECTIVES

Surveys

Undertake FNS condition surveys

footways to meet Local indicator

requirements

Percentage of

inspections undertaken

as per the programme

Annual Local Serviceability,

Sustainability

Condition


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Key Performance Indicators relating to the Footway


MEASURE

REVIEW

FREQUENCY

PI CORE OBJECTIVES


footways using FNS data to meet

the Decent Neighbourhood

Standard

Percentage of footways

considered to be

structurally unsound


Sustainability

Customer Satisfaction

Net satisfaction with the

condition of pavements

Percentage Annually Local Serviceability

Performance information for the inspections and repairs to potentially hazardous defects is are

included with the carriageways, signs, barriers and other street furniture as detailed in the

carriageway section of these life cycle plans. Similarly, the performance information for gully cleaning

includes for gullies in the carriageways.



The key performance indicators will be supplemented with other indicators as required to meet the

ever changing demands on the delivery of the service.

7.4.4 Performance Reporting The latest key performance Indicator information is made available in the Annual Status and Option Report,

together with details of other indicators relevant to the delivery of the service and targets to monitor past

and future performance


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8. STRUCTURES


Report.

8.1.2 Asset Register Asset Register Information on the inventory of highway structures is held on the BridgeMan database. This is an Access

database, which holds details of:

structure name

structure no

structure type

structure owner

structure location

maintenance responsibility

construction details

inspection details

In addition historical paper based records of structure drawings, inspection and assessment reports are also

held, within the structures team.

There is a high level of confidence in the records held although gaps are known to exist in the records of:

retaining walls - retaining walls are found on a regular basis which are not currently on the database, often ownership of such structures is not clear

culverts - it is known that there are a number of culverts which do not feature on the database mainly in Denes and parks, as these are buried structures they are difficult to identify.

riverside structures – records of river walls, revetments and jetties, and associated pedestrian guardrail are not at present held within the inventory data, a survey of these structures along the Tyne has been undertaken and the results are currently being incorporated into the structure records.

As and when missing structures are identified they will be added to the database.


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8.2.1 Inspection Regime Bridge inspections are carried out in accordance with the requirements and recommendations of the COP

for Highway Structures.

Bridge Inspection Details

Inspection Type Frequency Asset Type Covered

General Inspections

(A visual examination of all

parts of structure without

using access equipment)

All structures annually. All highway structures (unless

subject to a Principal

Inspection)

Principal Inspections

(a close examination within

touching distance to all

parts using access

equipment)

Every 6 years on Major bridges

only

Major Bridges

Special Inspections

(the type depends on the

aim of the inspection)

1, 3, 6, 12 monthly or as

requested.

On weak or potentially

hazardous structures

Post Tension Inspections Once only (subject to national

guidance)

Post Tensioned Structures

Underwater Inspections Every 6 years On vulnerable structures

carried out as part of a principal

inspection

The results of these safety inspections are recorded in a paper based format which is loaded into the

Bridgeman database and held in hard copy within the file for each structure. These records are used to

determine the reactive work requirements.

8.2.2 Condition Assessment The condition of a structure is identified following a General Inspection and is rated using the County

Surveyors Society (CSS) Bridge Condition Index. The condition indicators for an individual bridge (BCI) or a

stock of bridges (BSCI) are evaluated using the data collected during the bridge inspections, which typically

report the condition of different elements (e.g. main beams, abutments, drainage etc.) according to a

predefined scale set out in the CSS inspection procedure.


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The BCI values can be interpreted broadly as the “percentage service potential” of a bridge. Thus a BCI

value of 100 implies that the bridge has retained 100% of its service potential; a value of 60 implies that the

bridge has lost 40% of its service potential and a value of 0 implies that the bridge is no longer serviceable.

The BCIav is the average BCI for a bridge evaluated taking into account the condition of all structural

elements in a bridge.

The BCIcrit is the critical BCI for a bridge evaluated taking into account the condition of those elements

deemed to be of a very high importance to the bridge.

The BSCIav and BSCIcrit is a measure of the above condition index values for all bridges in the stock.

Table below gives an interpretation of the BSCIav and BSCIcrit values in terms of the general condition of the

bridge stock. In deciding on the level of funding to be allocated to different bridge stocks, it should be

recognised that the funding required for a stock, which is in poor condition, e.g. BSCI 50, can be very high

compared to another stock which is in a fair condition with a BSCI 75, to obtain the same increase in BSCI

value.

Interpretation of Average and Critical Stock values

Score Average Stock Condition based

on BSCIav

Critical Stock Condition based on

BSCIcrit

100 – 95

Very Good

Structure stock is in a very good

condition. Very few structures may

be in a moderate to severe

condition.

Very few critical load bearing elements

may be in a moderate to severe condition.

Represents very low risk to public safety.

94 – 90

Good

Structure stock is in a good

condition. A few structures may be in

a severe condition.

A few critical load bearing elements may

be in a severe condition. Represents a low

risk to public safety.

89 – 80

Fair

Structure stock is in a fair condition.

Some structures may be in a severe

condition.

Some critical load bearing elements may

be in a severe condition. Some structures

may represent a moderate risk to public

safety unless mitigation measures are put

in place.

79-65

Poor

Structure stock is in a poor condition.

A significant number of structures

may be in a 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 put in place.

64 – 40

Very Poor

Structure stock is in a very poor

condition. Many Structures may be

in a severe condition.

Many critical load bearing elements may

be unserviceable and close to it and are in

a potentially hazardous condition. Some


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structures may represent a significant risk

to public safety unless mitigation measures

are put in place.

39 – 0

Sever

Structure stock is in a severe

condition. Many structures may be

unserviceable or close to it.

Majority of critical load bearing elements

may be unserviceable or close to it and are

in a potentially hazardous condition. Some

structures may represent a very high risk

to public safety unless mitigation measures

are put in place.

The Structure Condition shall be measured for the following structure types,

• Bridges – structures with a span of 1.5 metres or above. This category includes subways, culverts,

footbridges, tunnels and underpasses.

• Retaining Walls – all retaining walls associated with the highway, 1.5 metres or above, are included

provided their dominant function is to act as a retaining structure

• Sign/Signal Gantries – a structure spanning or adjacent to the highway, the primary function of which is

to support traffic signs and signalling equipment.

• Other Structure Types - structure types associated with the highway that are not covered by the

aforementioned categories.

8.2.4 Current Condition The current condition ratings BSCIav & BSCIcrit for structures are measured against the road hierarchy e.g.

Principal, Primary, Classified and unclassified and are detailed in the Annual Status and Options Report.

Current targets have been set that all structures will be maintained such that the BCIav rating for any

structure should not be allowed to fall below 70, that any structure on a classified road should have a BCIav

of no less than 80 and that those on a Principal/Primary route network should have a BCIav of at least 90.

Where the BCIav falls below the required minimum it shall be assessed and programmed for works within

12 months or sooner if there is a risk to safety.

Updated targets will be detailed in the Annual Status and Options Report.

8.2.5 Construction/Asset Acquisition Creation/Acquisition/Upgrading is major work that creates a new asset that did not previously exist, or

works that upgrade or improve an asset beyond its existing design capacity. Examples of Creation,

Acquisition & Upgrading activities are detailed in table 4.5.


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Creation, Acquisition & Upgrading activities

Activity Explanation

Creation Although it is very unusual to have a new structural asset created it does

occur where a new route is required or where an existing substandard

structure needs replacing.

Acquisition Acquisition of structures is normally associated with the taking up of

maintenance responsibilities following new developments; this is normally

managed by the development control team using Section.38 or 106 legal

agreements.

Upgrading A number of upgrading activities, which may take place to improve the

existing stock condition, are detailed below.

Waterproofing Waterproofing of unprotected decks. Structures built prior to the

introduction of the present standards may need the addition of

waterproofing to protect against corrosion.

Post-tensioned

bridges

Rehabilitation of post tensioned bridges. Following checks for corrosion of

tendons in incompletely grouted ducts particularly in segmental decks.

Parapet replacement Replacement of substandard parapets installed before the introduction of

the present standards or at sites where the risk rating calls for a higher

standard of parapet. Associated strengthening of the edges of the bridge

deck may be required.

Strengthening of

columns

Possible collision may require strengthening of piers and columns to resist

higher impact forces, due to the increase in numbers and weights of HGVs.

Deflected tendons Repairs to deflected tendons in pretensioned beams including replacement

of mortars with calcium chloride additives.

Mechanical &

Electrical

Check and maintenance of mechanical and electrical installations are carried

out in accordance with current legislation.

H & S aspects Health and safety aspects of access to bridges. Size and location of access

manholes, which do not comply with present day requirements.

New assets are typically acquired from either adoption or from taking over improvement works completed


Section 38, 278 or 106 legal agreements. Newly constructed 'adoptable' structures are only adopted once

they meet current council specifications.


the Capital Programme following their approval within the Local Transport Strategy (LTS).


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Where internal works entail a change to the existing infrastructure as built records are passed to the roads

user team and once again plans are circulated to all interested parties. This is an informal process that at

present may not be picking up all of the changes to the asset.

