14 major schemes: current and future - east sussex major schemes: current and future ... glyne gap...

14Majorschemes:currentandfuture

TheCouncilhasrecentlyworkedwithBoroughs,DistrictsandtheHighwaysAgencytocompletethe2008programmerefreshforapplicationstotheRegionalFundingAllocationformajortransportschemes.TwocategoriesofProjectInformationformsweresubmittedtoSEERA.

1. HighwaysAgency(HA)trunkroadschemeswhereEastSussexCountyCouncilhasinputtosubmissionsexpectedtobemadebyHA(ie.wheretheHAisthepromoter).

2. OtherschemeswhichtheCountyCouncilwishestoprogressincludingsomewheretheCountyCouncilmaynotnecessarilybetheleadpromotereg.railnetworkenhancementschemes.

TheHAschemes-forwhichtheCountyCouncilhasprovidedadditionalinformation(supplementedwithinformationfromtheDistrictandBoroughCouncils)are:

(i) A259Pevensey-Brenzett Improvements

(ii) A27WilmingtonImprovement (A27FolkingtonLink)

(iii) A27SelmestonImprovements

(iv) A21BaldslowJunctionImprovement, and

(v) A21FlimwelltoRobertsbridge ImprovementScheme.

TheCountyCouncilschemesubmissions(supplementedwithinformationfromtheDistrictandBoroughCouncils)are:

Road-basedschemes

(i) Bexhill-HastingsLinkRoad

(ii) BexhillCountryAvenueWestern Extension

(iii) Eastbourne-HailshamQualityBus Corridor

(iv) EastbourneParkLinkRoads

(v) NewhavenPortAccessRoad

(vi) A272WestofMaresfieldCorridor

(vii) UckfieldTownCentreRoadNetwork ImprovementScheme,and

(viii) A259BrightonandHoveRapidTransit (easternextensionintoEastSussex).

Rail-basedschemes

(i) Ashford-HastingsLineCapacity Improvements

(ii) WillingdonRailChord

(iii) Lewes-UckfieldRailwayLine re-instatement

(iv) GlyneGapRailwayStation

(v) WiltingFarmRailwayStation

(vi) NewRailwayStation,Polegate.

Alltheseschemeswillcontributetothelongtermvisionfortransportinthecounty.TheschemesalsocomplywithpoliciesandstrategiesintheSouthEastPlanand

East Sussex County Council LTP2 Progress Report 2008

Major schemes��0

willhelpachievethecounty’sobjectivesintermsofcongestion,safety,accessibility,betterairqualityandgreaterandmorereliabletravelchoice.

BexhilltoHastingsLinkroad(BHLR)TheBexhilltoHastingsLinkRoadwillachieveareductionintrafficvolumealongtheexistingA259betweenBexhillandHastings,onruralroadstothenorthofthetwotownsandthroughCrowhurstandBattle.Journeytimeswillbeimproved,busservicesareexpectedtobemorereliableandaccidentsinvolvingmotorvehiclesareforecasttoreduce.AirqualityalongtheA259willalsoimproveasaresultofreducedtrafficandlesscongestedconditionsandtheBHLRisoneofthekeymeasuresincludedintheAirQualityActionPlanatGlyneGap.

FurthermoretheschemewillfacilitateboththereleaseofdevelopmentlandatNorthEastBexhillandelsewhere,whichiscrucialtotheregenerationoftheeconomiesofHastingsandBexhill.Itisanintegralpartofapackageofmeasurestosupporteconomicgrowthinthetwotownsandtoimproveaccessibilitytonewemploymentopportunities.InreleasinglandforresidentialandemploymentdevelopmentatNorthEastBexhill,theBHLRallowsRotherDistrictCounciltomeetitsstrategicobligationsaspartofitsemergingLocalDevelopmentFramework.

FormanyyearsHastingshasexperiencedadeclineinitseconomicfortunesandthiswasrecognisedin1992whenitwasgivenAssistedAreaStatus.By2000ithadreceivedsupportthroughtheSingleRegenerationBudgetregime.IndicesofMultipleDeprivationatthetimeshowedHastingstobethemostdeprivedtownintheSouthEast.In2001thethenSecretaryofStaterejectedtwomajordualcarriagewayby-passschemesforBexhillandforHastingsonenvironmentalgrounds

but,recognisingtheneedtopursuearegenerationstrategyforthetwotowns,askedhisofficialstoexploreotheroptionswiththeSouthEastEnglandDevelopmentAgency(SEEDA)andotherorganisationsincludinglocalauthorities.

TheoutcomewastheHastingsandBexhillTaskForcewhichproducedwhatbecameknownastheFivePointPlan.Thisisbasedonthefollowingthemes.

urban renaissanceexcellence in educationsupport for businessbroadband connectivity, andtransport improvements.

ThetransportthemeidentifiedarangeofimprovementmeasuresincludingtheconceptofalocallinkroadbetweenBexhillandHastingstoovercometheproblemsofpoorconnectionsbetweenthetwotowns.

In2002theGovernmentcommissionedaSouthCoastMultiModalStudytoexamineoptionsforimprovingtransportlinksalongtheSouthCoast.InJuly2003theSecretaryofState’sdecisiononthestudyfocusedonaproposalforaBexhilltoHastingsLinkRoadandaskedtheCountyCounciltoworkcloselywiththestatutoryenvironmentalbodiestodeveloptheschemeinmoredetailwhilstminimisingtheimpactontheenvironment.

TheCountyCouncilpreparedarangeofrouteoptionsand,followinganextensivepublicconsultationin2004,submittedapreferredroutetotheGovernmentthroughtheLocalTransportPlanprocess.TheschemereceivedprovisionalapprovalfromtheGovernmentinDecember2004,anddesignworkhascontinuedsince.Theschemeisalsoincludedamongthetransportprioritiesfor2006–2011intheGovernment’sRegionalFundingAllocationfortheSouthEastannouncedinJuly2006.

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Major schemes ��

ProgressAcomprehensiveconsultationexercisewascarriedoutin2007toinformresidentsabouttheschemeandinvitecommentswhichhaveinformedboththeschemeandtheprocess.

AsupplementtotheEnvironmentalStatementwassubmittedinAugust2008allowingtheplanningapplicationtobeconsideredbytheplanningcommitteeinDecember2008ratherthanOctober2007asoriginallyplanned.This‘slippage’intheplanningprocesswilldeferthedeliveryofthescheme.Optionshavebeeninvestigatedformaintainingthedeliveryprogrammebyundertakingpreconstructionelementsinparallelwiththeplanningprocess.ThishasresultedinadecisiontofollowthepathofEarlyContractorInvolvementtoenablethetimetabletobeadheredtoandcoststobeminimised.TheGroundInvestigationcontractfortheschemewasawardedinOctober2008,andanew‘MajorSchemesBusinessCase’willbesubmittedtoGovernmentinAutumn2008.ItisanticipatedthatthemaincontractorfortheschemewillbeappointedinlateSpring2009.

ItisanticipatedthattheaboveapproachwillhaveminimisedtheslippageofthecompletionoftheschemefromSeptember2012toDecember2012.Clearlythistimetableissubjecttomeetingatightprogramme,whichisdependantoncomplyingwiththestatutoryprocessesincludingapossiblePublicInquirythatmayinfluencethedeliveryofthescheme.Whilstthecurrentschemeestimateoftotalcostis£96.12m,itcontinuestodemonstrategoodvalueformoneywithabenefittocostratioof3:7.

NewhavenPortAccessRoadThisschemeisdesignedtounlockthedevelopmentpotentialforanewbusinessparkandanewouter,deepwaterharbourinNewhaven,supportingeconomicregeneration,commercialdevelopmentandtourisminanareaofrelativedeprivation.TheimprovedroadlinktotheproposedEastsideBusinessParkandthenewdeepwaterharbourwillraisetheprofileofthetownasagatewaytoEurope.Itsstrategiclocationwillallowopportunitiesfornew,fasterservicestothecontinentviaitscorrespondingferryportinDieppewhichhasalreadybenefitedfrominvestmentinmodernportinfrastructure.Thenewroadwillbecomplementedbypedestrianroutesandcyclewaysaroundtheperimeterofthebusinessparklinkingitwiththetowncentreandthewidercountrysideareatotheeast.

TheCompulsoryPurchaseOrderprocessisnowcompleteandtheschemehasbeenincludedintheSEERARegionalFundingAllocationrefresh2008.


Major schemes��

LewestoUckfieldraillinereinstatement(partofCentralRailCorridor)TheCentralRailCorridorBoardcompriseslocalMPsandrepresentativesfromRegional,CountyandDistrictlevels.Itwassetupin2004toprovideaplanningandpolicyperspectiveforreinstatementoftheCentralRailCorridor,whichcomprisesthedisusedLewes-Uckfieldrailwayline,andtheEridge-TunbridgeWellsline.

TheBoardmadeadecisionin2006tolookintoproducingastudyonthepotentialreinstatementoftheLewes-Uckfieldrailwayline,whichwouldexamineboththebenefitsthatareopenedlinecouldbringalongsidethedeliverymechanismsandfinancial/businessappraisalessentialtoattractthelevelofsupportininvestmentreinstatementofthelinewouldrequire.

InDecember2006,theCountyCouncilonbehalfoftheBoard,commissionedNetworkRailtoundertakeacomprehensivestudy(toNetworkRail’sGuidetoRailwayInvestment

Projects(GRIP)Stage2),toidentifywhetherreinstatementoftheLewes-Uckfieldlinewouldbetechnicallyfeasibleand/oreconomicallyviable.

ThefinalreportwasreceivedinJuly2008andconcludedthatwhilstitistechnicallyfeasibletoreinstatetheline,thereisnobusinesscaseforreinstatement.

CommentsonthestudywerereceiveduntiltheendofSeptember2008,andtheBoardmetagaininOctober2008anddecidedthattheeconomiccaseforreinstatementoftheLewes-UckfieldrailwaylineisnotmadeandthiswillnotchangeunlessCentralGovernmentpolicychanges,assessmentproceduresfortransportschemeschange,and/oranissueisraisedwhichwouldmateriallyalterNetworkRail’sconclusions.

