network management plan revisted - south tyneside

NETWORK MANAGEMENT

PLAN

September 2012

Network Management Policy Statement

The Network Management Plan has been developed to support South Tyneside Council‟s and our

partners‟ policies on tackling congestion and disruption on the highway network and to meet the

Council‟s statutory obligations as set out in the Traffic Management Act 2004. South Tyneside Council

has developed this plan in partnership with the Tyne and Wear Local Transport Plan partners and the

North of England Traffic Managers‟ Group.

The aim of this plan is:

“To effectively manage the highway network in South Tyneside for the benefit of all road users, by

addressing congestion problems, responding to incidents and co-ordinating activities, events and works

to minimise disruption.”

Should you have any comments on network management in South Tyneside, please send them to:

The Traffic Manager

Head of Planning, Housing, Transport Strategy and Regulatory Services

South Tyneside Council

Town Hall and Civic Offices

Westoe Road

Tyne and Wear

NE33 2RL

[email protected] (need to confirm website)

mailto:[email protected]

Contents

Policy Statement 1 Introduction

1.1 Background to the Traffic Management Act .. .. 5 1.2 Network Management Policy .. .. .. 5 1.3 Objectives and Purpose of the Plan .. .. .. .. 5

2 Context

2.1 Introduction .. .. .. .. .. .. 7 2.2 National Context .. .. .. .. .. .. 7 2.3 Regional Context .. .. .. .. .. .. 8 2.4 Local Context .. .. .. .. .. 10

3 Arrangements for Network Management

3.1 The Council‟s Arrangements .. .. .. .. 14 3.2 Responsibilities .. .. .. .. .. .. 14 3.3 Establishing Processes .. .. .. .. .. 14 3.4 Monitoring and Review .. .. .. .. .. 14 3.5 Areas for Improvement .. .. .. .. .. 16 3.6 Communications.. .. .. .. .. .. 16

4 Performing the Network Management Duty

4.1 Introduction .. .. .. .. .. .. 19 4.2 Road user needs .. .. .. .. .. .. 19 4.3 Coordination and planning .. .. .. .. .. 22 4.4 Information .. .. .. .. .. .. 24 4.5 Incident Management and Contingency Planning .. .. 27 4.6 Dealing with Traffic Growth .. .. .. .. 29 4.7 Working with stakeholders .. .. .. .. .. 31 4.8 Ensuring parity .. .. .. .. .. .. 32

5 Performance and Review

5.1 Introduction .. .. .. .. .. .. 34 5.2 Performance measures .. .. .. .. .. 34 5.3 Plan Review .. .. .. .. .. .. 34 5.4 Areas for Improvement .. .. .. .. .. 34

6 Appendices

6.1 Organisational Structure 6.2 Key Contacts – Internal 6.3 Network Management Road Hierarchy 6.4 Arrangements with Neighbouring Authorities

- Schedule of cross border routes 6.6 Traffic Signal / Junction Review 6.7 Improvement Plan and Performance Measures 6.8 Arrangements for Network Management 6.9 Key Routes – Existing and Future Interventions

Network Management Plan

Section 1 - Introduction



1 Introduction

1.1. Background to the Traffic Management Act

The provisions in the Traffic Management Act (TMA) aim to provide the Council with a stronger focus on tackling congestion, and greater powers to pursue that aim.

The TMA provides all Councils with much greater powers to minimise unnecessary disruption caused by poorly planned works. In addition, there are many different strands of work within local authorities, which need to be co-ordinated properly if their collective impact is to be one that delivers visible benefits to the public.

These strands of work include not only co-ordination of utility companies‟ street works and the authority‟s own road works, but also activities such as managing parking provision, managing provision of public transport, development control policy, activities on the network, for example refuse collection, and planned and unplanned events, all of which can contribute to unnecessary disruption and congestion. Planning for and dealing with the effects of all such aspects is the focus of the network management duty.

However, the TMA is specific in stating that traffic is not only vehicular, but includes pedestrians and cyclists. So the duty must consider the movement of all road users. It is for the Council to develop the duty alongside our existing strategies and policies and not for it to supersede them. Indeed the network management duty is to be applied to the Councils duties not only as LTA (s121A, Road Traffic Regulation Act) but also as

local highway authority (s1(b), Highways Act 1980) and as

street authority (s49(1), New Roads and Street Works Act 1991).

This plan outlines how South Tyneside Council will do that.

1.2. Network Management Policy

The South Tyneside Council‟s Network Management Plan has been developed to support the Council‟s and our partners policies on tackling congestion and disruption on the network and to meet the statutory obligations as defined in the Traffic Management Act 2004.

South Tyneside Council has developed this Plan in partnership with the Tyne and Wear Local Transport Plan partners and the North of England Traffic Managers Group.

1.3. Objective / Purpose of the Network Management Plan

The Traffic Management Act 2004 (TMA) introduces the Network Management Duty on local traffic authorities (LTAs). Section 16 of the TMA sets out the requirement of the new duty as being;

“It is the duty of a local traffic authority to manage their road network with a view to

achieving, so far as is reasonably practicable having regard to their other obligations, policies and objectives, the

following objectives –

(a) securing the expeditious movement of traffic on the authority’s road network; and

(b) facilitating the expeditious movement of traffic on road networks for which another authority is the traffic authority.”

The Department for Transport (DfT) has issued guidance on the fulfilment of the duty. Whilst this guidance implies that there is no statutory requirement for Local Highway Authorities to develop a specific Network Management Plan, the Council considers that, by developing this plan, we can demonstrate our commitment to fulfilling the Network Management Duty.

