Strategy Document Management Highways Assetdemocracy.rochdale.gov.uk/documents/s41579/Highway...

Strategy DocumentHighways Asset

Management

Strategy DocumentHighways Asset Management

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CONTENTSExecutive Summary..................................................................................................................31. Implementing Effective Asset Management ......................................................................32. Greater Manchester’s Third Local Transport Plan.............................................................33. 0 Introduction.....................................................................................................................43.5 The Wider Transport Assets..............................................................................................53.6 GM Key Route Network (KRN)..........................................................................................64. Asset Management Framework in Rochdale.....................................................................6Figure 1: Organisational Structure............................................................................................7

Fig 1: Organisational Structure .................................................................................................................7Figure 2: Asset Management Framework.................................................................................................9

5. Strategy for Individual Assets ..........................................................................................10Table 1: Asset Groups (Whole Government Accounting).......................................................11

5.8 CARRIAGEWAYS ...........................................................................................................................125.9 FOOTWAYS & CYCLE WAYS........................................................................................................13

5.10 Bridges and Highway Structures ....................................................................................145.10.1`The Council is responsible for bridges and highway structures as indicated below....................14Table 2 Bridges and Highway Structures ...............................................................................................145.10.4 Proposed Asset Strategy: ............................................................................................................155.11DRAINAGE......................................................................................................................................155.12 STREET LIGHTING & TRAFFIC SIGNALS.............................................................................16

6. Asset Management Planning...........................................................................................166.1 Process and Procedure...................................................................................................................166.2 Budgeting ........................................................................................................................................16Figure 3: Budget Allocation Process.......................................................................................................17

7.0 Gross Replacement Cost and Depreciated Replacement Cost ......................................188.0 Data Management and Information Systems ..................................................................199.0 Performance Monitoring ..................................................................................................2010.0 Maintainability .................................................................................................................21

11.0Good Practice..................................................................................................................................2111.3 Communications Strategy ........................................................................................................2212.0Supporting Documentation..............................................................................................................2213.0 Review Process.......................................................................................................................23

14.0 Benefits of our Asset Management Strategy.................................................................23


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Executive Summary

1.0 Implementing Effective Asset Management

1.1 Rochdale Council recognises the importance of the highway infrastructure in the context of the well-being of all who use it. The Council is committed to the good management of the highway asset not only for now, but also for future generations, and recognises that asset management provides the required approach for efficient management of the network to deliver required levels of service.

1.2 Consequently, the Council has been developing and implementing asset management principles over a number of years. A Transport Asset Management Plan (TAMP) was drafted in 2014, linking together various key documents to provide a consistent and uniform approach to the management of the highway infrastructure.

1.3 Following the development of the draft TAMP, the Council has been focusing on the implementation of an asset management approach. Priority is given to the management of asset information and its effective use, as well as the development of processes that deliver required outcomes, with appropriate tools that support budget and lifecycle management planning.

2.0 Greater Manchester’s Third Local Transport Plan

2.1 TfGM has responsibility for producing a Local Transport Plan (LTP) for Greater Manchester, the current LTP, the third one, covers the period 2011/2012 to 2015/2016.Greater Manchester has progressed with local devolution on the Highways Network, and this included the introduction of a Key Route Network. The implication of the funding and operation of this element of the Rochdale asset is under review with TfGM and the GM districts.

2.2 ` Furthermore, the Greater Manchester Transport Strategy 2040 document provides a vision of what a successful transport system might look like in 2040 to support Greater Manchester’s wider economic, social and environmental ambitions.

2.3 A full draft Transport Strategy and Delivery Plan is due to be published for consultation in 2016 and is intended to replace our current Greater Manchester Local Transport Plan It will provide a statutory footing for upcoming policy development in areas such as bus

and rail reforms, and development of the key route network; It will provide an up-to-date set of priorities to inform spending decisions and funding

bids; It supports the delivery of the emerging Greater Manchester Spatial Framework which

will seek to manage the supply of land to ensure GM can meet its future housing and employment growth requirements;

It will support collaborative working with stakeholders to define what transport is required to deliver GM ambitions;

It will demonstrate transparency to the public on how their money is being spent, and what benefits have been delivered for GM; and

It will provide a clearer strategic framework for the development of other supporting plans and policies,


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3.0 Introduction

3.1 Nationally, and internationally, owners of infrastructure assets have seen the advantages in following the guidance currently referred to as “PAS 55”

3.2 PAS55:2008 is the Publicly Available Standard for Asset Management, published jointly by the British Standards and The Institute of Asset Management. It has recently been developed into an International Standards Organisation document, forming the ISO55000 Series, published in January 2014.