BoardMemberswillbemeetingwiththeAllPartyParliamentaryRailGroupandtheParliamentaryUnderSecretaryofStateforTransport,TomHarrisMP,tolobbyGovernmentforchangesinpolicyandinvestmentcriterianecessarytojustifyreviewingthepositionfurther.


Major schemes ��

15UseofResources

EastSussexCountyCouncilisagainpleasedtoreportaneffectivedeliveryoftheplannedLTP2spendingprogrammeforthefirsttwoyearsofLTP2.In2006/07and2007/08theCountyCouncilinvestedapproximately:

£9,640,000 on Highway Maintenance£2,690,000 on Structural Maintenance, and£10,362,000 on Integrated Transport schemes (including £3,248,000 on Road Safety schemes).

TheCountyCounciliscommittedtodeliveringexcellentservicesandtoprovidingvalueformoneytolocaltaxpayersbymakingeconomic,efficientandeffectiveuseofitsavailableresources.Acapitalprogrammeisapprovedforarollingperiodofthreeyearswhichfacilitateseffectiveforwardplanningbutstillallowsforadegreeofflexibilitytorespondtochangingcircumstancesornewpolicysteers.

OurabilitytoplanaheadhasbeenaidedbytheGovernment’sannouncementoftheLTP2CapitalFundingAllocationsfortheremainingthreeyearsoftheLTP2periodwhenitannouncedthefundingsettlementfor2008/09.However,althoughsince2007thegrantcomponentoftheIntegratedTransportallocationhasbeenincreased,theoverallamountofgrantwasreducedin2008becausethemaintenanceallocationconsistedentirelyofborrowingapprovalwithnograntcomponent.

Thelackofrevenuesupportforcapitalborrowingallocations,tofacilitatetheimplementationofLTP2,continuestobeasignificantbarrierfortheCountyCouncilanditspartners.Althoughnolongera‘floor’authority,weareonlyslightlyabovethatlevel,andwhencombinedwiththelegacyofprevious‘floor’yearstheamountofrevenuefundingavailabletotheCountyCouncilissignificantlybelowthelevelsrequired.This,ofcourse,meansthatsomeverydifficultdecisionshavetobemadeandinvestmentprioritiesestablished.Thelackofrevenuefundingparticularlyimpactsonthefollowingareas:

supported bus servicesmaintenance (particularly non-principal roads), and road safety education.

Therateofinflationintheconstructionindustrycontinuestoriseexponentially,meaningthatthecostofprocurementgenerallyrisesatasimilarrate.ThishasanegativeimpactonourabilitytoimplementtheprogrammesinLTP2.Whilewetrytosecurefundingfromavarietyofexternalsources(e.g.developmentcontributions)itisclearthatinadequatefundingremainsasignificantbarriertotheachievementoftheLTP2targetsandobjectives.

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Use of resources��4

TheimportanceofhighwaymaintenanceinhelpingtodelivertheobjectivesinLTP2isrecognisedbythecontinuedprovisionofthefullLTP2capitalallocation.Theauthority’spublishedmediumtermfinancialplanindicatesthatinvestmentinhighwaymaintenancewillincreaseintheshorttermalthoughwithconstructioninflationrunninghigherthangeneralinflation,thisisnotanincreaseinrealterms.

InordertoguideandprioritisethedevelopmentoftheIntegratedTransportCapitalProgramme,theCountyCouncilhasdesignedatoolcalledtheBalancedScorecard.ThisapproachinvolvesanassessmentoftheextenttowhicheachIntegratedTransportschemecontributestotheobjectivesinLTP2.

Onceschemesareassessedandprioritised,theyareaddedtothethreeyearrollingcapitalprogrammebutmaybemovedbetweenyearsintheprogrammetoreflectprogressagainstimplementationtimetablesorfundingpriorities,includingtheavailabilityofdevelopercontributionsorotherexternalfundingsources.

Aswellastheoutcomesofthebalancedscorecard,thefollowingfactorswillbetakenintoaccountwhenconsideringwhichschemesshouldbeincludedintheIntegratedtransportimprovementprogrammefor2008/09to2010/11:

value for moneyprogramme flexibilitythe availability of external (non-LTP) fundingexisting phased schemes or rolling programmes of worksgeographical coverage of the schemesmix of different types of schemes, anddifferent stages of implementation.

ThechallengingsituationfacedbytheCountyCouncilhasdemandedthatservicedeliverybetightlyfocusedontheclearobjectiveslaidoutinLTP2.Whiletheprocesscontinuestoberefined,ithasenabledadoptionofaclearforwardprogrammeforIntegratedTransportmeasures.Afurtherprogrammehasbeendevelopedforsafetyschemesusingacriteria-basedprioritisationprocesswhichtakesaccountprincipallyofaccidentseverityandfrequencyatdifferentlocations.

ImpactofLTPprogrammeTheimplementationofboththeMaintenanceandIntegratedTransportprogrammeshasresultedinnotableprogressbeingmadetowardsachievingthetargetswhichunderpinLTP2.Seechapter11,ProgressagainstTargetsforfulldetailsandabriefsummarytableisincludedintheintroduction.

TheCountyCouncilisinthethirdyearofasevenyear(minimum)contractwithMayGurneyfortheprovisionofhighwayservicesincludingplannedandreactivemaintenanceworks.Theconditionofthecounty’sroadsandpavementsisapriorityfortheCountyCouncilandtheBestValuePerformanceIndicators(BVPIs)havebeenvaluableasameansofcomparingourperformancewithothercouncils.Theyarelessusefulfortrackingperformanceovertimeasthemeasuresthemselveshavechangedanumberoftimesovertheyears.

Allocationofmaintenancefundingisreviewedeachyearbasedontheannualinspectionresultsofallcategoriesofroadintheroadhierarchyasexplainedinchapter9.

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Use of resources ��5

Ourperformanceinrelationtonon-principalroadshasimprovedfrom33%requiringmaintenancein2005/06,to24%in2006/07andto22%in2007/08exceedingourownexpectations.Theconditionofprincipalroadshasalsoimprovedfromanoutturnof15.6%requiringmaintenancein2005/06,to13%in2006/07andthenaslightdeteriorationto14%in2007/08.

Themethodologyformeasuringboththeseindicatorschangedbetween2006/07and2007/08butaweightingformulahasallowedcomparisonbetweenthelasttwoyears.FulldetailscanbefoundinChapter11.

Thebacklogofmaintenanceiscurrentlyestimatedataroundsome£70mandwillcontinuetoincreasewiththecurrentrateofinvestment.Streetlightrepairsareconductedinatimelyfashionandun-auditedfiguresshowwesitinthetophalfofallCountyCouncils.Un-auditedfiguresfor2006/07alsoshowthatweremaininthemediumupperquartilefortemporaryroadclosures,minimisingdelaysontrafficsensitiveroads.TheAssetManagementStrategyreflectstheprioritygiventomaintainingthehighwayasset(includinglightingcolumnsandpavements)andopportunitiestoinvestmoreinmaintenance.

ThedevelopmentoftheTransportAssetManagementPlan(TAMP)hasenabledacarefullydesignedregimeofinspection,allowingarollingprogrammeofplannedmaintenancetobeprioritisedalongsidethecapacityforanefficientreactivemaintenanceprogramme.

LTP2FundingProgrammeThetablebelowillustratesthedifferencebetweenthePlanningGuidelinewhichwasenvisagedatthebeginningofLTP2in2006andtheCountyCouncil’sactualandprofiledinvestmentprogrammetogetherwithactualexpenditureforthefirsttwoyearsoftheprogramme.

Maintenance 2006/07 2007/08 2008/09 2009/10 2010/11 TotalPlanning guideline

8.148m 7.393m 7.763m 8.151m 8.558m

ESCC Capital Programme

8.148m 6.393m 8.101m 8.672m 8.646m 25.419m 2.94% above Capital Settlement 3.87% above Planning Guideline

Actual expenditure

7.203m 8.263m

Integrated TransportPlanning guideline

3.857m 3.961m 4.563m 5.214m 5.919m 15.696m


3.398m 3.366m 3.186m 3.071m 3.050m 9.307m 38.9% below Capital settlement 40.7% below Planning Guideline

Actual expenditure

4.192m 6.170m


Use of resources��

Maintenance 2006/07 2007/08 2008/09 2009/10 2010/11 TotalPlanning guideline

8.148m 7.393m 7.763m 8.151m 8.558m


8.148m 6.393m 8.101m 8.672m 8.646m 25.419m 2.94% above Capital Settlement 3.87% above Planning Guideline

Actual expenditure

7.203m 8.263m

Integrated TransportPlanning guideline

3.857m 3.961m 4.563m 5.214m 5.919m 15.696m


3.398m 3.366m 3.186m 3.071m 3.050m 9.307m 38.9% below Capital settlement 40.7% below Planning Guideline

Actual expenditure

4.192m 6.170m

DevelopmentContributionsandotherfundingsourcesTheCountyCouncilhasagreedcontributionsfromdeveloperstomitigatetheeffectsofdevelopmentonthetransportinfrastructure.ThesehaveusuallybeenagreedthroughSection106oftheTownandCountryPlanningAct1990andareallocatedtoschemesidentifiedintheLocalAreaTransportStrategy(LATS)fortheareainwhichthedevelopmentistotakeplace.Predictedannualincomefromthissourceisdifficulttoascertainduetomanyfactorsincludingtheeconomicclimateaffectingdevelopmenthowever,inthefirsttwoyearsofLTP2,theCountyCouncilreceivedfundingintheregionof£1.4milliontowardshighwayandtransportprovision.

Othersourcesoffunding

2006/07 2007/08 2008/09 2009/10 2010/11 UseSussex Safer Roads Partnership

£80,000 £80,000 £80,000 Traffic calming

Sussex Safer Roads Partnership

£67,800 See below

SEEDA £500,000 £500,000 Kings Rd corridor, Hastings

Heathfield Partnership £12,500 FootwaysHastings BC £190,000 Pedestrian

improvements, Old Town

Big Lottery Fund £380,000 (over 5 year)

Connect 2 cycleway, Bexhill to Hastings

SussexSaferRoadsPartnershipTheSussexSaferRoadsPartnership(SSRP)isallocating£80,000peryearforthenextthreeyearstodirectlysupportinitiativesaimedatreducingcasualtiesacrossthecounty.Thiswillbeusedtosupporttrafficcalmingmeasuresinvillageswhichinturnwillcomplementlowerspeedlimits.