It is the responsibility of the Principal Engineer to inform the safety inspectors of any newly acquired assets

such that they can be included on the inspection programme. This process needs to be clarified.

Routine Maintenance

Routine reactive repairs that are identified during the bridge inspection process are prioritised using the

engineering judgement of responsible officers;

Reactive repair prioritisation categories

Emergency Works undertaken as soon as physically possible, structure may be

restricted or closed until works are undertaken.

High Works programmed for completion within 24 months wherever

possible, subject to financial constraints.

Medium Structures monitored or works undertaken in conjunction with any

works identified above.

Low Note placed on file and subject to additional review during next

scheduled inspection.

8.2.6 Operational/Cyclic Maintenance Operational / Cyclic Maintenance is the regular ongoing day-to-day work that comprises servicing

rather than repair and is necessary to keep assets operating, Cyclic maintenance activities for

structures are detailed in the table below.

Routine Maintenance Activities

Structure/substructure

component type

Maintenance Activity Maintenance

Interval

Piers, abutments, wing-walls,

retaining walls, reinforced

earth walls and crib walls

Remove graffiti* 12 Months

Remove vegetation from structure

Clear debris from bearing shelves


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component type


Interval

Clean drainage channels

Rod outlet pipes

Clear drainage outlet manhole chambers

Rod weep pipes and remove silt & debris

Check operation of flap valves and grease

where required

Repair gap sealant to movement joints

Check pedestrian protection measures

Columns Remove graffiti* 12 Months

Remove debris and bird droppings

Steel beams, girders, trusses,

concrete beams, and fascias

Remove graffiti 12 Months

Remove debris and bird droppings from

flanges

Clear drainage holes for box sections

Deck carriageway, verge and

parapet cantilever

Remove grass and weeds from verges and

channels

12 Months


Expansion joints Clean out debris and vegetation (water

jetting where appropriate)

12 Months

Clear drainage systems

Check and tighten where necessary any loose

nuts and bolts. Replace where necessary.

Replace gaskets where there is a specific

requirement in the structure maintenance

manual

Metal parapets Check and tighten where necessary any loose

nuts and bolts. Replace where necessary.

12 Months

Clear hollow section drain holes

Masonry and concrete parapets Remove graffiti* 12 Months


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component type


Interval

Remove any vegetation

Bearings (elastomeric, sliding &

roller)

Remove general dirt & debris 12 Months

Where appropriate, clean sliding and roller

surfaces if accessible and regrease

10 years

Subways Remove graffiti* 12 Months

Clear drainage channels

Clean drainage outlets, rodding where

required

Check seating of drainage gratings and

covers, replace any missing or defective

items


Check and clean security mirrors

Culverts Remove any vegetation and debris from

within the structure

6 Months

Remove any silt build-up which is restricting

flow through the culvert


Sign gantries and high masts Tighten holding down bolts where necessary 12 Months

*Newcastle City Council has undertaken to remove any graffiti that is of an offensive or racist

nature within 24 hours of it being reported.



The table below details the structures renewal activities available to NCC and their expected programme

intervals.


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frequency

Repainting Repainting steelwork to prevent corrosion 10 – 15 years

Waterproofing Repair or replacement of waterproofing to bridge

decks. Work required to keep out water and chloride,

which can cause corrosion of reinforcement.

5 - 12 years

Expansion joints Repair or replacement of expansion joints in bridge

decks. Work required to prevent damage to road

surfacing. Sealing of joints required to keep out water

and chloride, which can cause corrosion of

reinforcement.

6 – 8 years

Impregnation Concrete impregnation with silane to prevent chloride

entry.

5 – 10 years

Resurfacing Repair or replacement of surfacing material to protect

the integrity of the waterproofing membrane and to

ensure a safe and comfortable surface for vehicles or

pedestrians.

5 - 12 years

Non-slip surfacing Repair or replacement of non-slip surfacing to ensure

a safe surface for vehicles or pedestrians.

3 – 5 years

Other work Other maintenance not shown above e.g. repair or

replacement of brickwork, steelwork or bearings.

10 –15 years

8.2.8 Disposal The disposal of structure assets is relatively rare from the perspective of a council disposing of all

responsibility for the structure. However there have been a few occasions where the enforced

redundancy of a length of carriageway or footway due to the introduction of a new route, for example, has

resulted in demolition of the structure or a “stopping up” order being invoked with the structure and its

ongoing maintenance liabilities reverting to the responsibility of the adjacent land owners. In such

circumstances it is the responsibility of the council to ensure that the structure is of an adequate standard

prior to its disposal.

Other instances may be where water courses have been diverted or dried up naturally and the structure is

in-filled, often with the provision of a drainage pipe, such that the structure becomes part of the

carriageway or footway.

At present the Council has no formal procedure for determining when a structure should be disposed.


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8.3 Forward Works Programme 8.3.1 Existing Programmes A 15-year forward works programme has been put in place for all routine and ‘steady state’ maintenance

operations these include: painting; waterproofing, resurfacing, joint treatments, mechanical and electrical

installations etc. There is a high level of confidence in this programme although the costs associated with

the work are the best estimate available at this time and may vary considerably over the 15-year period.

Tables 6.1 & 6.2 below summarise the forward work programme over the next 6 years by the number of

structures attended per year and by the estimated annual expenditure. This information to be provided in

an appendix.

Future Maintenance Programme by Number of Bridges & Other Highway Structures per year

Maintenance Type 2016-17 2017-18 2018-19 2019-20 2021-22

General Inspection 144 144 144 144 144

M+E Maintenance 2 2 2 2 2

Major Maintenance 2 2 2 2 2

Minor Maintenance 20 20 20 20 20

Principal Inspection 50 50 50 50 50

Routine Maintenance 352 352 352 352 352

Steady State

Maintenance 6 6 6 6 6

Future Maintenance Programme by Expenditure per year

Maintenance

Type 2016-17 2017-18 2018-19 2019-20 2021-22

General

Inspection

£36,750 £36,750 £36,750 £36,750 £36,750

M+E

Maintenance

£20,400 £20,400 £20,400 £20,400 £20,400


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Future Maintenance Programme by Expenditure per year

Maintenance

Type 2016-17 2017-18 2018-19 2019-20 2021-22

Major

Maintenance

£130,000 £130,000 £130,000 £130,000 £130,000

Minor

Maintenance

£87,500 £24,000 £61,500 £63,600 £49,000

Principal

Inspection

£80,000 £80,000 £80,000 £80,000 £80,000

Routine

Maintenance

£150,000 £150,000 £150,000 £150,000 £150,000

Steady State

Maintenance

£500,000 £500,000 £500,000 £500,000 £90,000

Totals £1,104,900 £2,315,950 £1,801,900 £1,681,300 £707,400

A forward works programme for creation, acquisition & upgrading is also being developed although this is

based on a forward thinking ‘wish list’ of ideas which may not come to fruition and although a 5 year LTP

Capital funding bid is submitted, there is less confidence in this programme, beyond the single year period

for which funding has already been allocated.

Both programmes are ‘live’ documents and it is expected that they will be amended and updated on a

continuing basis. The full forward works programmes are detailed in the Annual Status and Options Report.



Highways and Local Services as a 12 month dedicated scheme programme and a year 2 & 3 indication of

probable works. All parties are made aware of other programmes and the opportunity is taken to highlight

conflicts and opportunities for efficiency savings. Scheme costs are not at present included in the year 2 & 3

programmes.

It is intended that the existing procedure will be developed to provide a full 3 year programme of named

schemes to include estimated costs which will be submitted to Council for approval on an annual basis.

8.3.3 Option Appraisal The identification of the appropriate treatment required at an individual location is based at present on the

engineering judgement of the responsible officer however it is intended to introduce a condition based

decision tree using the BCI data to help in this assessment.


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8.4 Performance Measurement 8.4.1 Performance Measurement A suite of key and other indicators have been developed to monitor the status and performance in


8.4.2 Key Performance Indicators At present there are no formal national indicators used to measure performance however the annual

updates of the Local Transport Plan report on:

• The statistics of the Bridge Stock,

• Assessment results,

• Proposals for Strengthening and Upgrading schemes for the next year,

• Table of scheme proposals on Principal Route Networks for the next few years

The Government has indicated that BCIs may be used in future to evaluate LTP bids which may entail

their use as formal performance indicators.

Key Performance Indicators relating to the Structures


MEASURE

REVIEW

FREQUENCY

PI CORE OBJECTIVES

Inspections

Structural inspections completed

as per programme

Number Annual Local Safety,

Serviceability,

Sustainability

Condition

Maintain the condition to set BCI

ratings for all structures

Minimum BCIav rating Annually Local Serviceability,

Sustainability


ratings for structures on classified

roads


Sustainability


ratings for structures on

Principal/Primary routes


Sustainability





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8.4.4 Performance Reporting The latest key performance Indicator information is made available in the Annual Status and Option

Report, together with details of other indicators relevant to the delivery of the service and targets to

monitor past and future performance


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9. SIGNS, BARRIERS and OTHER STREET FURNITURE

9.1 The Asset 9.1.1 Inventory The latest asset inventory information and potential for growth is detailed in the Annual Status and

Options Report.