3.3 As part of the government sponsored Highway Maintenance Efficiency Programme the new guidance document on highways asset management, Highway Infrastructure Asset Management, was published in May 2013. This guidance adheres to the principles of PAS 55.

3.4 One of this guidance note’s recommendations is that highway authorities develop and publish an Asset Management Policy and an Asset Management Strategy. PAS 55 has the following definitions of these two items:

Asset Management Policy

“Principles and mandated requirements derived from, and consistent with, the

organisational strategic plan, providing a framework for the development and

implementation of the asset management strategy and the setting of the asset management objectives”

Asset Management Strategy

“Long-term optimized approach to management of the assets, derived from, and consistent

with, the organisational strategic plan and the asset management policy”

3.5 The Wider Transport Assets3.5.1 Transport for Greater Manchester (TfGM) is the public body responsible for co-ordinating

public transport services throughout Greater Manchester. The strategies and policies of Transport for Greater Manchester are set by the Greater Manchester Combined Authority (GMCA) and Transport for Greater Manchester Committee.

3.5.2 Transport for Greater Manchester is responsible for investments in improving transport services and facilities, and supporting the largest regional economy outside London. It is the executive arm of the Transport for Greater Manchester Committee, which funds and makes policies for TfGM. The authority is made up of 33 councillors appointed from the ten Greater Manchester districts (Bolton, Bury, Manchester, Oldham, Rochdale, Salford, Stockport, Tameside, Trafford and Wigan).


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3.5.3 On the day of its inauguration, TfGM became the second most powerful and influential transport organisation in England after Transport for London, because it unites previously disparate governance over transport policy in the boroughs under one body. It elects its own Chair and Vice-Chair and assumes the functions previously performed by Greater Manchester Integrated Transport Authority as well as the newly devolved transport powers and responsibilities from Government and the 10 Metropolitan Councils that make up Greater Manchester. The 33 councillors have voting rights on most transport issues despite not being members of the GMCA, though major decisions still require approval by the GMCA. The functions that are referred (but not delegated) to the TfGMC include making recommendations in relation to: The budget and transport levy

Borrowing limit

Major and strategic transport policies

The local transport plan (GMLTP)

Operation of Greater Manchester Transport Fund and approval of new schemes

Appointment of Director General/Chief Executive of TfGM

3.5.4 In addition, two functions delegated solely to the TfGMC without requiring GMCA approval, namely road safety under Section 39, Road Traffic Act 1988 and traffic management under Sections 16-17, Traffic Management Act 2004.

3.6 GM Key Route Network (KRN)3.6.1 An outline proposal for the definition and management of the GM Key Route Network (KRN)

was approved by GMCA on 27 February 2015. The report established the Strategic Case for the integrated management of the KRN, defined the proposed network and included initial proposals for the governance and operating model. A series of next steps were identified in order to take the proposal forward.

3.6.2 Transport for Greater Manchester (TfGM) on behalf of GMCA would take the lead role and responsibility for the KRN, including preparing capital budgets for network development and structural maintenance programmes. In-addition they would prepare funding bids, identify scheme options for prioritising projects and undertake feasibility work.

4.0 Asset Management Framework in Rochdale 4.1 This Asset Management (AM) Strategy sits within the wider asset management framework

and is one of the key strategic documents related to the delivery of the Council’s highway services.

4.2 Encompassed within the AM framework are two key documents; the Council’s Transport Asset Management Plan (TAMP) and Rochdale Transport Strategy, both contain the approved and adopted policies and policy guidance in respect to the Council’s legal requirements and its service provision. These documents identify the range of council owned and managed highways assets, the GRC and reflect the guidance laid down in the suite of national Codes, in particular the Code of Practice ‘Well-maintained Highways’..


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4.3 Highways, Economy & Environment has set up an organisational structure that reflects the importance asset management plays in the delivery of highway and transport services. This structure enables the development, continual review and embedment of strategic documents and promotes asset management practices, described in Figure 1.

Figure 1: Organisational Structure

The main aims of the Highways Maintenance Team are to provide strategic guidance for the successful adoption and delivery of the asset management strategy, maintain the level of understanding of the role of highway asset management in the Department and lead the implementation of asset management planning. The aim of the Senior Management Team is to support the HIGHWAYS SECTION in promoting the principles of asset management and implementing its associated improvement actions.