For2008/09,thefundingfortrafficcalmingtosupportlowerspeedlimitsof30mphhasbeenallocatedtothefollowingschemes:

WivelsfieldGreen £20,000

UpperDicker £20,000

BorehamStreet £40,000

ThefollowingfundinghasalsobeeninvestedbytheSussexSaferRoadsPartnershipduring2008/09:

£18,800 for the continued employment of four Area Child Pedestrian Trainers (casual) to deliver our Child Pedestrian Training Scheme (‘Footsteps’). The funding will be used for wages and mileage expenses for the trainers, who deliver their courses at primary schools across the county, throughout the school year.

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Use of resources ��

£14,000 to implement a new ‘Pass Plus’ theory course to be attended by new drivers who have recently completed their Pass Plus practical training with approved driving instructors. The funding will be used to provide a £65 rebate for each attendee on the theory course towards the cost of the practical training that they have completed. The theory sessions last for two hours and will be held regularly at County Hall, Lewes.£35,000 to continue to part-fund a Speed Indicator Device (SID) Co-ordinator and Area SID Operators (Casual) to operate SIDs at sites of community concern.

RevenuefundingAsummaryofrevenueexpenditurefor2006/07and2007/08isincludedinthetablebelow.

2006/07 2007/08Principalroads(streetlighting) £481,000 £402,000Nonprincipalroads(streetlighting) £2,725,000 £2,278,000Footway £257,000 £304,000Structures £588,000 £737,000Supporttobusserviceoperators* £4,986,000 £4,391,000Publictransportcoordination £1,344,000 £1,436,000Planning,policyandstrategy £474,000 £349,000Roadsafetyeducation** £525,000 £425,000

* IncludedinthesupporttobusserviceoperatorsisGovernmentbusgrantmadeupofRuralBusChallenge,RuralBusSubsidyandUrbanBusChallengetothesumof£1,190,000in2006/07and£1,100,000in2007/08.

** Thefigureforrevenuespendonroadsafetyeducationincludesincomeof£135,000in2006/07and£162,000in2007/08.

FundingformajorschemesTheCountyCouncilisworkingtowardsreceivingfullapprovalfromGovernmentfortheBexhillHastingsLinkRoadwhichwillincludeagreementonfundingarrangements.OverthefirsttwoyearsoftheLTP2period,theCountyCouncilhasspent£4,412,310onpreparatoryworkfortheprojectincludingacquiringlandtothevalueof£1.9millionfollowingblightnotices.

Measures to improve efficiency and value for moneyTheCountyCounciladoptsaprocessknownasReconcilingPolicyandResources(RP&R)toreviewitsexpenditureandsetabudgeteachyearwithanindicativebudgetforthefollowingtwoyears.Thisprocessenablesadegreeofforwardplanningforeachareaofservicedelivery.

Followingthe‘ReconcilingPolicyandResources’processfor2008/09,abudgetwassetforIntegratedTransportwhichfallsshortofthePlanningGuidelineby32%in2008/09,40%in2009/10and48%in2010/11respectively.ThisProgressReportpresentsanopportunitytoreviewalltargetlevelsandbringthemintolinewithprofiledinvestmentlevels.However,notallLTP2targetsaresubjecttorevisionasaconsequenceofprofiledinvestmentlevels.Sometargetsarebeingrevisedtoreflectchangesinrespective

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monitoringmethodologies.Thisisapplicable,forexample,tosomeoftheroadconditiontargets.Equally,sometargetshavebeenupdatedtoreflectthenewLocalAreaAgreementforEastSussex,andourbuspatronagetargetshavebeenstretched,inpart,asaconsequenceoftheimpactoftheintroductionoftheconcessionaryfaresscheme.

FulldetailsofperformanceagainsttargetscanbefoundinChapter11withdetailsofalltargetrevisions.

ScrutinyCommitteeEastSussexmakesfulluseoftheScrutinysystemtoensuregoodvalueformoneyforitscounciltaxpayersandGovernment.ItmonitorskeyperformancemeasureseveryquarterandhasanannualprogrammeofScrutinyReviews.Eachreviewisfollowedbyregularmonitoringofanyactionpointsandrecommendations.FordetailsofBestValueandScrutinyReviewscompletedduringthefirsttwoyearsofLTP2seeAppendix1.

SouthEastCountiesServiceImprovementGroup(SECSIG)TheCountyCouncilcontinuestoplayanactiveparticipativeroleintheSECSIGsub-groupstobothshareandlearnfromotherlocaltransportauthorities.TheLTPsub-grouphasbeenestablishedforoverfiveyears,andmeetsquarterlytodiscussissuesofmutualinterestandsharebestpractice.Guestsarefrequentlyinvitedtoaddressthegroup,andinrecentyears,officersfromtheDepartmentforTransportandGOSEhavebeenaskedtoclarifyandadvisefurtherontechnicalmattersrelatedtotheLTPsuchasAccessibilityPlanning.ThegrouphasprovidedavaluableopportunityforinformallobbyingofGovernmentonmattersofcriticalimportanceto‘floorauthorities’inparticular,suchasunsupportedcapitalborrowingapprovalsandtheneedforincreasedlevelsofgrantaspartofthe

LTPlocaltransportcapitalallocationsettlement.

SchemePrioritisation(BalancedScorecardprocess)In2007,consultantsAtkinsdevelopedaBestPracticeGuidefortheDepartmentforTransportontheprioritisationofsmallscaleIntegratedTransportschemes(under£5million)withinLocalTransportPlans.TheCountyCouncil’sBalancedScorecardapproach,whichisusedtoprioritisetheIntegratedTransportcapitalprogramme,hasbeenshowcasedintheguidealongwiththesystemsusedbythreeotherauthorities.TheBalancedScorecardprocessisusedtoassessascheme’scontributiontotheachievementofthetargetsandobjectivesofLTP2.IthelpstheCountyCounciltodeployresourcesinatargetedmannertoensurethebestpossiblevalueformoneyindeliveringLTP2.TheAuditCommissioncommendedtheuseoftheprocessduringapreviousperformanceappraisaloftheTransport&EnvironmentDepartment.

ReviewofSupportedLocalBusServicesandHometoSchoolTransportArrangementsinHastingsandRotherThisreviewincludedalargenumberofmainstreamschooltransportcontractsandalsomostofthekeyhourlysupportedlocalbusservicesinEastSussex.Theseservicescarrylargenumbersofpassengerseachday,includingschoolchildrenentitledtofreetransport.

Thisworkinvolvedreviewingservicesandtenderingforcontractstoreplaceabout130existingcontractstothevalueofabout£3mperannum.Consultationwasundertakenwithlocalresidentsandorganisationstoidentifyanyparticularneedsthatwerenotmetbythecurrentbusnetwork,whichresultedinnewdirectservicesbetweenBexhill,BattleandtheConquestHospital,whichhavesignificantlyimprovedaccess



tohealthservicesasidentifiedintheLocalTransportPlan’sLTP2AccessibilityStrategy.

TheReviewalsotookintoaccountotherreviewsinprogress,projectsthatwereduetobeimplementedduringthelifeofthecontractperiod,andtheservicesprovidedcommerciallybyStagecoachinHastings.ItalsoencompassedtherecommendationsoftheBrettReportonbusservicesinHastingsandthetargetssetbytheHastingsQualityBusPartnership.

Significantly,thenewnetworkofservicesprovidedforlow-floor,wheelchairaccessible,busservicesonallbutoneofthedaytimecontractedroutes(theoneexceptionwherethecontractwasletwithastandardbushassincealsobeenupgradedtoalow-floorbus).

Substantialcareandeffortwastakentodesignanetworkofserviceswhichwillofferimprovedvalueformoneythroughcarefuldesignoftenderpackages.Asaresult,thesubmissionsfrombusoperatorsactuallyresultedinsomelowertenderprices,thoughothersweresimilarorareinlinewithbusindustrycostinflation.Thecriteriaforawardingcontractstookaccountofprice,qualityandpastperformance.TheeffectoftheHastingsandRotherReviewwastobeabletoreducetherequirementforsubsidybyapproximately£250,000perannum(£100,000in2006/07).RecyclingconstructionmaterialsTheEastSussexHighwayandInnovationGroup(ESHIG)provideanover-archingreviewontheuseofsustainablematerialsspecifiedwithinhighwaysandconstructionprojects.TheformalpoliciesandproceduresareimplementedviatheCountyCouncil’sContractManagementGroupandarethencascadedandcoveredatEarlyContractorInvolvement(ECI)meetingsinvolvingtheCountyCouncildesigners,schemepromotersandtermcontractorMayGurney.EvidenceofuseofmaterialsappearsatHarbourRoadRyePedestrian

andCycleroutewherebyrecycledsub-basehasbeenintroducedalongthe3kmroute.

A‘goodpractice’databasehasbeensetupthatwillensurethereuseofsustainablematerialsinconstruction,whichdesignerscanreviewwhenconsideringfuturedesigns.

Lewes-UckfieldrailwaylinereinstatementstudyEastSussexCountyCouncilcontributed£25,000towardsthemostrecentfeasibilitystudy,intopossiblere-instatementoftheformerrailway,undertakenbyNetworkRailunderthedirectionoftheCentralRailCorridorBoard.Thiscontributionwassecuredin2008fromtheEconomicDevelopment&EuropeTeamatEastSussexCountyCouncil.Othercontributionswerereceivedfrom:

WealdenDistrictCouncil £25,000LewesDistrictCouncil £25,000LewesTownCouncil £15,000CrowboroughTownCouncil £15,000UckfieldTownCouncil £20,000SEERA £15,000SEEDA £10,000SouthernRailway £10,000

FundingBidsTheCountyCouncilhasestablishedanExternalFundingGroupspecialisinginformulatingfundingbidstoexternalbodiesandgroups.Experienceissharedandknowledgedisseminatedandthishaspaiddividendsintermsofbroadeningourabilitytosecurealternativefundingsources.