9.1.2 Asset Register Information on the inventory of signs, barriers & street furniture infrastructure has been entered

onto the Symology database, which at present holds details of:

Signs - Location, Sign Type, Number of Poles

Barriers – Location, Type, Length

Street Furniture – Location, Type

Location information is held on GIS mapping and information regarding the sign face and exact

nature of the street furniture is recorded video and is available for inspection if required.

9.2 Management Practices 9.2.1 Inspection Regime

Safety Inspections

These surveys are intended to identify defects that are likely to create a danger or serious

inconvenience to users of the network. They are undertaken by a slow moving vehicle as detailed in

the Highway Inspection Handbook.

Service Inspections

These are more detailed inspections to ensure the individual footway elements, road signs, street

furniture etc.) meet the serviceability requirements that comply with the needs of users and the

Highway Asset Management Plan.

These inspections are undertaken at differing frequencies for different areas of the city as detailed in

the Highway Inspection Handbook.

Condition Assessment

At present condition surveys are not carried out for signs, barriers and other items of street

furniture.

However, following an inventory video survey, condition information was collected on a sample of

the assets based on the criteria set out in the table below.


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Table Local Condition Rating Criteria for Signs, Barriers & Street Furniture Rating Signs Sign Posts Guardrail /

Bollards

Safety Fence

1 As new As new As new As new

2 Sound Sound Sound

3 Some signs of

corrosion

Some signs of

corrosion

Some signs of

corrosion

Some signs of

corrosion

4 Significant signs of

corrosion and/or

difficult to read

Significant signs of

corrosion


corrosion


corrosion

5 Badly corroded

and/or can’t read

Badly corroded Badly corroded Badly corroded

and/or wooden

posts

M Missing Missing Missing Missing

P Requires painting Requires painting Requires painting N/A

Using this sample survey information it has been possible to calculate the overall condition of the

existing Signs, Barriers & Street Furniture asset.

It is intended to introduce a regular condition assessment regime using the above criteria signs,

barriers and other street furniture.

The latest condition data for these assets is detailed in the Annual Status and Options Report.

9.2.2 Construction/Asset Acquisition New assets are typically acquired from either adoption or from taking over improvement works

completed in house or 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.

The constant improvement of the Highway Network, particularly with regard to safety, means that

new signs, barriers and street furniture assets are created on a regular basis. The installation of these

assets is generally undertaken by Highways and Local Services or external contractors.

Where new assets are commissioned from within the authority, the schemes will only be introduced

into the Capital Programme following their approval by the Council.

At present there is no arrangement for long term maintenance costs to be funded for new assets

which can lead to increased maintenance requirements. The Council is now looking into requiring

delegated sums from the developers for the ongoing maintenance of new infrastructure.




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9.2.3 Routine Maintenance Routine reactive maintenance is initiated by the Highway Inspectors / Highway Control Assistants

following their safety or service inspections. NCC has a detailed procedure for identifying defects,

rating their importance and assigning a works priority / completion time. Details of which can be

found in the Highway Inspection Handbook.


rather than repair and is necessary to keep assets operating. At present there are no cyclic

maintenance activities being undertaken for signs, barriers and other street furniture.


designed capacity, but restores, rehabilitates, replaces or renews an existing asset to its original

capacity.

Signs, barriers and other street furniture assets planned maintenance activities are mainly due to the

replacement or refurbishment of obsolete, faulty, defective or missing apparatus as identified from

the inspections or when faults are reported that cannot be repaired.

However some renewals activities for signs, barriers and street furniture may also comprise of the

replacement of faulty or worn out equipment as part of a planned carriageway or footway scheme

rather than being an independent activity.

In all cases the first priority is to assess the need for the asset and remove completely and nor renew

if not required known as 'decluttering'.

9.2.6 Disposal As with asset creation the constant improvement of the Highway Network, particularly with regard

to safety, means that signs, barriers and street furniture assets are disposed of on a regular basis.

9.2.7 Records As with asset creation the constant improvement of the Highway Network, particularly with regard

to safety, means that signs, barriers and street furniture assets are disposed of on a regular basis.

Where works entail a change to the existing infrastructure details are held on the SYMOLOGY order

for the works or contract drawings.

9.3 Forward Works Programme 9.3.1 Existing Programmes Any works in relation to the signs, barriers and street furniture assets are included within the fully

integrated 3 year rolling programme of prioritised schemes. Progress is detailed in the Annual Status

and Options Report which is produced by the Highway Maintenance and Operations team.



Service as a 12 month dedicated scheme programme and a year 2 & 3 indication of probable works.

All parties are made aware of other programmes and the opportunity is taken to highlight conflicts

and opportunities for efficiency savings. Scheme costs are not at present included in the year 2 & 3

programmes.


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The construction programme is submitted to Council for approval on an annual basis while the

forward works programme is detailed in the Annual Status and Options Report.

9.3.3 Option Appraisal The identification of the appropriate treatment required at an individual location is based at present

on the engineering judgement of the responsible officer.



9.4.2 Key Performance Indicators At present there are no national performance indicators for signs, barriers & street furniture.

The most relevant to the signs, barriers & street furniture lifecycle are:


Information for these indicators are included with the carriageways and footway assets as detailed in

the carriageway section of these life cycle plans.







monitor past and future performance.


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10. TRAFFIC SIGNALS


Options Report.

10.1.2 Asset Register Information on the inventory of traffic signal infrastructure is held on an access database operated

by the traffic signals contract team. This database holds details of:

Site number

District

Site location (street A & street B)

Type of controller

Control system

Listing of all power consuming equipment (Traffic Heads, Green arrows, Pedestrian Heads etc)

Equipment contained within the controller

In addition a site file for each location has as built paper records, which provide details of the number

of signal poles present. Information on the number of signal poles and their condition has also been

entered into an Excel spreadsheet held by the Traffic Signals Section.

The traffic signals contract team is investigating the purchase of a specialist traffic signal database as

well as the use of the Symology Insight database already held within NCC.

10.2 Management Practices 10.2.1 Inspection Regime Safety Inspections


inconvenience to users of the network. They are undertaken by the highway inspectors from a slow

moving vehicle at monthly intervals.

Service Inspections

The Traffic Signal Section of Newcastle City Council has adopted the Department for Transport

“Specification for Trunk Roads” for use as a guideline for its inspection and testing regime. Annual

inspections are undertaken to assess the operational and condition data of each installation, any

faults that are found are immediately reported and repairs undertaken.

Full records of the operational inspections are available in paper records with a précis of the

information containing the date of inspection entered onto the database. The street furniture

condition data is only partially complete but it is intended that this should be fully populated within

12 months.


59 | P a g e

A five yearly electrical testing inspection is also carried out at each installation, to the relevant IEE

standards, with the records being kept in a paper format.

Where reports of defects are received from Members or Stakeholders fault reports will be

generated, with site attendance being undertaken within 4 hours, if possible repairs will be enacted

immediately, however where this cannot be achieved warning boards will be erected and repairs

undertaken as quickly as possible.


Due to the immediate repair of all faults the general condition of all controller and electrical

equipment is considered to be satisfactory and a rating system for each site is not in place.

Comprehensive condition data is not currently held for signal poles but a survey is being considered

using the criteria shown in the table below.

Signal Pole Condition Assessment Criteria

Condition Code Status Action Required

1 OK None

2 Slight Damage No action required

3 Surface corrosion Repainting

4 Structural damage Note damage & repaint

5 Corroded Replacement recommended

6 Potentially hazardous Replace immediately

From the current age profile of assets it can be seen that there are a significant number of poles

which are in need of replacement.

N.C.C. are proposing that all signal pole replacement should be undertaken using aluminium alloy

poles in preference to the current galvanised steel poles in order to increase the life expectancy of

the pole. (50 years as opposed to 12-15 years)

A number of installations continue to use obsolete equipment which require maintenance from

cannibalised units where it is no longer possible to purchase replacement parts.


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. However it is very rare for the

Council to take on the responsibility for other peoples installations and it is far more likely that NCC

would be commissioned to undertake the necessary installation work as a nominated sub-contractor

for any development work.


60 | P a g e



At present there is no arrangement for long term maintenance costs to be funded for new assets

which can lead to increased maintenance requirements. The Council is now looking into requiring

delegated sums from the developers for the ongoing maintenance of new infrastructure.

Where internal works entail a change to the existing infrastructure as built records are passed to the

fault reporting centre who then make the necessary adjustments to the inventory record. This is an

informal process that at present may not be picking up all of the changes to the asset.

The data mobile data management system “Total Mobile” has an interface with Works Management

System (WMS). Automatic updates of all works undertaken and all changes to the traffic signal asset

will be recorded through this system.

10.2.3 Routine Maintenance Routine reactive maintenance activities for traffic signals comprise of the replacement of faulty or

worn out equipment, much of which is initiated by the fault reporting system.

The number of faults reported and attended per month are detailed in the performance section of

the Annual Status and Options Report.


rather than repair and is necessary to keep assets operating, Cyclic maintenance activities for traffic

signals are detailed in the table below:

Cyclic Maintenance Activities

Maintenance Activity Maintenance Interval Responsibility

Bulk lamp changes Every year (as a single 4

yearly operation on 100% of

the asset)

Senior Traffic Signals

Manager, Traffic Signals

Section

Reprogram school flashers Once per year As above.



capacity.