Fig 1: Organisational Structure

4.4 The Asset Management Strategy sets out how the Department’s Asset Management Policy is being achieved. In particular, it describes how the Department continues to work towards implementing an asset management approach to the management of the Authority’s highway network. It provides the framework for delivering our corporate aims.

4.5 This strategy serves as a basis for the development of detailed asset management planning and its implementation, including enabling the organisation, its technology and its processes to adapt to change.

4.6 This strategy is based on the framework shown schematically in Figure 2, and outlined in the following sections. This framework clearly identifies the relationships between asset management the influences of corporate and national drivers and internally the Asset


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Management Strategy with the Transport Asset Management Plan will inform priorities in the delivery planning process and therefore support continual improvement in the management of the highway asset.

4.7 This strategy covers all maintenance led activities including activities funded by capitalised revenue funding. Decisions related to capital improvements and the transport needs of the network are not within this Strategy; a similar approach is under development

4.8 This strategy explains how individual asset groups and components fit in the framework, how the asset management planning process is implemented in the Department and refers to tools currently employed, as well as links to other key documents. Finally, the strategy describes how the Department will embed a continuous improvement approach to highway asset management, including how national developments and good practice are considered, as well as how the work carried out in Rochdale can influence the national asset management agenda.


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Procedure, Process, Management systems, supporting information, service levels

Local transport Plan

Highway asset Policy

Asset management

strategy

Transport policy

Transport strategies

Asset management, Traffic management and Network management

BudgetsHighways Budget

RiskResources, Data.

DeliveryPolicy

Documents and Guidance

PerformanceDelivery planning,Service delivery,

Performance indicators for

highways service

Corporate and national

requirementsPerformance Management

Delivery Planning

Activity planning

Figure 2: Asset Management Framework

Enablers

Procedure


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5.0 Strategy for Individual Assets

5.1 As part of the asset management framework, and in accordance with other national guidance, the highway asset has been divided into asset groups. Each group is then broken down into asset components and activities. The asset groups and components are described in this section.

5.2 A key function of the asset management process is to understand the spending needs of each asset group, component and activity against performance, aims and objectives. This means understanding funding needs to meet: LTP objectives; Delivery Planning Performance Targets.

5.3 Inherent to this process is a need to understand the influence of budget decisions on customer satisfaction and delivery of the corporate priorities. Furthermore, the impact that investing on one asset component may have on the overall performance of other asset components, as well as the whole asset, is examined. To this end, a Needs Based Budgeting approach has been developed and is being used.

5.4 For the delivery of the highway service, Rochdale divides its highway network in geographical areas covering all routine and operational functions and a central office which administers the Term Highways Contract and delivers the Highways maintenance programmes.

5.5 In line with national guidance and good practice, Rochdale is developing a lifecycle approach to managing its highway maintenance activities. Understanding how long specific maintenance treatments last, the relative cost of these treatments and the Levels of Service (LoS) provided are essential pre-requisites to good asset management. Rochdale’s goal is to improve public satisfaction with its highway service whilst maintaining value for money and continuing to provide a safe highway network, in line with corporate priorities.

5.5.1 Rochdale’s approach to delivering the principles of lifecycle management planning employs a risk management approach in assessing the influences across the following criteria; Legislative, Safety, Environmental, Economy and Customer.

5.5.2 This approach allows for budgets to be split at a strategic level based on a common set of criteria. Successful implementation of this approach relies on good understanding of the asset, its current and future performance, expenditure and customer feedback, as well as an understanding of the various service levels that may be achieved for the different funding options.

5.5.3 This understanding can only be achieved through reliable, current and robust data. Rochdale is developing data and information strategies, which prioritises its data collection needs, data management requirements and the IT infrastructure necessary to process and present this information. Table 1: Asset Groups (Whole Government Accounting)

ASSET GROUP ASSET ELEMENTS QuantityCarriageways Carriageways, road markings and street 674km Carriageway