Use of resources��0

Connect2In2007theCountyCouncilsubmittedabidtotheConnect2project,coordinatednationallybySustrans,tocompeteformoneyfromTheBigLotteryFundtocompletesectionsoftheNationalCycleNetworkinEastSussex.SeveralschemesofnationalrelevancewerepresentedviaaTVprogrammeandthenvotedonbymembersofthepublic.Connect2wasthesuccessfulschemeandourshareofthe£50millionwinis£380,000fordevelopmentoftheHastingstoBexhillCycleRoute.Conditionsoffundingtobeagreedandwillbepaidoverthenextfiveyearsasandwhenworksarecompleted.AnawardwasreceivedfromSustransChiefExecutiveJohnGrimshawinrecognitionofthetimeandeffortputinbyCountyCouncilstaffintherunuptotheConnect2televisedvote.

LinkstoSchools(Sustrans)TheCountyCouncilhassubmittedbidsforfundingtosupplementschemesintheLTP2CapitalProgrammeortomakeupshortfallswheretheseexist.Thebidsweresubmittedtosupplementthefollowingschemes:

Connect2 cycleway from Bexhill to HastingsHorsey Sewer cycleway, Eastbourne

Wehavebeensuccessfulinsecuring£100,000fortheConnect2cyclewayandareawaitingtheoutcomeoftheHorseySewerbid.

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Strengths1. CompletedTAMPsupporting

integratedapproachtomaintenance,trafficsafetyandtransportstrategy

2. ExecutivereviewofPassengerTransportleadingtoZero-basedreviewofbusservices

3. Scrutinyreviewofcyclingprovidingframeworkforupdatedcyclingstrategy

4. Rollingthree-yearPortfolioPlanandbudgetplanningwithindicativeCapitalProgrammespendfortransport

5. Continuousprogrammeofbudgetmonitoring

6. Restructuringofservicedeliveryareascuttingcosts

7. ContinuousprogrammeofAreaReviewstomanagecostsinpassengertransport

8. UpdateandreviewofLTP2targetsinformsmoreefficientandfocussedinvestment

Weaknesses1. Inflationarycostsabovepredicted

levels2. Schemeprioritisationprocesses

vulnerabletopoliticalpressure

Opportunities1. Zero-basedreviewofPassenger

Transportserviceswillprovidesteerformostefficientuseoflimitedresources

2. Reviewofprioritisationprocessesformaintenanceallocation

Threats1. Highinflationinconstructionsector2. Risingfuelandenergycosts

RisksandopportunitiesStatus: GREEN



EastSussexStrategicPartnershipThelongtermvisionforlocaltransportinthecountywasdevelopedinthecontextsetbytheEastSussexIntegratedSustainableCommunityStrategy,‘PrideofPlace’,aswellasbytheCountyCouncil’sownpriorities.TheEastSussexStrategicPartnership(ESSP)hasbeenanimportantandinfluentialstakeholderinLTP2sinceitsinceptionandtheLTP2ProgressReportwaspresentedtotheEastSussexStrategicPartnershipinSeptember2008aspartoftheconsultationprocess.

Theemphasisinthenewperformanceframeworkistoworktogetherinpartnershipwithotherpublicbodiesandthevoluntarysectorthroughalocalstrategicpartnershiptoidentifylocalprioritiesandworktoaddressthemandachievebetteroutcomesforplacesandpeople.InEastSussexeachofthefiveBoroughandDistrictCouncilsalreadyhasalocalstrategicpartnershipwithitsownSustainableCommunityStrategy.TheESSPbringsthemtogetherandincollaborationtheyhaveproducedthefirstintegratedSustainableCommunityStrategyofitskindinthecountry,‘PrideofPlace’,signedoffandendorsedbythechairsofalltheLocalStrategicPartnerships.AcasestudyofthedevelopmentofthestrategyhasbeencarriedoutbyPartnershipthroughProgress(PtP)inwhichtheynote:

16Partnershipworking

“An unprecedented level of collaboration and exemplary partnership working between district, borough and county local strategic partnerships has resulted in the first integrated Sustainable Community Strategy being produced for East Sussex. Pride of Place is a strategy to which all partners have agreed, and which lays the foundations for working more closely together in the future.”

TheessentialfactoristhatallthepartnersconcernedareworkingtoachievethesameaimsandobjectivesandtheoverarchingvisionfortransportarticulatedinLTP2isreflectedintheCommunityStrategy,enablingasharedunderstandingoftheprioritiestobeaddressedandthestrategiestobeimplemented.

WorkingwithPartnersTheCountyCouncilworkswithnumerousotherorganisationstoachievethetargetsandobjectivesofLTP2.TheseincludelocalDistrictandBoroughCouncils,neighbouringauthorities,Europeanauthorities,NetworkRailandtrainoperators,theHighwaysAgency,theRegionalAssembly,theRegionalTransportBoard,busoperators,developmentagenciesbothlocalandregionalandotherCountyCouncildepartments.ThislistisnotexhaustiveandorganisationsarereferredtothroughoutthisreportwhereworkinginpartnershipishelpingtoachieveLTP2objectives.


Partnership working ��

Wehaveformalpartnershipswiththefollowingorganisations:

EastSussexStrategicPartnership

SussexSaferRoadsPartnership

SussexAirQualityPartnership

HastingsQualityBusPartnership

EastbourneQualityBusPartnership

HighwaysPartnershipwithEDFEnergy

TheCountyCouncilconsidersthatitworksbothforandinpartnershipwiththecounty’sresidentsandconsultationisroutinelyundertakenaspartoftheprojectdevelopmentphaseforallnewtransportschemes.WehavereceivedpositivefeedbackontheconsultationexercisesthemselvesincludingwinningawardsinrelationtoconsultationontheBexhillHastingsLinkRoadandPebshamCountrysidePark.Someexamplesofthesepartnerships,andtheirachievements,aresetoutbelow.

AwardforgroundbreakingpartnershipAprestigiousawardhasbeengiventoEastSussexCountyCouncilforitsworktoimproveroadworks,boostefficiencyandreducecongestioninEastSussex.ThenationalHighwaysandUtilityCommittee(HAUC),whichrepresentsallhighwayauthoritiesandutilitiesintheUK,gavetheawardtotheCountyCouncilforpioneeringitspartnershipapproachwithutilitycompanies.TheawardwasgivenformakingasignificantcontributiontothehighwaysindustryandwasjudgedbyofficialsfromtheDepartmentforTransport.

InJune2006,theCountyCouncilsignedauniquepartnershipagreementwithEDFEnergy,whichwasthefirstsuchcontractbetweenautilitycompanyandalocalauthorityinthecountry.TheagreementhasbeensowellreceivedthatitfeaturedasacasestudyinDepartmentforTransportgoodpracticeguidance.

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Keyelementsofthispartnershipincluded:

apartnershipboardtogiveoveralldirection;

performanceindicatorstomeasuresuccess;and

sharedimprovementworkshops.

InJanuary2008,theCountyCouncilsignedasecondpartnershipagreementwithSouthernWater,whichmaintainssewersandwatermainstoensureanyroadworksarecarriedoutsafelyandincompliancewiththeNewRoadsandStreetWorksActandtheTrafficManagementAct.

StatementfromEDFonpartnershipworkingwithESCCT&E May2008

EDF Energy interfaces with over 50 highway authorities whilst carrying out approximately 100,000 excavations per annum and we are very much aware of our responsibilities in carrying out street works. As such we are constantly striving to ensure we comply with the New Roads and Street Works Act (NRSWA) 1991, and focused on successfully implementing the Traffic Management Act (TMA) 2004.

The partnership between EDF Energy and East Sussex County Council is the first if its kind in the UK. It has provided an opportunity for both parties to develop new relationships, build trust, share organisational processes, challenges and constraints, and thus create the right environment to develop improved ways of working. It is helping EDF Energy to carry out its statutory duty to provide an efficient, effective and reliable electricity distribution network, whilst also ensuring East Sussex County Council can fulfil its Network Management Duties under the Traffic Management Act. A balanced scorecard is used to ensure we maintain an objective focus on performance, and during the first full year of running the scorecard, performance has improved across a number of key areas.

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Partnership working��4

The partnership is impacting people at all levels throughout the whole organisation; from senior managers to street works operatives. Through promoting new levels of trust it is removing the fear of financial penalties, and instead focusing minds on performance.

As well as being the Head of Street Works for EDF Energy, I am also the CEO of the National Joint Utilities Group (NJUG) Ltd, a member of the Highway and Utility Committee (HAUC UK) and Chair of the Energy Networks Association (ENA) Street Works Group. Through engagement in these bodies, I know this partnership is the first of its kind nationally. It is generating a substantial amount of interest. Not only are other local authorities expressing a strong desire to do the same, but other utilities are very interested in taking the same principles and apply them in their organisations. I am delighted that we signed a similar partnership with Hertfordshire County Council in April 2007, and this is delivering benefits to both parties and our customers. We have also received national recognition through being featured in the Department for Transport Good Practice Guide, issued in May 2007.

We believe the partnership is becoming the national benchmark and model for developing successful relationships between local authorities and utilities.

RichardWakelenHeadofStreetWorksEDFEnergyNetworks

Thesuccessofthispartnershiphasencouragedotherauthoritiestoexplorethepossibilitiesofpartnershipworkingwithutilitycompanies.EastSussexnowhasapartnershipwithSouthernWaterandasharedcharterwithSouthEastWater.

AirQualityEastSussexCountyCouncilworkscloselywiththeSussexAirQualityPartnershiptotackleareasofpoorairqualityinthecounty.Theareasofexpertiseofthetwoorganisationsinunderstandingthecomplexfactorscontributingtoairqualitymanagementcomplementeachotherinworkingtowardsthesharedobjectiveasdescribedbelow.

StatementfromSussexAirQualityPartnership June2008

“The Sussex Air Quality Partnership (Sussex-air) works with local and regional government to deliver our core objectives for people living in Sussex. Our guiding principle is: “To promote and encourage the improvement of air quality throughout Sussex, to protect public health, quality of life and the environment.”