The latest steady state planned maintenance schemes undertaken are detailed in the investment and

output section of the Annual Status and Options Report.


61 | P a g e

10.2 6 Disposal Disposal is any activity that removes a decommissioned asset, including sale, demolition or

relocation. Although disposal of traffic signals is very rare due to the politically sensitive nature of

decommissioning safety equipment it does occur where new developments or roads alter an existing

route. There are no disposal activities programmed for the next 3 years.

10.3 Forward Works Programme 10.3.1 Existing Programmes An annual programme for new and improvement schemes is developed annually and the planned

maintenance works are then fitted in and around this agreed programme, which is updated on a

monthly basis.

A loose programme of future works for the following 2/3 years has been produced based on the

design request forms, which is then incorporated into a fully integrated 3 year rolling programme of

prioritised schemes, this is produced with an Annual Status and Options Report.






programmes.

Due to the recent reorganisation of the directorate there is now much more internal communication

between the Traffic and Maintenance teams.

It is intended that the existing procedure will be developed to provide a full 3 year programme of

named schemes to include estimated costs which will be submitted to Council for approval on an

annual basis.

10.3.3 Option Appraisal

Planned Maintenance schemes:

• Scheme Selection: The majority of the proposed maintenance schemes emanate from

inspection reports, which are collected throughout the year and recorded on the database. Each

potential scheme receives a technical assessment before being included in the planned maintenance

programme.

• Scheme Validation: Many of the schemes are put forward due to the obsolescence of the

existing equipment, however at present the need for works far outstrips the available budget, so the

schemes are ranked on a worst first basis.

• Provisional Programme of Works: Should sufficient funding become available the works

programme will take into account the type and age of equipment in order to reduce the need for

maintenance knowledge of particular types of obsolete equipment and to reduce the amount of

salvaged equipment required to be stored.


62 | P a g e



10.4.2 Key Performance Indicators At present there are no national performance indicators for traffic signals.

The most relevant to the traffic signals lifecycle are:

inspections and repairs to defects

as detailed in the table below:

Key Performance Indicators relating to the Traffic Signals Asset


MEASURE

REVIEW

FREQUENCY

PI CORE OBJECTIVES

Inspections

Undertake serviceability

inspections

Percentage of

inspections


programme


Sustainability

Maintenance

Repair of defects Percentage of

reported traffic signal

faults responded to

within 4 hours

Annually Local

Safety

Repair of defects Number of reported

traffic signal faults

responded to

Annually Local

Safety








63 | P a g e

11. DRAINAGE


Options Report.

11.1.2 Asset Register The following information is held on the Symology database and GIS mapping systems.

Highway Gully location and type

Highway drainage pipe locations are contained within historic hard copy plans dating back to 1991.

Discussions are in progress with Northumbrian Water in relation to obtaining more recent highway

drainage information.

In addition, data on highway and private drains has been extracted from NWL sewer records. This

covers all of the City up to around 2013 and includes new developments where short sections of

highway only drainage exist at heads of sewer runs.

The following Information on the inventory of highway drainage infrastructure is being collected.

Surface Water Flooding Sites - held on EA map Risk of surface water Flooding for potential

sites on strategic Highway Network http://watermaps.environment-

agency.gov.uk/wiyby/wiyby.aspx?topic=ufmfsw#x=357683&y=355134&scale=2 and by the

flood management team

Highway Drainage Location (CME & Coast Road Only) - held by Flood Management team)

Drainage Pipe inventory and condition (Part available on CCTV records for CME & Coast Road only) - held by flood management team

Additional inventory & condition data has been collected via CCTV survey for a small percentage of

the asset as and when works have been undertaken.

11.2 Management Practices 11.2.1 Inspection Regime

Safety Inspections


inconvenience to users of the network. They are undertaken by slow moving vehicle at monthly

intervals.

Service Inspections

These are more detailed inspections to ensure the individual highway elements of highway drainage

meet the serviceability requirements that comply with the needs of users and the Highway Asset

Management Plan.

http://watermaps.environment-agency.gov.uk/wiyby/wiyby.aspx?topic=ufmfsw#x=357683&y=355134&scale=2

http://watermaps.environment-agency.gov.uk/wiyby/wiyby.aspx?topic=ufmfsw#x=357683&y=355134&scale=2


64 | P a g e

These inspections are undertaken at differing frequencies for different areas of the city as detailed in

the Highway Inspectors Handbook.

Condition Inspections

Assist in identifying deficiencies in the highway drainage assets. If untreated they will adversely affect

the long term performance and serviceability.

The condition of the drainage asset is assessed by adhoc CCTV inspection in advance of potential

improvement works or following cleaning or other refurbishment works.

11.2.2 Condition Assessment At present, condition data relating to the highway drainage infrastructure is site specific.



control team using Section 38, 278 or 106 legal agreements. Newly constructed 'adoptable' streets

are only adopted once they meet current council specifications.



Previously the long term costs of new works were not assessed and the ongoing maintenance liability

was not included within the design calculations or added to the service plan. This led to the addition

of new assets that have overly onerous ongoing maintenance requirements. This has now changed

and the Council is now looking into requiring commuted sums from the developers for the ongoing

maintenance of new infrastructure. A SUDS adoption policy is currently being developed.

Records of all adoptions are provided to the streetworks team with information added to the

gazetteer and entered onto the Symology database this in turn updates the list of streets to be

inspected.

Where internal works entail a change to the existing infrastructure as built records are not used to

update existing records, there is an informal process that at present may not be picking up all of the

changes to the asset.

11.2.4 Routine Maintenance Routine reactive maintenance is initiated by the Highway Inspectors / Highway Control Assistants

following their safety inspections. NCC has a detailed procedure for identifying defects, rating their

importance and assigning a works priority / completion time. Details of which can be found in the

Highway Inspection Handbook


rather than repair and is necessary to keep assets operating, Cyclic maintenance activities for the

drainage asset are detailed in the roads and pavements life cycle plans.

Following heavy rain we are often required to react to highway drainage issues which are causing

network disruption.


65 | P a g e



capacity.

11.2.7 Disposal The disposal of highway drainage assets is relatively rare at present the Council has no formal

procedure for determining when a length of highway drainage should be disposed.

11.3 Forward Works Programme 11.3.1 Existing Programmes A 3 year programme of prioritised schemes is produced with progress being detailed in the

ASORpresented to the Executive.






programmes.





annual basis.

11.3.3 Option Appraisal The identification of the appropriate treatment required at an individual location is based at present

on the engineering judgement of the responsible officer.



11.4.2 Key Performance Indicators At present there are no national performance indicators in place specifically for highway drainage.

There is a national performance indicator for Flood & Coastal Erosion Risk Management but this does

not relate specifically to highway drainage.

The most relevant to the drainage lifecycle are:

gully cleaning (detailed in the carriageway and footway life cycle plans).


66 | P a g e

Consideration is being given to developing additional indicators specifically for the other highway

drainage assets.








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12. HIGHWAY GREEN SPACES


Options Report.

12.1.2 Asset Register The green spaces assets are comprised of: Trees, Verges, Flower & Shrub Beds, Planters & Hedges.

Information on the inventory of highway green spaces infrastructure is held by Local Services on GIS

mapping systems or hard copies.

The records currently held are:

Trees – Plans of areas of tree planting are held in a hard copy format by Local Services, information on

numbers of individual trees is kept in both hard copy and on an electronic database which can also be

accessed via the Arcview GIS system. Other information held includes; age, type, height, spread, girth,

root spread and visual condition.

Verges – plans of highway verge areas are kept in hard copy by Local Services and on the Arcview GIS

database

Flower & shrub beds, seasonal bedding, rose beds, rockeries – plans of the location and areas of

planting are held in hard copy by Local Services and on the Arcview GIS database

Planters – records of the location and condition of planters are held in an electronic database.

Hedges – plans of the location and lengths of hedges are held in hard copy by Local Services. A full

survey has never been undertaken and the information is updated on an adhoc basis as and when

changes occur.

Wooden Fencing – No details available



Safety & Service Inspections


inconvenience to users of the network and to ensure the individual highway elements (trees, hedges,

planters, etc) meet the serviceability requirements that comply with the needs of users and the

Highway Asset Management Plan. There is no personnel employed as a tree inspector but some of

these functions are covered by other individuals ie Highway control Assistant identify overhanging

trees which are obstructions to the Highway.


68 | P a g e

A risk rating exercise of trees in proximity to the highway network has been undertaken and proposed inspection regimes are currently being considered.

Responsive works are filtered depending on report type at first point of contact and those requiring action are sent to operational teams. Works not justified eg reduced TV reception or dropping sap are not considered as priorities and request is declined and closed.


Verges – Condition information for verges is only known where persistent problems occur, such as

vehicle overriding causing rutting etc. The information, which is held in hard copy by Local Services,

takes the form of inspection reports or customer complaints.