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cleaning

Footways and

Cycleways

Footways, Cycleways (dedicated and

shared use), hard paved verges, footway

gullies and street cleaning

1088km footway

11.2km cycle track

Lighting Columns, lamps, cabling, feeder pillars,

illuminated signs, subway lights,

illuminated bollards, high mast lighting

columns, footbridge lighting

To be confirmed. Currently within

PFI contract for Oldham &

Rochdale

Signs, Barriers and

Street Furniture

Advance direction signs, direction signs,

warning signs, information signs, sign

posts, street name plates, non illuminated

bollards, seats, highway fences, pedestrian

barriers, safety barriers, and other street

furniture

Warning 1572Regulatory 7068Directional 1677Informatory 4025Boundary 61Non DCC 2101Parking/Directional 60Not assessed 304Box barriers 16640 lin MCorr Single- Ten 29274 Lin M

Bridges & Other

Highway Structures

Bridges, subways, culverts, retaining walls,

tunnels, river walls & revetments

See the structures section for

detail

Drainage highway drainage – gully pits, manholes, et 40300 road gullies

Winter Maintenance Salt Storage areas and grit bins 400+ grit bins

5.6 This approach has been adopted to allow a clear understanding of budget allocation across the different asset components, facilitating the recording of where money is invested, hence linking expenditure to activities. Identifying where money is invested, allows the Council to monitor performance against service delivery,, thus allows the implementation of a continuous improvement process, within the constraints of available funds.

5.7 Dividing the Asset into component parts(WGA) and identifying the relative costs and demand for planned, routine and reactive maintenance activities is seen as an essential process upon which budgets can be developed.

5.8 CARRIAGEWAYS

5.8.1 Carriageways form the majority of the highway asset, these range from busy dual A class roads to minor rural lanes. The structure of some of these assets has been evolved rather than specifically designed; consequently the construction is not consistent even when some knowledge of the pavement exists.

5.8.2 Current Challenges:Asset condition is average considering the network as a whole; the network condition indicators are comparable with other GM authorities. However there are concerns about the condition of some minor roads. These minor roads, typically consisting of little pavement structure, are at most risk of rapid deterioration due to the ingress of water and overloading. Investment in these roads is more challenging to justify with


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the other demands on more strategically important routes, however these roads remain crucial links for our communities.

5.8.3 Desired Outcome: Carriageway condition is maintained with minimum whole life cost supported by steady state investment.

5.8.4 Proposed Asset Strategy:Lifecycle Planning has been adopted to establish a baseline funding requirement for the network. Having undertaken analysis of carriageway condition across the network, levels of deterioration and required investment have been identified over a 20 year period. As a result, investment shall be targeted where the money will return greatest whole life cost benefit, (e.g. maximising residual life for minimal investment)

An assessment of the demand on the network is continually carried out to enable targeted investment aligning with the corporate objectives and commensurate with use.

A preventative approach to maintenance has been adopted, investing a greater proportion of the available budget to treat roads in the early stages of deterioration. A preventative approach targets assets that are not currently in need of full structural renewal and proposes to extend these assets’ whole life by arresting/delaying deterioration by suitable intervention methods.

5.9 FOOTWAYS & CYCLE WAYS

5.9.1 Although the majority of footways are in urban areas, there are many rural footways within villages and providing links between villages. The majority of our footways are bituminous, although there are significant lengths of flagged footways and a small amount of modular footways mostly in the town centres. While carriageways provide the main component of the highway, footways are essential for all users to connect homes and businesses. For many vulnerable road users, footways are their only link to travel and access public transport.

5.9.2 Current Challenges:The condition of footways has not been routinely measured for many years. It is estimated that around 35% of main footways require maintenance. We have yet to complete the measurement of condition on all footways including minor (Category 3 & 4) footways but consider this figure still to be representative of all footways.

5.9.3 Desired Outcome: Footway condition is maintained with minimum whole life cost supported by steady state investment.

5.9.4 Proposed Asset Strategy:The Council will establish a baseline funding requirement for the network using life cycle planning techniques. Increased levels of survey and data collection are programmed for 2015/16.


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Using nationally recognised inspection survey techniques .the Council will identify areas of deterioration and current condition. Work is prioritised according to asset condition, location and user need. An updated prioritised process for footway maintenance and improvement is currently underway.

In terms of programming maintenance and improvement works, schemes will be considered in localities to minimise the impact on communities. On the bituminous footway network, the Council will establish a cyclical approach to surface treatment which is preventative in order to protect against water ingress and extend residual life.