We work in partnership with East Sussex County Council to delivery this core principle by assisting ESCC in identifying any air quality issues such as in the Air Quality Management Areas found in East Sussex. We assist in the technical and policy guidance to help remedy these issues and work together on practical ways of delivering better air quality for all across Sussex. We also work together on assessing the air quality impacts from planned developments; we provide information on air quality to the public and an air quality warning system for vulnerable people called Airalert.

NigelJenkinsSussexAirQualityPartnership


Partnership working ��5

AccessibilityClearlinkageshavebeenidentifiedbetweentheEastSussexRuralAccesstoServicesProgramme(RASP)andthedeliveryoftheCountyCouncil’sAccessibilityStrategy.TheRASPisledbyActioninRuralSussex(AiRS)andhassuccessfullysecuredfundingfromSEEDAtothetuneof£100,000perannum(2008/09to2010/11inclusive)toimplementmeasureswhichcomplementtheobjectivesoftheLTP2AccessibilityStrategy.

StatementfromAiRS June2008

“Action in rural Sussex is extremely happy to be working in conjunction with East Sussex County Council on the key issue of accessibility within the county, particularly from a rural perspective. This relationship allows a dialogue to occur between those working directly with communities and individuals to those tasked with making strategic decisions. Combining these two perspectives allows the needs and experiences at the local level to be communicated to decision-makers so that the practical issues of accessibility are considered. Similarly, community-level projects can be structured and developed within the context of input from the County Council. The relationship provides benefits not only for the two organisations, but primarily in terms of outcomes for the county’s residents.”

HastingsQualityBusPartnershipTheQualityBusPartnership(QBP)forHastingsandStLeonardsinnowinitsfifthyear.Anewthreeyearactionplanhasbeendevelopedwhichsetsoutthenewkeytargetsandpriorityactionareas,oursuccessesandshortfallstodateandlongandshorttermplansforworkingtogethertoachievebetterbusservicesinthetown.

Since2005,whenPeterBrettAssociates

werecommissionedtoundertakeanindependentreviewofbusservicesandtheQBP,themajorityoftherecommendationshavebeenimplemented.ThefirstandmostsignificantofthesewastheLocalBusUsersStakeholderGroup,whichhasbeenverysuccessfulinimprovingcommunicationandunderstandingbetweenpassengersandtheQBP.Itcontinuestomeetbi-monthlytohelpprioritiseourwork,sothatpassengersseeproblemsresolvedandimprovementmadeinareasmostimportanttothem,includingextensionstoandincreasedfrequencyonanumberofservices.

ThevoluntaryQBPhasbeenverysuccessfulandfollowingadebateonvariousoptions,ithasbeenagreedthatthepartnershipcontinueforthetimebeingonthisbasis.Withthecontinuedcommitmentofallthepartiesandconfidenceofeachpartnerintheothers,thereisnoreasonwhythegoodprogressresultingfromtheexistingvoluntarystatusoftheQBPcannotbemaintainedanddeveloped.

Anumberoftargetshavebeenmetandevenexceededin2006.Theseinclude:

Journeytimesonkeyroutestothetowncentre(2outof3met)

NewdriversNVQtraining(target–31%;actual–36%)

Numberofpassengerjourneys(target15%;actual–21%)

Multijourneyticketsales(target7.5%;actual32%)

Passengersatisfaction(target62%;actual–76%)

BexhillHastingsLinkRoadThismajorprojectdependscruciallyongoodpartnershipworking.TheCountyCouncil’spartnersintheschemeincludeRotherDC,HastingsBC,SEEDA,SEERAandGOSE.ContinuouscommunicationbetweenthepartnersisessentialandtheCountyCouncilfulfilsaregularprogrammetoupdatepartnersateverystageintheprocess.

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Partnership working��

DriverImprovementResearchProjectTheCountyCouncil’sRoadSafetyTeamhasdevelopedanewapproachtodeliveringthetheoryelementofdriverimprovementcourses,basedoncognitivebehaviouralcoaching(CBC).TheCountyCouncilhasobtainedpermissionfromtheAssociationofNationalDriverImprovementSchemeProviderstodeliverthiscourseasanalternativetotheNationalDevonModelwhichisusedbymostotherdriverimprovementschemeproviders.

TheRoadSafetyTeamiscurrentlynearingtheendofan18-month,comparative,longitudinalresearchstudytoevaluatetheeffectivenessoftheCBCapproach,whencomparedtotheNationalDevonModel.Throughoutthisstudy,wehavebeenworkinginpartnershipwithWestSussexCountyCouncil(WSCC),SurreyCountyCouncil(SCC),Brighton&HoveCityCouncilandSussexPolice.

WSCCandSCChavecontinuedtousetheNationalModeloverthepast18monthsforthedeliveryofDriverImprovementTheorycourses,whilstESCChaveusedtheCBCapproach.Duringthisperiodquestionnairesondriverattitudes,behaviourandstresshavebeencompletedbyclientsbefore,duringandthreemonthsafterthedriverimprovementcourses.Thequestionnaireshavethenbeenanalysedbycharteredpsychologists.

TheresultsoftheEastSussexDriverImprovementVariationResearchProjectwillbereportedattheendoftheyear.

HealthySchoolsProgrammeTheCountyCouncil’sSchoolTravelPlan(STP)teamworkswiththeCountyCouncil’sPersonal,Social,HealthEducation(PSHE)andHealthySchoolTeambyprovidinginputtothelocalHealthySchools(HS)QualityAssuranceprocess.WeuseourknowledgeoftheSTPandroadsafetyworkundertakenbytheschool,toprovideinformationthatisusedbytheHSPanelwhowilldecide

whetherornotaschoolcanbeawardedaspecificgradeofHSstatus.WorkingtogetherinthiswayisbeneficialtotheSTPteamasschoolswishingtopursueHSstatusarenowrequiredtocommenceworkontheirSTPaspartofthequalifyingcriteria.

Hastings&RotherandEastSussexDowns&WealdPrimaryCareTrusts(PCTs)TheSchoolTravelPlan(STP)teamreceivessupportfortheworkundertakentopromotethehealthbenefitsofwalkingandcyclingtoschool.TheSTPteamisabletoaccessfinancialsupportfromthePrimaryCareTrusts(PCTs)topurchaseincentivesandprizesfortwice-yearlyWalktoSchoolWeeks.ThishasenabledtheSTPteamtoraisetheprofileoftheseevents,inturnassistingthePCTstoachievetheirhealthpromotionobjectives.ThePCTsarenowpartnerstotheLAANI198targetforreducingcartravelonschooljourneys.

TransportStrategyPromotions–workinginpartnershipTheCountyCouncil’sTransportStrategyPromotionsofficerworkscloselywithEastSussexChildren’sServicesandAdultSocialCareto:

supportthedevelopmentofsustainableworkingandtravelpracticesattheiraccommodationinEastbourne

developtheChoiceandChoice+programmeallowingchildrenandyoungpeopletopurchasesubsidisedbustickets,and

developtheSchoolTravelCodeofConduct.

Other areas of partnership working to achieve LTP objectives are:

thepromotionwithBrighton&HoveCityCouncil,oftheShareprogramme,acarshareschemedesignedforstudentsinhighereducation

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supportforthedevelopmentofsustainableworkingpracticeswithinEastSussexNHSHospitalTrustsitesinHastingsandEastbourne,and

leadingtrainingandworkshopprogrammeswithotherauthoritiesinEastSussexandbeyond.

CyclingBelowareexamplesofcycleprojectsbeingtakenforwardinpartnershipwithavarietyoforganisations.

CycleParkingatRailStationswhereweworkinpartnershipwithSouthernRailtojointlyfundandimplementhighqualitycycleparkingatrailstationsacrossEastSussex.

Connect2,theproposednewcycleandpedestrianlinkconnectingBexhillandHastingsbeingtakenforwardinpartnershipwithSustrans,HastingsBCandRotherDC.

TheLewesCycleMap,ausefulleafletgivingclearinformationonactualandpotentialcyclerouteswithinandradiatingfromthetownintothesurroundingcountrysideandvillages.ItisbeingtakenforwardinpartnershipwithLewesDistrictCouncilandCycleLewes.

RailprojectsInthelasttwoyearstheCountyCouncilhasbeenactivelyinvolvedinthefollowinggroupsorboards:

asanobserverontheCentralRailCorridorBoard

asamemberoftheSussexCommunityRailPartnershipBoard(CRP)

attendingSteeringGroupmeetingsfortheUckfieldandEastGrinsteadandtheMarshlinkrailwaylines(runbytheSussexCommunityRailPartnership),and

asamemberoftheAssociationofTransportCo-ordinationATCOmeetingswhichcomprisesrepresentativesfromotherauthorities.

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Ourcontributionincludes:

investingofficertimeintheCommunityRailfesttopromotetheworkoftheCountyCouncil

sourcingpotentialaccommodationfortheCRP

undertakinglandregistrysearchesonrailwayland,and

forwardingcorrespondenceonrailwayconsultations.

TheCouncilhassetupquarterlymeetingswiththosetrainoperatingcompaniesworkingintheCountyandNetworkRail.Thishasenabledjointpartnershipworkingonschemesthatmayotherwisenothavebeenabletobeprogressedduetoinsufficientfunding,lackofresourcesetc.TheLeadMemberforTransportandEnvironmentchairsthesemeetings,andtheyareattendedbyofficersinkeyrelatedtransportareas.Thepurposeofthemeetingsistodiscussschemes,existingandproposed,affectingstationsandtheirsurroundingsi.e.accessibility,parking,cycleparking,facilitiesetc.

TheCouncilcontributestomeetingswithNetworkRailandSeaspacetoprogresstheworkbeingundertakentoimprovecapacityontheAshford-Hastingsrailwayline.ItwasnotuntilEastSussexCountyCouncilalongwithotherpartnersincludingSeaspace,KentCountyCouncil,HastingsBoroughCouncilandAshfordBoroughCouncil,contributedfinanciallytowardsastudytolookatpossiblecapacityimprovementsontheline,thatNetworkRailtookaninterest.NetworkRailhasnowundertakentheirownstudyandislookingtoprogresstoanextstagestudyinconjunctionandwiththeco-operationofEastSussexCountyCouncilandtheotherpartners.