Flower beds & Shrub beds –Few flower beds remain these are concentrated on sponsored

roundabouts maintained fortnightly April - Sept

Hedges – Inspected by operators during Autumn/Winter maintenance. Other visits are adhoc /

responsive as required spring/summer

Planters – The floral programme “Greening the City” stopped in 2012. Subsequently there are no

planted containers to maintain. If this resumes at any point, planters will be inspected weekly June –

mid Sept and monthly Oct - May.

The most significant trend is the presence of particular fungi on certain species which were all planted

around the same time (inter war or shortly after WW2) and tend to be in decline in significant

numbers – eg Grange estate Ganoderma fungi on Sorbus Species. Other trends are also age and/ or

species specific – bleeding canker and leaf miner on Horse chestnut, Chalara disease on Ash trees.



control team 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.

Where internal works entail a change to the existing infrastructure as built records are passed to the

roads user team and once again plans are circulated to all interested parties. This is an informal

process that at present may not be picking up all of the changes to the asset.

It is the responsibility of the Service Maanger to inform the safety inspectors of any newly acquired

assets such that they can be included on the inspection programme. At present this is bit of a “hit &

miss” process with no formal procedure.

12.2.3 Routine Maintenance

Routine reactive maintenance is initiated by the Inspectors following their safety/service inspections.


69 | P a g e

Reactive Maintenance Activities Maintenance Activity Maintenance Interval Responsibility

Trees When reported potentially

hazardous trees will be

inspected within 3 hours,

general tree enquiries will

receive a response within 28

working days.

HLS

Street Services

Arboricultural unit

Flower & shrub beds If excessive weed growth is

reported, it will receive

attention within 14 working

days

HLS

Street Services

Grass cutting Grass will be cut a maximum

of 8 times in the growing

season

HLS

Street Services

Hedges Overgrown hedges, will

receive attention within 28

working days.

HLS

Street Services

Planters Defects within planters that

are notified by residents or

located during the weekly

inspections will be rectified

as soon as practicable.

HLS

Arboricultural Services


rather than repair and is necessary to keep assets operating. Operational / Cyclic Maintenance

activities are listed below.

Our grass cutting and weed maintenance programme in Newcastle is:

The majority of grass in residential areas will be cut on eight occasions (once a month)

during the grass cutting season. This is typically between March and October, or April to

November depending on weather conditions.

Formal sports facilities and the bigger parks that more people use (Ouseburn, Leazes,

Walker, Exhibition, Tyne Riverside and Elswick) will be cut 12 times per year.

Areas of lower use or profile will be maintained as grass meadow and cut twice per year.

Large areas of grass outside residential areas will be cut twice a year in June and September

or October. Certain areas will be maintained monthly during the summer to allow

pedestrian use and emergency access by vehicles.

Strimming along fence lines and around obstacles will be carried out twice a year.

Grassed areas which contain naturalising spring bulbs will remain uncut until eight weeks

after the end of the flowering period.


70 | P a g e

We do not collect grass clippings and this will not change, but as grass will be longer when it

is cut this will be more noticeable. We will work to minimise the impact of any clippings on

the pavement.

Shrubs

Shrub beds will be given a major maintenance visit in the winter months from November to

March; any major pruning and clearance of debris and unwanted vegetation will happen at

this time.

During the spring and summer shrub beds will be visited to control growth that is causing a

physical obstruction, to control excessive weed growth and remove accumulated debris.

Weeds

Footpaths and roadside channels are treated with pesticide between the months of April to

September, to eradicate street weeds. If after 20 working days following the application,

weeds are still flourishing the area will be retreated within 5 working days.



capacity.

Planned Maintenance Activities Treatment type Comments Anticipated

frequency

Tree replacement Planting trees to replace dead trees or

those that have been removed for another

reason, such as development works.

Programmes for tree

replacement are

instigated as and

when required.

Verge reinstatement Planned reinstatement of a number of

damaged verges within one works

programme.

Programmed when

sufficient works

have been identified

Planned maintenance is generally considered following routine inspections or receipt of reports from

Envirocall, followed by a more detailed inspection process and an assessment of the nature of the

work to be undertaken and how it can best be programmed. The majority of programmed works are

linked to schemes or service level agreements.

12.2 6 Disposal

Disposal is any activity that removes a decommissioned asset, including sale, demolition or relocation.

Although disposal of green space assets are unusual there have been a number of instances in recent

years and the table below details the disposal activities and the drivers behind their use.


71 | P a g e

Highway Green Spaces Disposal Activities Disposal Activity Reason for Disposal

Cutting Down of Trees Dead, dying or potentially hazardous trees,

or new development work.

Removal of flower & shrub beds Repeatedly damaged or vandalised, prone to

flooding or where budgets are insufficient for

adequate maintenance.

Removal of planters Repeatedly damaged or vandalised, changes

to highway infrastructure, where planters

prevent access or where budgets are

insufficient for adequate maintenance.

12.3 Forward Works Programme 12.3.1 Existing Programmes All major planned works in relation to the green spaces assets are included within the fully integrated

3 year rolling programme of prioritised schemes, which is produced by the Highway Maintenance and

Operations team with an annual report on progress being presented to the Executive.

Minor works programmes are developed annually for all cyclic activities with.



Service as a 12 month dedicated scheme programme and a year 2 & 3 indication of probable works. All

parties are made aware of other programmes and the opportunity is taken to highlight conflicts and

opportunities for efficiency savings. Scheme costs are not at present included in the year 2 & 3

programmes.





annual basis.

For minor works a co-ordination exercise is undertaken for the major routes that require road closures

eg. CME. Works at other locations are undertaken independently of the highways section.

12.3.3 Option Appraisal The identification of the appropriate treatment required at an individual location is based at

present on the engineering judgement of the responsible officer.


72 | P a g e

12.4 Risk Register A risk identification exercise has been undertaken. The following are examples of the significant risks

associated with this asset.

Slips trips falls from uneven surface (ruts in grass, tree roots in paving)

Damage to person or property from failure of trees or branches

Effects of obscured sightlines from uncontrolled vegetation

Damage to person or property from maintenance activity (stones from strimmers etc)

Damage to property from inaccurate weed control

12.5 Performance Measurement 12.5.1 Performance Measurement A suite of key and other indicators have been developed to monitor the status and

performance in the delivery of the services.

12.5.2 Key Performance Indicators At present there are no national performance indicators for the highway green spaces assets. Key and

other performance indicators are in place that cover all green spaces both on and off highway.

Consideration is being given to developing additional indicators specifically for the highway green

space assets.

12.5.3 Other Performance Indicators The key performance indicators will be supplemented with other indicators as required to meet the






73 | P a g e

Appendix E - Risk Register


74 | P a g e

Impact Score

Risk

No.

Strategic or

Operational

Risk Contributory Factors Possible Impacts

Safe

ty (

2-1

0)

Fin

anci

al

(1-

5)

Dis

rup

tio

n (

1-

5)

Imag

e (1

-5)

Tota

l Sco

re

(S+F

+D+I

)

Like

liho

od

(1

-

5)

Ris

k R

atin

g

(SxL

)

Mitigation

Network

1 Operational Road traffic accidents Road Geometry,

poor skid resistance,

poor signage and/or

carriageway

markings,

Loss of life, serious injury,

damage to adjacent

property & services,

environmental damage,

prolonged disruption,

compensation claims, cost

of repairs, emergency

services charges, provision

of alternative route,

environmental clean up,

poor public image,

economic loss

10 5 3 5 23 3 69 Regular safety inspections

& condition assessments,

identification and carrying

out of routine & adhoc

maintenance

2 Strategic Inability to maintain

demand

requirements

Increase in traffic

volumes, change in

traffic make up,

change in traffic

routes, inadequate

inspection regime

and preventative

maintenance regime

Traffic disruption,


cost of traffic management,

alteration of bus routes,

poor public image,

economic loss to local

businesses, hardship for

disadvantaged

2 3 3 3 11 2 22 Regular monitoring of

demand requirements and

current usage, pro-active

route management,

introduce measures to

reduce traffic flows

3 Strategic Change in public

expectations

Insufficient budget to meet

new demands / levels of

service

2 4 2 3 11 2 22 Regular liaison with public,

service customer

satisfaction surveys,


75 | P a g e

Impact Score

Risk

No.

Strategic or

Operational


Safe

ty

(2

-10

) Fi

nan

cial

(1

-

5)

Dis

rup

tio

n (

1-

5)

Imag

e (1

-5)

Tota

l Sco

re

(S+F

+D+I

)

Like

liho

od

(1

-

5)

Ris

k R

atin

g

(SxL

)

Mitigation

4 Strategic Change in political

priorities affecting

national/local funding

National and local

elections

Inability to fund forward

works programme,

continued deterioration of

asset, increased whole life

maintenance cost, poor

public image

2 5 2 5 14 2 28 Provide accurate

information to decision

makers

5 Strategic Changes in budget

affecting long term

planning

Potential variability

of available budget,

late

agreement/approval

of budgets,

Insufficient planning of

major projects, increased

costs, changes to forward

work programme, poor

public image

2 4 2 3 11 3 33 Undertake regular reviews

of FWP, allow

redeployment of resources

as appropriate, agree

longer term funding

measures as available

6 Operational Inability to populate

asset inventory

database

Insufficient staff

resources,

inadequate planning

& process

insufficient

technology or IT

support

Reduced benefit of AM

process, inability to perform

option appraisal &

effectively populate

forward works programme,

inability to perform asset

valuation

2 3 2 5 12 3 36 Ensure adequate resources,

develop & implement data

collection processes, review

purchase of equipment &

software, provide AM

training to all staff

7 Operational Inability to maintain

asset inventory

database

Insufficient staff

resources,

inadequate planning

& process

Reduced benefit of AM

process, inability to perform

option appraisal &

2 3 2 5 12 3 36 Ensure adequate resources,

develop and implement

inventory updating

processes and reviews,


76 | P a g e

development,

insufficient

technology or IT

support

effectively populate

forward works programme

review purchase of

equipment and software,

provide AM training to all

staff


77 | P a g e

Impact Score

Risk

No.