5.10 Bridges and Highway Structures

5.10.1 The Council is responsible for bridges and highway structures as indicated below.

Table 2 Bridges and Highway Structures

Bridges and Highway Structures Number

Road Bridges 84

(Additional Spans for Multi Span Bridges) (31)

Retaining Walls 181 (12.2Km)

Footbridges (Including Public Rights of Way) 194

Culverts 101

(Additional Spans for Multi Span Culverts) (8)

Subways 21

Reinforced Earth Slopes 5

Cattle Grids 3

Total Number of Structures 589(Total number with each multi span accounted for individually) 628

5.10.2 Current Challenges:Detailed asset data for all of the highway structures owned by Rochdale Council exists and is maintained in our current Asset Management System (Bridge Management Expert (BMX)). General inspection regimes are undertaken in accordance with the current Management of Highway Structures: A Code of Practice. Principal Inspections of major structures are programmed to be undertaken on a 6 yearly cycle or as identified following a general inspection. Our key challenge is to ensure that we continue to maintain our structures stock at an acceptable or improving level of condition with reducing resources and budgets.


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5.10.3 Desired Outcome:Our desired outcome is to maintain or improve the highway bridges and structures stock condition rating in a steady state of repair by adopting a preventative strategy driven by lifecycle planning and controlled interventions. This will allow us to achieve best value from our capital and revenue budgets, delivering value for money and ensuring our structure stock maintains an acceptable condition.

We will continue to meet our statutory duty to ensure that Rochdale’s structure stock remain in a safe and serviceable condition. This will be achieved by ensuring our general and principal inspection regimes continue to be implemented and reported to the industry standard by a recognised and qualified Bridge Inspector. Our capital and revenue budget will be directed to those structures in most need as identified by the outcomes of the inspection process and our five year strengthening programme will be implemented and adjusted as the needs arise following such inspections.

5.10.4 Proposed Asset Strategy:We will continue to work in accordance with the Management of Highway Structures: A Code of Practice, striving to meet the milestone targets identified within it. Our general inspection programme will remain on target with the resulting data formulating our prioritised work schedules.

Currently we are restricted to utilising the bespoke toolkit to demonstrate that we are achieving our desired outcomes regarding stock condition and maximising our available budgets to this end. We will continue using the toolkit to determine our figures for submission to whole government accounts. However we are optimistic that in the near future our Bridge Management System will be granted a certificate of conformity allowing us to utilise its full power and potential in generating these figures instead of the structures toolkit.

We are in the process of upgrading BMX to AMX (Asset Management Expert) and fully expect to have this Bridge Management System in operation before the end of 2015. This will allow us to provide detailed lifecycle plans for all of our structures based upon the latest inspection data. This in turn will allow us to forward programme with greater confidence and assurance to ensure that we maximise the output from our current budgets and also that we are in a sound position to bid for future funding streams.

5.11 DRAINAGE

5.11.1 This encompasses a wide range of assets, varying from piped systems to open watercourses, which assist in the Council’s duty to safely drain the highway and provide opportunities for the Council to meet its obligations under the Water Framework Directive. In addition, we have a duty to act as the Lead Local Flood Authority on behalf of the Council which includes identifying existing Local Authority assets which have a significant effect on flooding, identifying flooding mitigation schemes and seeking funding from the Environment Agency & DEFRA.

5.11.2 Current Challenges:Whilst asset data exists for the majority of highway gullies, information on the

associated outfall systems into which they discharge is very limited. Collecting this


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data comes with high costs and as such a data collection exercise for all the assets cannot by justified. A risk based approach to the collection of highway drainage asset data is therefore taken.

5.11.3 Desired Outcome:Our aim is to meet statutory duties and maintain a safe public highway by continuing to assess and prioritise high risk flooding areas and deal with them accordingly. Opportunities to work in partnership with other organisations and to deliver other benefits, such as those required by the Water Framework Directive, will also be sought.

Highway drainage schemes, which can deliver the highest outcome measure scores, will receive the highest priority when it comes to the programming of their design and construction.

Construction of highway drainage schemes will result in the delivery of the following outcome measures

Fewer residential and business properties being at risk of flooding (measured as the number of residential or business properties protected)

Fewer flooding related highway safety concerns (measured as the distance of highway better protected from flooding)

Reduced pollution of watercourses through the transport of pollutants through highway drainage systems.

5.12 STREET LIGHTING & TRAFFIC SIGNALS

5.12.1 The street lighting within Rochdale is currently in its 4th year of a 5 year programme as per its collaborative PFI arrangements with Oldham MBC entitled the Community Lighting Partnership.