TheCouncilapproachedNetworkRailregardingtheLewes-Uckfieldrailwaylinereinstatementstudytoseewhethertheywouldliketobeinvolvedintheworkwewereanticipatingundertaking.This

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Partnership working��

resultedinNetworkRailprojectmanagingthestudy.Havingthesupportoftherailindustryforsuchasignificantprojectisimperativeinensuringthevalidityofthestudy.

PartnershipworkingwithHastingsBoroughCounciltodelivermajorschemes:JerwoodStadeandtheSt.LeonardsMasterplanOverthelastfewyears,theCountyCouncilhasbeenworkinginpartnershipwithHastingsBoroughCounciltodevelopandimplementtransportimprovements,inparticularforvulnerableroadusers,asanintegralpartofthewiderregenerationofthetown.Theseschemesinclude:

KingsRoadCorridorPedestrianImprovementscheme,CentralStLeonards(cost£1.6m–implementation2007to2009)

PelhamPavementWidening(cost£250,000–implementation2009)and

StadeHighways/proposedJerwoodartgallery(estimatedcost£1.5m–implementation2009/10)

TheseschemeshavebeendesignedandimplementedbytheCountyCouncil,onbehalfofthetwocouncils,andfundedfrommoniesintheCounty’sLTP2CapitalProgramme,theBorough’sRegenerationProjectsCapitalProgrammeandothersourcesincludingSEEDASingleRegenerationBudget(SRB)funding.

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SouthEastCountiesServiceImprovementGroup(SECSIG)ThereareseveralthemedgroupsdesignedtoshareinformationandbestpracticebetweentheCountyCouncilsinthesoutheastregion.ThethemesincludeissuessuchasLTP,maintenance,performanceandroadsafety.Theymeetregularly,usuallyonceaquarter,andareagreedtobeauseful,supportiveforumforthediscussionofissues.

SECSIG-RoadSafetyGroupSECSIG(RoadSafetyGroup)meetsquarterlytodiscussissuesofmutualinterestrelatedtoroadsafety.Onbehalfofthegroup,EastSussexCountyCouncilhascoordinatedthecollectionofcasualtydataandsharedthatdatawithallthecountiesinthesoutheastincludingGOSEandtheHighwaysAgency.Throughthiswork,ithasbeenpossibletoidentifytrendsincasualtydataandidentifykeyissuesforconsiderationbycentralgovernmentinrelationtoLAAtargetsandfuturecasualtyreductiontargets.

Oneissuetoemergefromthedataisthequestionofwhetherfuturetargetsshouldbebasedoncasualtiesorcrashes.Currentlynationaltargetsarebasedoncasualtynumbers,yetonecrash,involvingsayacoach,canproduceasignificantnumberofkilledorseriouslyinjuredandthereforeseriouslyoutweighmuchoftheworkcarriedoutbyaLocalAuthoritytopreventcrasheswhichhasbeensuccessful.Afairersystemwouldbetobasefuturetargetsoncrashesratherthancasualties.ThishasbeendebatedatlengthbytheSECSIGgroupandallagreethattheamendmentshouldbeputforwardforconsiderationbycentralgovernmentwhentheystarttoconsiderpost2010KSItargets.



TrafficManagmentActNetworkManagementDutyEastSussexCountyCouncilwelcomestheNetworkManagementDuty,asthishasgivenrealfocustodeliveringanefficientandeffectivenetworktoourcustomers.Ithasalsofacilitatedthejoinedupapproachwithourstakeholderstodeliverkeyimprovementstothewayweworkandinteract.

TheTrafficManagementActhasgivenusnewpowersandduties,andwehavepreparedaNetworkManagementPlansettingoutthewayinwhichwedischargethese.Theaspectthatisforefrontinourdischargeofthedutyistosecurethe‘expeditiousmovementoftraffic’,whichofcourseincludesallusersofthenetwork,whilsthavinggreaterinteractionwithourneighbouringauthorities.Inordertofulfillthedutywewilldeliverthefollowingobjectives:

improvetheefficiencyandeffectivenessofthetransportnetwork;

ensuretrafficiscontrolledandmanagedeffectively;and

delivertransportimprovementstosupportthekeytargetswithinLTP2aswellastheeconomicgrowthofEastSussexinlinewithCouncilPlanpolicysteers.

WehavereviewedtherecommendationsintheNetworkManagementDutyGuidance(November2004),andtheInterventionCriteria(2007)andidentifiedwhatwearecurrentlydoingandwhatgapsthereareandhavemadeproposalsforactionwhicharecontainedinourimprovementplan.

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17Networkmanagement

WealsorecognisethattheTrafficManagermustbeabletodischargealldutiesautonomouslyandimpartially.Wehavealsoensuredthatallworkscarriedoutareco-ordinatedandmanagedcorrectly

WeproposetousethefollowingNetworkManagementDutyStrategiestoevaluateourcurrentposition,andidentifyareasforimprovement

Existing:Outlinetheworkundertakenoverthelasttwoyearsindeliveringthedutyandusethisdatatoinformthedevelopmentoftheotherstrategies.

Issues:Identifyareasofriskassociatedwithnotachievingallthemeasures.

Opportunities:Areasforcleargrowthwithanactionplanofmeasures.

Examplesofsuccess:Discussandspecifythelevelsofserviceandworktypesthatthepubliccanexpect.

Inordertofullyunderstandhowwearedeliveringagainsttheduty,wecarriedoutagapanalysisoftheNetworkManagementDutyGuidanceandinterventioncriteria.Wehavemadereasonableprogressonaddressingourinitialshortfalls.Theapproachadoptedwastofocusontheareaswefeltwereachievablewithinashorttimescale,forexampleensuringthatallhighwayworksandeventswererecordedonthestreetworkregister.Webelievethatwearenowinastrongpositioninmanagingthedisruptioncausedbyworksandeventsonournetwork,withexcellentdisseminationofinformationtothehighwayuser.

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Network management�40

NetworkManagementPlanThe following aspects formed the outline for our Network Management Plan.

Thenetworkhierarchyformedthebasisoftheplantodeterminedifferentapproachesbasedonusage.Thishierarchylinkswithourfreightroutes,wintersaltingroutesandcrossboundarylinks.Italsoclearlydifferentiatesbetweenroaduser,footwayuserandcyclists.Wehavealsocreatedclearstrategicrouteswhichensurethatanyworksontheseroutesarecarefulmanagedwithadjacentroutesembargoed.

TheplanshowsstronglinkstotheEastSussexTransportAssetManagementPlan(TAMP),whichidentifiesandrecordsalistofallnetworks,databasesandpapersystemsthatarebeingusedensuringconsistencyandajoinedupapproachtotrafficmanagementandassetmanagement.

Workingwithourneighbourshasbeenfundamentalforusandwehavebeenliaisingwithourneighbouringauthoritiesformanyyearstoensurewelookafterthehighwayinaconsistentmanner.

East Sussex County Council recognised very early the importance and implications of the Traffic Management Act (TMA) and therefore has put in place many processes and procedures to ensure that the duty imposed by the Act is discharged. In 2004 the County Council included in tender documents for highway services that all works must be carried out to the same standards as those required of utility companies. We also introduced financial penalties upon the contractor should standards fall short. The Network Mangement duty is crucial to the achievement of the targets and objectives in LTP2 and we have ensured that the whole of the Transport and Environment department is aware of the importance of the legislation and the need to deliver.

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TheTrafficManager

TheCountyCouncilappointedaTrafficManagerinSeptember2004.TheTrafficManagertogetherwithnetworkmanagementstaffprovidesafocalpoint,championingtheneedforallstafftoconsiderthedutyintheirdaytodayactivities.TheobjectivesofEastSussexHighwaysnetworkmanagementactivitiesare:

tosecuretheexpeditiousmovementoftrafficontheCounty’sroadnetwork

tofacilitateexpeditioustrafficflowsforstakeholderauthorities,and

toensurethatparitybetweentheactivitiesofEastSussexHighwaysandthoseofstakeholdersisachieved

ItisvitaltoconsiderthattheseobjectivesarebalancedagainsttheCountyCouncil’sotherobligations,policiesandobjectivessuchastheCouncilPlanandLTP2.

The Traffic Manager considers the needs of all road users equally. This includes pedestrians, cyclists, freight transport and utilities. The preferred approach in complying with the Act’s requirement to reduce congestion is through the pro-active management of the county’s road space, an evidence-led approach to events and the prudent handling of conflicts arising.

East Sussex staff are aware of the implications of the Act, including the intervention powers and the impact the Act has upon the organisation.

HowEastSussexCountyCouncilisdeliveringTheNetworkManagementDuty(NMD)Webelievethatwearedeliveringthedutywellgiventheleveloffundingandthetypeofnetwork.InordertomeasureourprogressweproposetousetheNetworkManagementDutyasaframeworkandtheGuidanceonInterventionCriteriawhichfallsintoeightcategorieswithuptoninequestionsundereachcategory.Thereare

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Network management �4�

someinstancesofactivitythatfulfillmorethanonecategoryandthereforethereareoccasionswhensomecategoryquestionsaregroupedtogether.

Theeightcategoriesareasfollows:

A.consideringtheneedsofall roadusers

B.co-coordinatingandplanning worksandknownevents

C.gatheringandprovidingof informationneeds

D.incidentmanagementand contingencyplanning

E. dealingwithtrafficgrowth

F. workingwithstakeholders internalandexternal

G.ensuringparity,and

H.providingevidencetodemonstrate networkmanagement

Eachcategoryincludesoneoracombinationof:

existingpolicyandstrategy

day-to-daynetworkmanagementduty,and

improvementplans

EachoftheInterventionCriteriaarecoveredinmoredetailbelow.

A) Considering the needs of all road users

How does the authority manage the road space for everyone?

EastSussex,throughitslocationanditspolicysteerforeconomicgrowth,iscommittedtomakingthebestuseofitsroadnetwork,givenallthecompetingdemandsuponitandhelpingtomaintainthehighwayinfrastructure.