Strategic or

Operational


Safe

ty (

2-1

0)

Fin

anci

al

(1-

5)

Dis

rup

tio

n (

1-

5)

Imag

e (1

-5)

Tota

l Sco

re

(S+F

+D+I

)

Like

liho

od

(1

-

5)

Ris

k R

atin

g

(SxL

)

Mitigation

8 Operational Disruption of network

due to Major incident

Large fire, terrorist

activity, plane crash


damage to adjacent









poor public image,

economic loss to


disadvantaged

10 5 5 5 25 1 25 Major Incident/Reliance

Planning document in place

including identification of

responsible officers.

Diversion routing in critical

areas to be agreed together

with methods of

dissemination of

information required by the

Traffic Management Act.

Carriageway


78 | P a g e

10 Operational Sudden catastrophic

failure / collapse of

carriageway

Inadequate

inspection regime,

inadequate

preventative

maintenance regime


damage to adjacent









poor public image,

economic loss to


disadvantaged





maintenance


79 | P a g e

Impact Score

Risk

No.

Strategic or

Operational


Safe

ty

(2

-10

) Fi

nan

cial

(1-5

)

Dis

rup

tio

n

(1-5

)

Imag

e (1

-5)

Tota

l Sco

re

(S+F

+D+I

)

Like

liho

od

(1-5

)

Ris

k R

atin

g

(SxL

)

Mitigation

11 Operational Partial failure of

carriageway

Inadequate

inspection regime,

inadequate

preventative

maintenance regime

Road closure / traffic

disruption, environmental

damage, repair costs,

provision of alternative

route, environmental clean

up, poor public image,

hardship for disadvantaged





maintenance

12 Operational Lack of knowledge

regarding highway

drainage asset

Lack of retrievable

records, loss of

knowledgeable staff,

increased risk of

flooding

Carriageway flooding,

property flooding, adverse

effect on BVPI scores,

damage to adjacent

property, environmental

damage, prolonged

disruption, compensation

claims, provision of

alternative route,


poor public image,

economic loss, hardship for

disadvantaged

4 3 3 3 13 3 39 Obtain and maintain asset

inventory

13 Operational New treatment types

do not perform as

expected

Lack of historical

data, lack of

adequate testing

Premature deterioration of

asset, increased


public image,

2 4 2 3 11 2 22 Monitor and report on

performance of new and

innovative treatment types,

identify failures at an early

stage


80 | P a g e

Impact Score

Risk

No.

Strategic or

Operational


Safe

ty

(2

-10

) Fi

nan

cial

(1-5

)

Dis

rup

tio

n

(1-5

)

Imag

e (1

-5)

Tota

l Sco

re

(S+F

+D+I

)

Like

liho

od

(1-5

)

Ris

k R

atin

g

(SxL

)

Mitigation

14 Strategic Inability to forecast

increased costs

associated with

maintenance work

Unexpected rise in

inflation, oil price

etc.


works programme due to

insufficient funding,




public image

2 5 2 4 13 3 39 Continuous monitoring of

costs, continuous

adjustment of FWP, timely

bidding for increased

budget

15 Operational Statutory undertakers

works affecting the

asset

Damage to network

by statutory

undertakers,

uncharted services

present, delays due

to diversion of

services

Network disruption,

increased cost, delay to

programme, poor public

image

2 3 2 3 10 4 40 Closer co-operation with

statutory undertakers

(NRSWA),

electronic/manual survey of

sites prior to works,

forward programming

allowing for statutory

undertakers works

16 Operational Major asset

acquisition

Developer activity,

new authority build,







public image

2 4 2 3 11 3 33 Update inventory as

acquisition occurs, use

updated data to inform

FWP and predicted cost

implications

17 Operational Failure to meet

forward works

programme due to

Insufficient staff

resources,

inadequate planning,

inappropriate

Reduction in budget due to

non-completion, continued

deterioration of asset,

increased whole life

2 4 3 4 13 3 39 Liaise with contractors at an

early stage, check

contractors planning and

resources, monitor works


81 | P a g e

underperformance by

contractor

selection of sub-

contractors,

impractical FWP

maintenance cost,

additional cost to re-

programme works, poor

public image

and adherence to

programme,


82 | P a g e

Impact Score

Risk

No.

Strategic or

Operational


Safe

ty

(2

-10

) Fi

nan

cial

(1

-

5)

Dis

rup

tio

n

(1-5

)

Imag

e (1

-5)

Tota

l Sco

re

(S+F

+D+I

)

Like

liho

od

(1-5

)

Ris

k R

atin

g

(SxL

)

Mitigation

18 Operational Poor performance of

external consultant

Inadequate

investigation or

design (when carried

out externally)

Delay in implementing

works, not meeting works

programme, increase in

costs, poor public image

2 3 2 3 10 3 30 Assess internal resource

availability & experience,

set timeframes for project

development & proper

investigation methodology,

performance monitoring

19 Operational Overall deterioration

of the condition of

the carriageway asset

Insufficient

maintenance

funding, incorrect

treatment options,

untimely

programming of

works

Greater number of

compensation claims,

closure of asset, increased

cost of eventual repairs

6 5 2 5 18 2 36 Regular safety inspections,

timely reactive repairs,

preventative maintenance,

implementation of forward

work programme,

assessment of treatment

options

Footway

20 Operational Trips & Falls Uneven or rocking

slabs, potholes,

uneven or rocking

kerbs

Compensation claims,

footway repairs, poor public

image



preventative maintenance


83 | P a g e

Impact Score

Risk

No.

Strategic or

Operational


Safe

ty

(2

-10

) Fi

nan

cial

(1

-

5)

Dis

rup

tio

n (

1-

5)

Imag

e (1

-5)

Tota

l Sco

re

(S+F

+D+I

)

Like

liho

od

(1

-

5)

Ris

k R

atin

g

(SxL

)

Mitigation



footway

Inadequate

inspection regime,

inadequate

preventative

maintenance regime


damage to adjacent









poor public image,

economic loss ,





maintenance

22 Operational Partial failure of

footway

Inadequate

inspection regime,

inadequate

preventative

maintenance regime

Road closure / traffic

disruption, environmental

damage, repair costs,


route, environmental clean

up, poor public image,





maintenance

23 Strategic Inability to forecast

increased costs

associated with

maintenance work

Unexpected rise in

inflation, oil price

etc.






2 5 2 4 13 3 39 Continuous monitoring of

costs, continuous

adjustment of FWP, timely

bidding for increased

budget


84 | P a g e


public image

Impact Score

Risk

No.

Strategic or

Operational


Safe

ty

(2

-10

) Fi

nan

cial

(1

-

5)

Dis

rup

tio

n

(1-5

)

Imag

e (1

-5)

Tota

l Sco

re

(S+F

+D+I

)

Like

liho

od

(1-5

)

Ris

k R

atin

g

(SxL

)

Mitigation

24 Operational Statutory undertakers

works affecting the

asset

Damage to network

by statutory

undertakers,

uncharted services

present, delays due

to diversion of

services

Network disruption,

increased cost, delay to

programme, poor public

image

2 3 2 3 10 4 40 Closer co-operation with

statutory undertakers

(NRSWA),

electronic/manual survey of

sites prior to works,

forward programming

allowing for statutory

undertakers works

25 Operational Major asset

acquisition

Developer activity,

new authority build,







public image

2 4 2 3 11 3 33 Update inventory as

acquisition occurs, use

updated data to inform

FWP and predicted cost

implications

26 Operational Failure to meet

forward works

programme due to

underperformance by

contractor

Insufficient staff

resources,

inadequate planning,

inappropriate

selection of sub-

contractors,

Reduction in budget due to

non-completion, continued

deterioration of asset,

increased whole life

maintenance cost,

additional cost to re-

2 4 3 4 13 3 39 Liaise with contractors at an

early stage, check

contractors planning and

resources, monitor works

and adherence to

programme,


85 | P a g e

impractical FWP

requirements

programme works, poor

public image

27 Operational Poor performance of

external consultant

Inadequate

investigation or

design (when carried

out externally)

Delay in implementing

works, not meeting works

programme, increase in

costs, poor public image

2 3 2 3 10 3 30 Assess internal resource

availability & experience,

set timeframes for project

development performance

monitoring

Impact Score

Risk

No.