5.12.2 The traffic signals within Rochdale are completely managed, controlled and monitored by Greater Manchester Urban Traffic Control (GMUTC) which is also responsible for all other 9 GM authorities’ traffic signals. GMUTC is part of Transport for Greater Manchester.

6.0 Asset Management Planning

6.1 Process and Procedure

The asset management strategy supports continual review and improvement of its processes and procedures, ensuring, as far as possible, that the standards identified in relevant legislation and codes of practice are adopted and that our customers receive a good and efficient service that reflects the resources available.

6.2 Budgeting Rochdale considers that Needs Based Budgeting is fundamental to good asset management planning and robust investment and lifecycle planning decisions. Substantial resources have therefore been focussed on and will continue to support the development of processes and tools to inform budget decisions at strategic, tactical and local levels.


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Strategic Level Budget• Allocation

Highways Budget Budget Allocated to Asset Groups

Tactical Level Budget Allocation Route Strategy Tools

Budget Allocated by Treatment Type to Asset Components

Local Level Budget Allocation

(Scheme Identification)

Scheme Prioritisation Tools

Prioritised Works Programmes

councillors/Other inputs, Townships.

this can be anywhere within this process

Figure 3: Budget Allocation Process

This approach allows a consistent budget allocation process and relates high level aspirations to scheme level decisions.

6.3 At the strategic level processes and tools have been developed which allow informed budget allocation decisions to be measured across a range of criteria. This approach considers the risks and benefits of funding individual activities. To achieve this, five risk criteria, with four sub-criteria for each, have been developed, as described in Appendix B. These criteria are assessed against each activity to determine impact on the service for different budget scenarios. Through this approach, funding is linked to service bands. Three bands have been determined, namely Minimum Safety, Preservation and Enhancement. This tool has been developed to assess the impact of changing funding levels of each activity to the overall service. Targeted investment and informed decisions are therefore encouraged, by identifying the level of service that can be achieved for a given budget allocation.


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6.4 At the tactical level a tool for carriageways has been developed, which allows lifecycle aspirations to be considered and compared with condition targets, budget constraints and stakeholders wishes, offering options for route and treatment strategies. Where suitable data is available this concept can, and will be implemented across other asset groups

6.5 At the local level packages of information are prepared annually, allowing the planned maintenance teams to formulate programmes of work based on the allocations identified in the previous strategic and tactical decision phases. To further support and inform local needs a prioritisation tool has been developed for carriageways to formulate programmes of work that relate to the high level aspirations, bringing customer focus and economic influences into the decision making process. Where suitable data is available and where appropriate this concept is being extended to encompass other asset groups. This will allow decisions to be made that consider criteria other than condition and determine programmes that are not necessarily ‘worst condition first’.

7.0 Gross Replacement Cost and Depreciated Replacement Cost 7.1 Whole of Government Accounts (WGA) has set requirements for the way the value of the

highway asset is reported to the HM Treasury in the Authority’s audited accounts. When the WGA process has been fully implemented, authorities will be required to meet the strict requirements for financial reporting of their highway asset. For this to be achieved there is clear need for accurate and detailed inventory information and performance data. This requirement will support asset management by providing an improved understanding of network deterioration and combining that with the levels of service to be achieved.

72 A strategy has been developed with the Department’s Finance Unit to ensure asset management practices are in place to satisfy the financial reporting requirements defined in the Transport Infrastructure Assets Code, published by the Chartered Institute of Public Finance and Accountancy (CIPFA) in May 2010.

7.3 Rochdale embraces this approach and is developing the processes for collating the data needed to meet the WGA requirements, whilst developing good asset management practices that will lead ultimately, to a refinement of the service.

8.0 Data Management and Information Systems

8.1 Rochdale recognises that good and robust data is key to implementing asset management and delivering potential benefits. However, the Authority believes that the collection, management and use of data need to be based on a process, which identifies; Ownership

Data Objectives – business case

Responsibilities

Costs to manage and maintain data

all of which need to be clearly defined.