TheCountyCouncilhasidentifiedamaintenancehierarchyforroads,footwaysandcyclewaysonthehighwayinaccordancewiththenewCodeofPractice.Thesetakeintoaccountmosttypesof

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highwayusersandtheirdifferenttravelneeds.Thishierarchyisconsideredtobeaverygoodstartingpointfortrafficmanagementpurposesbutweaimtoadd‘futuredesired’roadspaceneedssothattheTrafficManagercanproactivelymanagethenetwork.TheTAMPwillidentifyallnetworksthatarecurrentlybeingusedsuchasNewRoadsandStreetWorksAct1991(NRSWA)roadcategories,TrafficSensitivestreets,QualityBusPartnershiproutes,freightroutes,developmentplans,etctoassessthemostsuitablewayforward.

Wehaveworkedwithourneighbouringauthoritiestoensurethatourwintermaintenanceregimeandourroadmaintenancecategoriesareseamlessandconsitstentacrossauthorityboundaries.

Has the local authority identified and grouped roads according to their location and the activities on them?

Wewillbegintheprocessofamendingourlistaroundautumn2008,ensuringthatweareabletobalancetheneedsofworkspromoterswiththoseusingthenetwork.Thisreassessmentwilltakeintoaccountchangesintrafficgrowthandthelevelofutilityapparatus.WewillalsoundertakeconsultationwiththeEmergencyServicesandBusservices,aswellasutilitycompanies.

How has the authority shown that it has balanced competing demands while continuing to manage their network efficiently?

Oneofthekeydemandsofthehighwayisparking.OurCivilParkingEnforcementStrategyrecognizesthatthecontrolofparkingisanintegralpartofretainingthehighwayinaformthatreflectstheintendedfunctionandusageofallthoseroadsandstreetsthatmakeupthecompletenetwork.

Civilparkingenforcement(CPE)hasalreadybeenintroducedinthetownsofLewesandHastingsandimplementationhasrecentlybeguninEastbourne.


Network management�4�

B) Coordinating and planning works and known events

To what extent has the authority promoted pro-active coordination of activities on the network?

WehavedevelopedtheroleofNetworkCoordinatorswhoworkwithinourhighwaynetworkoffices,butareindependent,astheyreportdirectlytotheTrafficManager.Thesecoordinatorsarethegatekeepersforthenetwork.Theymanageallplannedandunplannedeventsincludingallroadworkco-ordinationactivities,assessmentsoftheimpactonnetworkcapacityandbalancingcompetingdemandswithinthenetworkinaccordancewiththeTrafficManagementAct.

To what degree has the authroity adopted a planned, evidence-led approach to known events?

Themanagementofplannedeventsandinparticularstreetworksarecontrolledthroughnotices.Noticesofplannedworksareexchangedbetweentheutilitycompanies,workscontractors,MayGurneyourtermcontractorandEastSussexHighways.

Allnotificationsaremanagedandcoordinatedbyournetworkco-ordinationmanagers,throughtheuseofExorstreetworkssystemandtheElectronicLocalGovernmentInformationNetwork(ELGIN)website.

Thenetworkco-coordinator’steamisresponsibleforalltemporaryTrafficManagementOrders(TMO)toallowroadstobeclosedortorestricttrafficinordertopermittemporaryroadworks.Thereforethewholeprocessofmanagingeventsonthenetworkismanagedinoneplace.Ifaclosureisrequired,adiversionrouteissignedtominimisepotentialdisruptiononthehighwaynetwork.

Weensurethatalleventsaremanagedcorrectlythroughtheuseofaneventform,requiredtobecompletedpriortoany

event.Wealsoundertakeauditsofeventsincludingtrafficmanagementandliaisonwiththepolice.Ourproceduresforplannedeventsinclude:

streetworks(StatutoryUndertakers)

highwayworksundertakenbythetheCountyCouncilaslicensedactivities(privateapparatus)undertheNewRoadandStreetWorksAct1991

worksbyadjacentauthoritiesonboundary

HighwaysAct1980licensedactivitiesensureeffectiveworkingandreductionofanydisruptionofthenetwork

TemporaryTrafficOrders

abnormalloadmovements-agreeingoptimumtimes,and

wastemanagement(refusecollection)tokeepdisruptiontoaminimum.

Street Works (statutoryundertakers)-Thenetworkprocessofnotificationisnormallycarriedoutasfollows:

maintainandmanagetheStreetWorksRegister

eachnoticereceivedfromaworkpromoterischeckedforcompliancethenassessedbytheteamforcorrectnoticetype,reasonableduration,locationdetails,worksdetailandcoordinationwithotherworksinthearea.

anaccuracycheckonallincomingnoticesfromworkspromotersincludinghighwayworks.

A weekly report is then compiled indicating errors and sent back to the works promoter concerned so that improvements may be targeted. This is followed up with monthly performance meetings where action plans are agreed and monitored. Notice compliance information is published quarterly at ESCC Highway Authority and Utility Committee (HAUC) and includes highway work notification.

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Highway Works –MayGurneyisthetermcontractorforEastSussex.ThecontractwasletinSeptember2005andthecontractdocumentsincludedtherequirementtonoticeallworksinthesamewayasautilitycompany.Thecontractalsoincludesoverrunchargesforworksandfixedpenaltynotices,bothwithfinancialpenalties.

Works by adjacent authoritiesonboundaryroadsandworksbytheHighwayAgencyarecommunicatedthroughtheNetworkCoordinatorandregisteredontheroad-worksGISmapontheCountyCouncil’sawardwinningwebsite.

Highways Act 1980 licensed activities (skips/scaffolds)

Special Events–regularspecialeventsinEastSussexincludethefollowing:

TennisChampionshipsatEastbourne

LewesBonfireCelebrations

EastbourneAirshow

LondontoBrightonbikeride

C) Gathering and providing information needs

How effective are the arrangements the authority has in place to gather accurate information about planned works and events?

Wehavedevelopedaroadworkswebsitethattakesadirectfeedfromourstreetworksregisterpublishingallworksonthenetwork.Wealsoproduceatrafficbulletinonaweeklybasiswhichissenttothemedia,buscompanies,utilitiesandmajorstakeholders.EastSussexwasthefirstauthorityinthesoutheasttosignuptoELGINwhichallowscrossboundaryworksco-ordinationandweusethisextensivelywithKentCountyCouncil.Workhasalsobeenundertakenengagingstakeholderswithanonlinequestionnaireaskingthemethodofinformationdisseminationtheyprefer,withtheresultofinformingthemethodsofcommunicatingincidentsandworkstoallourstakeholders.

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Wehavealsoengagedcloselywithlocalmediadevelopingatwowayflowofrealtimeinformationaboutunplannedevents,tobetterinformroadusersandtoimproveourabilitytoreacttoincidentswithourpartners.

GatheringInformationaboutplannedworksandeventsispartofroleoftheNetworkCo-coordinator,whoeffectivelyco-ordinateworksby:

emailingutilitycompaniesbeforeeachcoordinationmeetingforalistofplannedworks

obtainingalistofplannedhighwayworksandchartingprogress

checkingtheELGINworkswebsiteforeventshappening,andproactivelypursuinginformationonpreviousknownevents

produceaweeklytrafficbulletindetailingworksandeventsonmajorroutesandsendtomedia,busoperatorsandfreightoperators

filmingrequestsareautomaticallyforwardedtotheNetworkCoordinator

SussexPoliceControlCentreinformstheNetworkCoordinatorofknownandemergencyactivity,and

networkcoordinatorattendsneighboringauthoritiesco-ordinationmeetingsanddiscussesworksthathaveanimpact

How does the authority organize planned works and events to minimize their impact and agree or stipulate their timing to best effect?

Thefollowingmeasuresarehowworksplanningandtimingisorganised.

Bestuseofschoolholidaysforworkstotakeadvantageofreducedtrafficflow.

Integratedprojectteammeetingstoagreeonprogrammingofhighwayworks.

AgreementofnighttimeworkingifappropriateandacceptabletoEnvironmentalHealthDepartments.

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Network management�44

Weekendclosurestocarryoutworksifnecessaryinconsultationwithresidentsandbusinesses.

ReviewofTrafficSensitiveStreets,withthehoursoftrafficsensitivity.

Meetingswitheventsorganizers/developers/utilitycompaniesandhighwaycontractorstodiscussindividualworksandlocalconditions.

Attendanceatneighbouringcoordinationmeetingstodiscussimpactofworksoneachother’snetworks.

D) Incident management and contingency planning.

Has the authority developed, or is it developing, contingency plans for unforeseen events?

Aspartofthehighwaycontract,EmergencyResponseTeamsarebasedineachareaandareabletorespondtothemajorityofissues.Wehavedevelopedeffectiveemergencyresponseproceduresaswellascontinuingtodemonstratethatincidentmanagementiscarriedoutandtoimprovethoseprocesses.WehavedevelopedcontingencyplansalongwithSussexPoliceandtheHighwaysAgencyensuringarobustemergencyprocedureaswellasdevelopinginternallybusinesscontinuityplansfornetworkmanagement.

StrategicdiversionrouteshavebeenbroadlyagreedwiththeHighwaysAgencyforusewhenincidents(roadtrafficaccidentsetc)onthetrunkroadrequireaclosureoftheroute.WehaveagreementwiththeHighwaysAgencyovertheuseofmobileVariableMessageSignsforusebothontrunkandcountyroadnetworksintheeventofamajorincident.Theintroductionofsigningtoallowtheswiftintroductionofdiversionswhencriticalsectionsofthecountyroadnetworkareaffectedisalsobeingconsidered.

WehaveworkedcloselywithWestSussexCountyCouncilandBrightonandHoveCityCounciltodevelopaSussexgridlock

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strategywhichengagesallfirsttierrespondersasdetailedwithintheCivilContingenciesAct,ensuringthatSussexhasaco-ordinatedapproachtoincidentmanagement.

TheCountyCouncilalsohasaMajorEmergencyPlan.Thisdocumentisreviewedandup-datedregularlybytheEmergencyPlanningOfficer.

Wehavedevelopedacontingencyplanandbusinesscontinuityplansfornetworkmanagement,toensurethatwearepreparedforunplannedevents.WehavealsoworkedcloselywithSussexpoliceandtheHighwaysAgencytoensurethatwehavecommonprocedures.