Strategic or

Operational


Safe

ty

(2

-10

) Fi

nan

cial

(1-5

)

Dis

rup

tio

n

(1-5

)

Imag

e (1

-5)

Tota

l Sco

re

(S+F

+D+I

)

Like

liho

od

(1-5

)

Ris

k R

atin

g

(SxL

)

Mitigation

28 Operational Flooding of footway

and/or private

property

Inadequate

drainage, insufficient

falls, backfall

Compensation claims,

footway repairs, poor public

image



preventative maintenance

29 Operational Overall deterioration

of the condition of

the footway asset

Insufficient

maintenance

funding, incorrect

treatment options,

untimely

programming of

works

Greater number of


closure of asset, increased

cost of eventual repairs



preventative maintenance,

implementation of forward

work programme, assess

treatment options


86 | P a g e

30 Strategic Significant rise in

public expectations

Insufficient

maintenance

funding, incorrect

treatment options

Increased number of repairs

to asset, compensation

claims

2 4 2 3 11 2 22 Regular public surveys,

better information provided

to public with regard to

decision making

Highway Structures



structure

Inadequate

inspection regime,

inadequate

preventative

maintenance regime


damage to property &

services, environmental

damage, prolonged


claims, cost of repairs,

emergency services

charges, provision of

alternative route, poor

public image, economic loss

to businesses,





maintenance

Impact Score

Risk

No.

Strategic or

Operational


Safe

ty

(2

-10

) Fi

nan

cial

(1

-

5)

Dis

rup

tio

n

(1-5

)

Imag

e (1

-5)

Tota

l Sco

re

(S+F

+D+I

)

Like

liho

od

(1-5

)

Ris

k R

atin

g

(SxL

)

Mitigation


87 | P a g e

32 Operational Major maintenance

requirement

Inadequate

inspection regime,

inadequate

preventative

maintenance regime

Long term closure,


prolonged disruption, cost

of repairs, provision of

alternative route,


poor public image,

economic loss to


disadvantaged





maintenance

33 Strategic Failure to complete

bridge inspection

programmes

Insufficient staff

resources

Non-detection of defects,

inability to produce

performance indicator

6 2 1 1 10 2 20 Monitor inspection

programmes, monitor staff

resources, provide

adequate funding,


demand

requirements

Increase in traffic

volume/weight,

inadequate

inspection regime,

inadequate

preventative

maintenance regime

Weight restrictions,

width/lane restrictions,

temporary traffic

management, disruption to

travelling public,

introduction, signing and

enforcement of restrictions,


route for some vehicles,

poor public image,

economic loss to


disadvantaged

4 4 3 5 16 3 48 Regular monitoring of

demand requirements and

current usage, pro-active

route management,

introduce measures to

reduce traffic flows. Regular

safety inspections &

condition assessments,



maintenance

Impact Score


88 | P a g e

Risk

No.

Strategic or

Operational


Safe

ty

(2

-10

) Fi

nan

cial

(1

-

5)

Dis

rup

tio

n (

1-

5)

Imag

e (1

-5)

Tota

l Sco

re

(S+F

+D+I

)

Like

liho

od

(1

-

5)

Ris

k R

atin

g

(SxL

)

Mitigation

Traffic Signals

35 Operational Equipment failure

leading to major RTA

Inadequate

inspection regime,

inadequate

preventative

maintenance regime


damage to adjacent









poor public image,

economic loss to


disadvantaged





maintenance

36 Operational Loss of experienced

personnel

Conditions of

employment,

salaries

Reduction in service,

inability to carry out

planned maintenance

programme, inability to

meet fault attendance

targets, poor public image,

increased numbers of faulty

equipment, increase in


4 3 3 2 12 3 36 Regular interaction with

workforce, staff satisfaction

surveys, employee review &

development scheme


89 | P a g e

Impact Score

Risk

No.

Strategic or

Operational


Safe

ty

(2

-10

) Fi

nan

cial

(1-5

)

Dis

rup

tio

n

(1-5

)

Imag

e (1

-5)

Tota

l Sco

re

(S+F

+D+I

)

Like

liho

od

(1-5

)

Ris

k R

atin

g

(SxL

)

Mitigation

37 Operational Failure of sole

equipment providers

Enforced obsolescence of

equipment, lack of parts

required for repairs,

reduction in service,


planned maintenance


repair faults in timely

fashion, poor public image,

increase in accidents due to

faulty equipment, increase

in compensation claims

2 3 3 3 11 2 22 Regular financial and

quality checks of suppliers

38 Operational Deterioration in

condition of traffic

signals

Insufficient

maintenance

funding, incorrect

treatment options

Higher whole life

maintenance costs,

increased possibility of

reduction in service, poor

public image





maintenance, proper

assessment of funding

requirements

Street Lighting


90 | P a g e

39 Operational Failure of electrical

supply due to District

Network Operator

Failure of DNO to

adequately resource

connections

programme, or to

maintain their

apparatus and repair

faults

Reduction in safety for

vehicles, pedestrians and

vulnerable persons,

increase in trips and falls,

increase in crime, poor


to businesses


quality checks of District

Network Operator, Close

liaison with DNO regarding

programming of works

Impact Score

Risk

No.

Strategic or

Operational


Safe

ty

(2

-10

) Fi

nan

cial

(1-5

)

Dis

rup

tio

n

(1-5

)

Imag

e (1

-5)

Tota

l Sco

re

(S+F

+D+I

)

Like

liho

od

(1-5

)

Ris

k R

atin

g

(SxL

)

Mitigation

40 Operational Loss of experienced

personnel

Conditions of

employment,

salaries

Reduction in service,


planned maintenance

programme, or to meet

fault attendance targets,

poor public image,

increased numbers of faulty

equipment,

4 3 3 2 12 3 36 Regular interaction with

workforce, staff satisfaction

surveys, employee review &

development scheme

41 Operational Failure of sole

equipment providers

Enforced obsolescence of

equipment, lack of parts

required for repairs,

reduction in service,


planned maintenance


repair faults in timely

fashion, poor public image,


quality checks of suppliers,

source alternative suppliers


91 | P a g e

increase in accidents due to

faulty equipment,

42 Operational Failure of PFI

contractor to

implement upgrade

of equipment as

programmed

Ageing lighting stock

continues to deteriorate,

failure to improve

community safety, poor

public image,

6 4 2 5 17 2 34 Continuously monitor

performance of PFI

contractor, undertake

regular financial checks of

contractor

43 Operational Failure of PFI

contractor to

maintain equipment

as agreed

Condition of lighting stock

deteriorates, failure to

maintain community safety,

poor public image,

6 4 2 3 15 2 30 Continuously monitor

performance of PFI

contractor, undertake

regular financial checks

Impact Score

Risk

No.

Strategic or

Operational


Safe

ty

(2

-10

) Fi

nan

cial

(1-5

)

Dis

rup

tio

n

(1-5

)

Imag

e (1

-5)

Tota

l Sco

re

(S+F

+D+I

)

Like

liho

od

(1-5

)

Ris

k R

atin

g

(SxL

)

Mitigation

Signs, barriers and

street furniture


92 | P a g e


failure / failure of

safety barrier

Inadequate

inspection regime,

inadequate

preventative

maintenance regime


damage to adjacent









poor public image,

economic loss to


disadvantaged





maintenance


demand

requirements

Missing or obscured

signage, inadequate

inspection regime,

inadequate

preventative

maintenance regime

Inadequately signed routes,

disruption to travelling

public, poor public image,

economic loss to


disadvantaged





maintenance


93 | P a g e

Impact Score

Risk

No.

Strategic or

Operational


Safe

ty

(2

-10

) Fi

nan

cial

(1-5

)

Dis

rup

tio

n

(1-5

)

Imag

e (1

-5)

Tota

l Sco

re

(S+F

+D+I

)

Like

liho

od

(1-5

)

Ris

k R

atin

g

(SxL

)

Mitigation

Winter Maintenance 0 0

46 Operational Inadequate pre-

gritting

Inability to predict

inclement weather,

insufficient salt/grit

stocks, insufficient

gritting equipment

Major RTA, minor RTA,

impassable routes, loss of

life, serious injury, damage

to adjacent property &


damage, prolonged



emergency services


alternative route,


poor public image,

economic loss to


disadvantaged

8 4 3 4 19 2 38 Implement robust weather

forecast assessment,

implement ice

prediction/detection

procedure, regularly

monitor salt/grit stocks,

plan the obtaining and

maintenance of gritting

equipment


94 | P a g e

Impact Score

Risk

No.

Strategic or

Operational


Safe

ty

(2

-10

) Fi

nan

cial

(1

-

5)

Dis

rup

tio

n (

1-

5)

Imag

e (1

-5)

Tota

l Sco

re

(S+F

+D+I

)

Like

liho

od

(1

-

5)

Ris

k R

atin

g

(SxL

)

Mitigation

47 Operational Inadequate snow

clearance


inclement weather,

insufficient plant,

insufficient

personnel






damage, prolonged



emergency services




to businesses,

8 4 3 4 19 2 38 Implement robust weather

forecast assessment,

implement ice

prediction/detection

procedure, plan the

obtaining and maintenance

of snow clearing

equipment, assess &

monitor staffing levels

48 Strategic Non-compliance with

winter maintenance

plan


inclement weather,

insufficient salt/grit


gritting equipment,

insufficient

personnel, not

following published

routes/hierarchies






damage, prolonged



emergency services




to businesses,

8 5 2 5 20 2 40 Develop and implement a

winter maintenance plan,

ensure compliance with

plan by regular monitoring,

and assessment of

performance.