8.2 To this end, an asset information strategy has been developed that provides guidance for the optimum use of available data. This information strategy encompasses; data needs (data


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collection decisions), data management, highway management IT systems, reporting requirements (business information) and corporate IT needs. It will be used to inform current data collection needs for both inventory and condition information. Key drivers for this include: GRC / DRC

Management Resources

Performance

Customer

Business

8.3 Rochdale recognises that effective asset management and its implementation relies on systems used as tools to support decision making at all levels. The following tools are currently in use by the Authority:

• Mayrise highway management system, covering most of highway

management needs, including works order, public enquiries, street works,

network management, inspection process;

• MapInfo/Horizons (as the core of asset management); and Rochdale specific

tools to support all of these systems

9.0 Performance Monitoring

9.1 As a key element of this strategy, we are developing a performance management framework that defines key performance areas of the highways asset, prescribes targets and measures actual performance against the agreed targets on a regular basis.

9.2 Monitoring the performance will involve regular review and checking that identified improvements are being implemented effectively, and ultimately that these improvements are contributing to the achievement of asset management objectives. Reporting of progress against these performance areas will also allow assessments to be made on progress and demonstrate continuous improvement. This performance management framework will form a key element of our asset management framework implementation.


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10.0 Maintainability

10.1 One of the aims of good asset management is to improve co-ordination between highway improvement and highway maintenance schemes. Taking into account the cost and implications of maintaining the asset at the design stage will ensure that whole life costs of schemes are optimised. The Asset Management Strategy aims to raise awareness of this issue, in accordance with national guidance, by ensuring that any new infrastructure has adopted the most appropriate design option and the most appropriate materials.

10.2 Rochdale has developed and is implementing a process for incorporating new works into the existing highway network. The process advocates lifecycle management values and introduces early communication between clients and maintaining agents to ensure that asset management principles have been considered and agreed as part of the scheme implementation.

10.3 This process aims to ensure that all capital and revenue investment options have been considered fully, where new works should only require maintenance in line with expected lifecycles.

11.0 Good Practice

11.1 Rochdale is committed to the development and implementation of good practice and benefits from lessons learnt at National, Regional and Local levels. Officers from Rochdale Council regularly contribute to and attend: National and regional conferences;

The Chartered Institute of Public Finance and Accountancy (CIPFA) Highways Asset

Management Planning Network;

AGMA Authorities Service Improvement Group

HAMP Group

11.2 Furthermore, Rochdale is committed to the sharing of knowledge and experiences in implementing asset management with other Highway Authorities across the Country. To this end, officers from Rochdale present examples of good practice nationally at workshops and conferences and regularly attend/correspond with the following groups: AGMA Benchmarking and Highways engineering group

Highways Asset Management Financial Information Group (HAMFIG);

UK Roads Board;

Footway and Cycle track Maintenance Group

ADEPT/TAG Asset Management Working Group.

11.3 Communications Strategy


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Rochdale Council has a variety of communication processes in place to provide transparency in the planned & reactive maintenance approach using a range of channels to reach as many audiences as possible.

There is a dedicated website section from our homepage at www.rochdale.gov.uk

12.0 Supporting Documentation

12.1 The Asset Management Strategy refers and is linked to a number of key documents, as listed below, that combined allow for the asset management approach to be implemented and support the delivery of the desired level of service. Table 3

National Rochdale United Kingdom Roads Liaison Group

(UKRLG) Codes of Practice

Transport Asset Management Plan

(TAMP)

CIPFA Financial Reporting Code Local Transport Plan 3

PAS 55 Service Delivery Plan

HMEP uk roads liaison group guidance

Highway Asset Management document

Highways Delivery Plan,

Maintaining a Vital Asset Corporate Strategy

UKRB quick start documents process documents: including strategic,

tactical and local prioritisation tools

UKRLG Asset Management Guidance Traffic Management Policy Guidance

(TMPG)

13.0 Review Process

13.1 This strategy will be updated annually with minor amendments and reviewed on a three yearly basis to align with the TAMP. This process will be managed and implemented by the Highways Service.

14.0 Benefits of our Asset Management Strategy

14.1 The benefits of implementing the asset management strategy:

Encourages engagement with other stakeholders, including Elected Members,

Senior Officers and the public; Readiness to respond to changes resulting from

climate change, weather emergencies, contractors, resilience and finance

http://www.oldham.gov.uk/




















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Close working and integration of efforts with other parts of the Council, including

Corporate aims and objectives;

Improved delivery within budget constraints – including procurement;

Efficiencies – better ways of doing things, or an improved service, enhancing

performance in a challenging environment.

Improved understanding of customer aspirations and expectations;

To influence and focus on the better use of resources.


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Definition of technical or specialised terminology used within the document

Term Meaning

Strategy Document Management Highways Assetdemocracy.rochdale.gov.uk/documents/s41579/Highway...

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