EastSussexCountyCouncil,incommonwithotherHighwayAuthorities,manageswintermaintenance.WemonitorthewinterweatherforecastsfivetimeseachdaybetweenNovemberandApril.Wealsocarryouttheprecautionarysaltingofroadsonaround44%ofournetwork.

E) Dealing with traffic growth

What evidence has been given to show that an authority has identified trends in traffic growth on specific routes?

TheCountyCounciloperatesasystemofcontinuousmonitoringonallstrategicroutesinthecounty.Automaticcounterscollectdataonthenumberandspeedofpassingvehiclesandthisissupplementedbyaregularscheduleofbiennialmonitoringofvehiclenumbersandtypesatspecificroadsectionsandjunctions.ThisdatacanbeconvertedintoanAnnualAverageDailyFlowforeachsectionoftheprimaryroadnetwork.Furtherselectedmonitoringisdoneinconnectionwithproposedschemesorafterschemeimplementationtoestablishimpactontrafficpatterns.Inthiswayweareabletoidentifytrendsintrafficmovementsandnumbersaswellascongestion‘hotspots’.

Trafficgrowthismeasuredinfourspecificareasofthecounty(Eastbourne,Bexhill/


Network management �45

Hastings,LewesandthesoutherncoastaltownsofNewhavenandSeaford)forwhichtherearespecificlocaltargetstorestraingrowth.

Whereareasaredesignatedfordevelopmentorschemesareputforward,acarefulassessmentiscarriedoutandmeasuresputinplacetobalancetheeconomicanddevelopmentgrowthwiththetransportneeds.Developersarerequiredtoproducetravelplansandplanningconditionsmaybeappliedbytheplanningauthoritiestocontroltheprovisionofparkingspacesandgaragesforexample.

F) Working with internal and external stakeholders

TheCountyCouncilunderstandsthatinordertodeliverournetworkmanagementdutyeffectivelyweneedtoengagewithallourstakeholders.Utilitycompaniesplayakeyroleinenablingournetworktoruneffectivelyandin2006,EastSussexwasthefirsthighwayauthoritytoenterintoapartnershipwithautilitycompany,EDFEnergy.ThispartnershiphasdeliveredmanybenefitsasdetailedinAppendix2.ThisgroundbreakingpartnershiphasbeenrecognisedbyDfTandincludedintherecentlypublishedGoodPracticeGuideforStreetWorks.

TheCountyCouncilhasformedaTMAPart4ImplementationGroupwhichincludesutilitycompaniestoensureacommonapproachandunderstanding,whilstsafeguardingtheabilitytomanagethenetworkwiththetransitiontotherevisedguidance.

WehaverecentlyengagedwithNetworkRaillookingattheissuesofroadandrailinteraction,focusingonlevelcrossingsfollowingHerMajesty’sRailInspectorate’s(HMRI)recommendationsonreducingroadandrailincursion.Althoughthisworkisintheearlystages,webelievethatitwilldeliverrealbenefitinjourneytimereliability.

BusoperatorsaremajorstakeholdersandtheCountyCouncilworkscloselyandcontinuouslywiththemtoensurethatservicesareabletorunasefficientlyandeffectivelyaspossible.AnexampleoftheclosepartnershipworkingwhichoccursisinthedesignandimplementationoftheA259qualitybuscorridorbetweenBrightonandNewhaveninwhichthebusoperatorforservicesonthatroutehashadsignificantinputintothedesignofthescheme.

G) Ensuring parity with others

Does the authority apply the same standards and approaches to its own activities as they do to those of others and does it provide evidence of this, particularly in relation to utilities’ street works and developers’ works?

Webelievethatparityisvital,bothinprocessandtreatment,thereforeweensurethatthetermmaintenancecontractistreatedinthesamewayasutilitycompanies,withfullnoticingandfinancialpenalties.

Wehavedevelopedaprocesswhichensuresthatanyroadclosuresonbusroutestakeintoaccounttheneedsoftherouteandwhenpossible,busescontinuethroughtheclosure.

MayGurney,theCountyCouncil’stermcontractor,haveachievedfullnoticingofactivitiesandareachievingbettercompliancethanmanyutilitycompanies.Indeedmanyhighwayauthoritieshavevisitedustolearnfromushowweensureparitywithnoticesandtreatment.

Does the authority use locally determined indicators and where relevant any centrally developed key performance indicators?

WeproducequarterlyKeyPerformanceIndicatorreportswhicharepublisheddetailingvariousaspectsoflevelofworksanddirections.Anexampleissetoutinthetablebelow.



Reported on Indicator East Hast’ West Easb’ TotalQuarterly Number of Traffic Light authorisations

- Utility WorksQ1 January - March 2007

Quarterly Number of Traffic Light authorisations - Highway Works

152 35 145 7 339

Quarterly Number of Road Closures - Utility Works

63 13 115 5 196

Quarterly Number of Road Closures - Highway Works

16 7 18 0 41

Quarterly Number of duration challenges - Utility Works

14 6 23 0 43

Quarterly Number of duration challenges – Highway Works

5 2 12 0 19

Quarterly Number of s56 directions issued – Utility Works

1 0 7 0 8

Quarterly Number of s56 directions issued – Highway Works

13 2 21 0 36

Quarterly Number of activities with extended duration - Highway Works

2 1 32 0 35

Wehaveestablishedindependentteamslocatedwithinourareaofficesthatareresponsibleonadaytodaybasisformanagingthenetwork.Theirprimaryroleistoco-ordinatetheprogrammeofworksbeingcarriedoutonstreetbythehighwayauthority,statutoryundertakersanddevelopers.Theseteamsseektoensurethatallroadworksarechallengedtoensuretheyhaveaminimumduration,aretimedtocauseminimaldisruption,arewellpublicisedandtakeplaceasagreed.WeuseICTsystemstocollatenoticesfromutilitycompaniesaswellasanequalityofnoticesforallactivitiesfromthehighwaycontractor.Thiscompletenoticinginformationallowsco-ordinationofallworksandtrafficmanagementacrossthenetworkwithdirectionsonworkinghoursandembargoonparallelroutesused.

Weeklymeetingsareheldtodiscusstheprogrammeofworksaswellasquarterlyco-ordinationmeetingswiththehighwaycontractorandutilitycompanies,theHighwaysAgencyandtheSussexPolice.Thisexchangeofinformationandco-ordinationallowsclashestobeidentifiedearlyandpreventsproblemstohighwayusers.

WehaverecentlyrefreshedtheexistingDetailedLocalOperatingAgreement(DLOA)toensureitremainsfitforpurpose,includingtheinformationprovidedbytheCountyCouncilonaweeklybasisofallworksaffectingtheHighwaysAgencynetwork.Thisagreementalsoensuresthatwereceiveaccurateandtimelyinformationtoinformournetworkmanagement.

Wehaverecentlyintroducedtrafficcountersondiversionroutesduringmajorworks.Thisdatahasgivenusanincreasedunderstandingoftheconsequencesofworksandallowsmitigationoftheimpactonjourneytimereliability.



I. Providing evidence to demonstrate network management

FollowingthemajorHighwaysAgencyschemeontheA27atBeddinghamweensuredcloseliaisonthroughoutthe18monthconstruction.Thisinvolvedmonthlytrafficmanagementmeetings,reducingclashesforovernightworkingonthecountyortrunkroadnetworkandliaisingwithabnormalloadmovements.

Thiscloseliaisonhelpedtoensurenetworkusershadalternativeroutesthroughthedisruptionoftheconstructionphasesoftheworksandallowedaseamlessinterfaceforcustomerenquires.

TheConsiderateContractorSchemeEastSussexhasanetworkofover3000kilometres,inwhichapproximately50,000streetandhighwayworkstakeplaceannually.Withapopulationofmorethan500,000,thedesignanddeliveryofstreetandhighwayworksinEastSussexrequiresacommonsetofstandardswhichembracesallthoseworkingonoradjacenttothestreet.

TheEastSussexConsiderateContractorScheme(CCS)wasintroducedin2006,havingbeendevelopedbyaHAUCworkinggroupconsistingofpublicutility,contractorandhighwaymanagementrepresentatives.TheschemeworksinharmonywiththeNewRoadsandStreetWorksAct1991andtheTrafficManagementAct2004.

Theintroductionofthisschemedemonstratesafurthercommitmenttowardsinnovationinservicedelivery,bestpracticedevelopmentandsharedlearning,intheinterestsofresidents,businessesandvisitors.

TheEastSussexConsiderateContractorSchemeaimstoencourageallcontractorsworkingonthehighwaytocarryouttheiroperationsinasafe,consistentandconsideratemanner,withdueregardtopassingpedestriansandroadusersto:

fosterajointinitiativetodemonstratethespiritofco-operation

improvestandards

ensurethatanyonecomingalongtheroadorfootwayfromanydirectionwillunderstandexactlywhatishappeningandwhatisexpectedofthem,and

giveconstructivefeedbackandpraisetodevelopcontinuousimprovement.

Theschemeisaco-operativeinitiativeopentoallcontractorsundertakingworksonthehighwayinEastSussex.ThereisasmallmembershipfeetojointheschemeinwhichmembersagreetoabidebytheCodeofGoodPracticeandtodisplaytheCCSsignsandstickersontheirsites.

Itisbyfollowingthisvoluntarycodethatthegeneralstandardsofworksarebeingraised,ratesofprogressmaximisedtoreducenetworkdisruptionandtheconditionandsafetyofthecounty’sstreetsandpavementsimprovedforthebenefitofeveryoneliving,workingortravellingthroughthecounty.

MembersofthepublicpassingparticipatingsitesareinvitedtocommentontheconditionsofthesiteusingtheEastSussexContactCentretelephonehotlinenumberdisplayedatthesites.Callersusuallypointoutinfringementsofthecode,butarealsoencouragedtoprovideanyconstructivefeedback.

Appendix2 PartnershipagreementwithEDF

Appendix3 NetworkManagementPlan

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14 major schemes: current and future - east sussex major schemes: current and future ... glyne gap...

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