95 | P a g e

Impact Score

Risk

No.

Strategic or

Operational


Safe

ty

(2

-10

) Fi

nan

cial

(1

-

5)

Dis

rup

tio

n (

1-

5)

Imag

e (1

-5)

Tota

l Sco

re

(S+F

+D+I

)

Like

liho

od

(1

-

5)

Ris

k R

atin

g

(SxL

)

Mitigation

49 Operational Inadequate footway

gritting

Insufficient salt/grit


personnel

Slips & falls, impassable

pedestrian routes,

compensation claims, poor


to businesses, hardship for

disadvantaged

6 3 2 3 14 3 42 Regularly monitor salt/grit

stocks, assess & monitor

staffing levels

50 Operational Long periods of

adverse weather

conditions

Inability to comply with

winter maintenance plan

6 4 5 3 18 2 36 Accurate weather

forecasting, ability to call up

additional resource as

required, availability of

emergency funding

Drainage

51 Operational Flooding Changing weather

patterns, insufficient

drainage

infrastructure,

insufficient cleaning

regime, blocked

culvert






damage, prolonged



emergency services



8 4 3 4 19 2 38 Regular cleaning of gullies

and highway drains,

accurate weather

forecasting, identification of

vulnerable sites, emergency

response planned and

available


96 | P a g e


to businesses,


97 | P a g e

Impact Score

Risk

No.

Strategic or

Operational


Safe

ty

(2

-10

) Fi

nan

cial

(1-5

)

Dis

rup

tio

n

(1-5

)

Imag

e (1

-5)

Tota

l Sco

re

(S+F

+D+I

)

Like

liho

od

(1-5

)

Ris

k R

atin

g

(SxL

)

Mitigation

Green Spaces

52 Operational Inability to inspect

and manage highway

trees

Inadequate

resource, insufficient

funding,

Damage to highway

infrastructure, disruption to

travelling public,

compensation claims. poor

public image, hardship for

disadvantaged

6 3 2 2 13 3 39 Regular inspection regime,

targeted tree management

53 Operational Inability to inspect

and manage highway

verges (no grass

cutting)

Inadequate

resource, insufficient

funding,

Compensation claims. poor

public image

6 2 1 3 12 2 24 Regular inspection regime,

regular grass cutting

54 Operational Slips on roadside

slopes

Age of earthworks,

ineffective drainage,

severity of slope

Damage to highway

infrastructure, disruption to

travelling public,

compensation claims. poor

public image, hardship for

disadvantaged

6 3 2 2 13 3 39 Identify susceptible areas,

introduce and maintain

positive drainage,

undertake regular

inspections/assessments


98 | P a g e

Key to Impact Scoring:

Score Safety (score

doubled)

Financial Disruption to service Image Likelihood

1 Minimal safety

implications

< £ 5,000 Minimal disruption Internal

knowledge only

Highly unlikely

2 Property damage only £ 5,000 - £ 50,000 Disruption to single function Some public

awareness

Unlikely

3 Slight Injury £ 50,000 - £ 250,000 Disruption to multiple

functions

Council

committee

report and/or

local press

Possible

4 Serious Injury £ 250,000 - £

1,000,000

Major disruption to services National Press Probable

5 Fatality > £ 1,000,000 Complete breakdown of

processes

Central

Government

action

Virtually Certain


99 | P a g e

Appendix F - Improvement Action Plan

Key: HoS - Head of appropriate Service HAM - Engineer responsible for Highway Asset Management ES - Engineer responsible for Structures ED - Engineer responsible for Drainage and Flood Management SMLS - Service Manager Local Services SMHMO - Service Manager Highway Maintenance and Operations

Action

No

CARRIAGEWAYS

Implementation

Period

Person

responsible

Cost estimate year 1 year 2 year 3 year 4 year 5

1 Maintain inventory information Ongoing function HAM £100,000 £20,000 £20,000 £20,000 £20,000 £20,000

2 Review forward works programmes

and budget requirements

Annually HofS, HAM,

ED

management

function

3 Review current business processes in

light of asset management practice to

identify improvements that can be

made to the service provided

Annually HofS, HAM,

ED

management

function

4 Validate existing skid resistance

surveys (SCRIM) for Principal Roads

1 Year HAM £10,000 £10,000

5 Complete assessments of sites

requiring investigation and

implement appropriate measures

1 Year HofS, HAM £700,000 £700,000


100 | P a g e

6 Consider developing current PI's for

inspections and repairs specifically

for carriageways

Annually HofS, HAM,

ED

management

function


101 | P a g e

Action

No

FOOTWAYS & CYCLEWAYS

Implementation

Period

Person

responsible


Maintain inventory information Ongoing function HAM included in

carriageway

costs

Review forward works programmes


Annually HofS, HAM,

ED

management

function

-

Review current business processes in




Annually HofS, HAM,

ED

management

function

Consider developing current PI's for

inspections and repairs specifically

for carriageways

Annually HofS, HAM,

ED

management

function


102 | P a g e

Action

No

HIGHWAY GREEN SPACES

Implementation

Period

Person

responsible


9 Review and Improve and maintain

the current inventory information

available

5 Years SMLS £50,000 £30,000 £5,000 £5,000 £5,000 £5,000

10 Identify the costs involved in

undertaking works within the

Highway.

1 Year SMLS Management

Function

11 Identify the budget required to meet

the statutory minimum

requirements, the existing budget,

and the budget required for the

optimum level of service.


Function

12 Formulate a 5 year forward works

programme for the maintenance of

Highway Green Spaces.


Function

13 Review forward works programmes


Annually SMLS, HAM,

ED

management

function

-





Annually SMLS, HAM,

ED

management

function


103 | P a g e

15 Identify the quantity and extent of

performance gaps and any backlog.


Function

Formalising tree management regimes

SMLS

Assessment of the effects of climate change on the assets and any potential mitigation and adaptation measures

SMLS

Development of a formal data management procedure is required

SMLS

Consider developing a suite of indicators to reflect performance specifically for the highway green spaces assets

1 year SMLS Management

Function

Consider implementing an inspection regime for trees.

1 year SMLS Management

Function


104 | P a g e

Action

No

BRIDGES & OTHER HIGHWAY

STRUCTURES

Implementation

Period

Person

responsible


Complete and maintain all Roads 277

forms for highway

2 years ES management

function - - -

Extend annual routine maintenance

to all structures

5 years ES £240,000 £16,000 £32,000 £48,000 £64,000 £80,000

Audit accessibility to all highway

structures and identify achievable

improvements

1 year ES management

function - - - -

Carry out improvements where

required under DDA where funding is

available or provide signing of

alternative routes

3 years ES £60,000 - £20,000 £20,000 £20,000 -

Have all highway structures on the

GIS system


function - - - -

Complete BCI condition ratings for all

retaining walls


function - - -

Develop & implement procedures for

collecting BCI data for ‘other

structures’


function - - -

Prepare report on present backlog of

works and schemes


function - - - -



Annually ES management

function


105 | P a g e

Further develop risk assessment

system


function






function

Action

No

TRAFFIC SIGNALS

Implementation

Period

Person

responsible


Develop management system to

assist with development of levels of

service and forward works

programmes utilising existing

inventory and condition information

1 Year SMHMO Management

function



Annually SMHMO Management

function



see where improvements can be



function

Consider introducing a condition data

survey for signal poles.


function


106 | P a g e

Action

No

STREET LIGHTING

Implementation

Period

Person

responsible


Explore and review alternative

equipment and lighting levels/timings

to reduce energy consumption and

CO2 level with PFI partner SSE

Ongoing function HofS Management

Function


107 | P a g e

Action

No

SIGNS, BARRIERS & STREET

FURNITURE

Implementation

Period

Person

responsible


Maintain inventory information Ongoing function HAM included in

carriageway

costs

Collect and maintain condition data

for all assets

Ongoing function HAM £110,000 £50,000 - £20,000 £20,000 £20,000

Review Levels of Service (LoS) and

undertake a consultation process to

determine attainable service

1 year HofS, HAM Management

function - - - -

Prepare forward work programme

following review of Levels of Service

1 year HofS, HAM Management

function - - - -

Review works programmes and

budget requirements

Annually HofS, HAM Management

function

-





Annually HofS, HAM Management

function


108 | P a g e

Action

No

WINTER MAINTENANCE

Implementation

Period

Person

responsible






Annually SMLS Management

function

58 Consider procurement options for

delivery of the service

Oct 2016 HoS

GRAND

TOTALS

Newcastle City Council Highway Asset Management Plan ......Document Information Title Highway Asset Management Plan appendices Author Garry Simpson - Principal Engineer, Pamela Holmes

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