The TMA required the Council to appoint a Traffic Manager, who is responsible on behalf of the Council for monitoring and overseeing the delivery of a co-ordinated, planned and effective response to the network management duty



across all the Council‟s departments and functions that may have an influence on the successful operation of the network, and to ensure that agreed actions are implemented. The role of South Tyneside Council Traffic Manager is defined in greater detail in Section 3 of this plan.

The principal objectives have been adopted across the region and were derived from the TMA:

Objective 1 – to consider the needs of all road users

Objective 2 – to coordinate and plan works and known highway events

Objective 3 – to gather information and provide information needs

Objective 4 – to develop contingency plans for managing incidents

Objective 5 – to effectively monitor and manage traffic growth

Objective 6 – to consult and involve stakeholders and other interested parties

Objective 7 – to ensure parity between the local highway authority and other.

This document demonstrates how South Tyneside Council fulfils the objectives and how it is improving its systems to fulfil them.

The framework will facilitate the integration of the Traffic Manager into the Council‟s existing administration structure and assist the Council to discharge the duty through the efficient use of existing systems. It can be demonstrated through partnership working with the Local Highway Authorities in the North of England that an open and transparent exchange of information on best practise is key to ensuring regional consistency in the approach to Network Management.

This plan recognises that network management forms one element of the Council‟s transport strategy and that, whilst it is the Council‟s aim to see an improvement in the efficient use of the network, it will not be at the expense of those

with a need to use or work on roads and footways. It is important that our approach to network management recognises these needs and the fact that they can and will have an effect on the network capacity. It is intended from here-on to review this Plan on a bi-annual basis and the Traffic Manager will report the findings on the key changes and successes achieved to the Executive Team. Section 4 of this document considers these issues in detail and proposes actions and performance measures to assist in demonstrating compliance with the Duty. This document is the second review on progress since the plans inception, a process that will be repeated again for September 2014.


Section 2 – Context

2 Context

2.1. Introduction Managing congestion is a key aim shared by central government and the Tyne and Wear Local Transport Plan partners.

The TMA will make a vital contribution towards achieving nationwide aims, for example:

to minimise congestion on the inter-urban trunk road network, and in large urban areas;

to improve air quality;

to reduce the number of people killed or seriously injured in Great Britain in road accidents

to improve accessibility to key services.

2.2. National Context

2.2.1 Traffic Management Act (TMA)

The primary aim of the TMA is to reduce congestion and disruption on the highway network. The TMA sets out specific responsibilities to assist the Council to achieve this aim by:

Promoting better coordination of the various works carried out, whether these are Council road works, utility street works or miscellaneous activities such as placing skips, scaffolds or deposits on the highway;

Coordination of other activities that may affect the highway network, for example refuse collections, deliveries, school transport and events such as carnivals, concerts, sporting events and fairs;

Introducing in time a range of powers to allow utility works to be better controlled;

Allowing certain contraventions of the law, as well as parking offences, to be dealt with through civil parking enforcement (CPE) rather than through the criminal process.

The TMA is in seven sections namely:-

Part 1 - Traffic Officers

Part 2 - Network Management

Part 3 - Permit Schemes

Part 4 - Street Works

Part 5 - Highway and Roads

Part 6 - Civil Enforcement of Traffic Contraventions

Part 7 - Miscellaneous and General

Part 2 of the Act, “Network Management by

Local Authorities” imposes a network management duty on local traffic authorities and this is covered in the following section. 2.2.2 Network Management Duty

Part 2 of the TMA, and in particular section 16, places a Duty on every local traffic authority to manage its road network to secure the expeditious movement of traffic on their road network and to facilitate traffic movement on other traffic authorities‟ road networks. The Duty reflects the importance placed nationally on making the best use of the existing highway network with the overriding aim that the network should operate efficiently, without unnecessary delays to all highway users, including pedestrians and cyclists, as well as motorists. The Duty is not limited to actions as a local traffic authority and there is a need to consider the duty when exercising any power that can affect the highway network. It therefore extends to the exercise of powers as a highway authority, a street authority and any other power used to regulate or coordinate the uses made of any highway. However, it is recognised that the Duty is placed alongside all other obligations, objectives and policies and does not take precedence over them.



2.2.3 Intervention Criteria

South Tyneside Council will need to demonstrate and provide evidence to the Secretary for State for Transport that it has taken appropriate actions to comply with the requirements of the network management duty. The Intervention Criteria sets out the minimum criteria it expects to be met, which come under the following headings:

Considering the needs of all users;

Coordinating and planning works and known events;

Gathering information and providing information needs;

Incident management and contingency planning;

Dealing with traffic growth;

Working with all stakeholders;

Ensuring parity with others. 2.2.4 New Roads and Street Works Act (NRSWA) The existing legislation under which highway authorities attempt to control the disruption caused by utility companies‟ street works, the New Roads and Street Works Act (NRSWA), dates back to 1991, at which time only a handful of utilities were permitted to dig up the road.

There are now over 150 utility companies able to conduct street works. The need for those utilities to build and maintain networks of apparatus beneath the street has led to a significant growth in the levels of disruption caused by street works over the last decade.

The Halcrow Report on street works, for the Department for Transport estimated the cost of delay caused by utility street works to be £4.3 billion.

2.2.5 Local Transport Act 2008

A central purpose of the Local Transport Act 2008 is to tackle congestion and improve public transport through empowering local authorities to develop local solutions to transport challenges.

The Act brings in a new performance regime which extends responsibilities of the Traffic Commissioners, allowing them to hold local authorities and bus operators accountable for performance factors such as punctuality and reliability of local bus services. For local authorities this relates to functions which impact on services such as the provision and enforcement of bus priority measures and coordination of road works, street works and other activities on the highway network. The Act broadens the scope of bus quality partnerships schemes, so that these agreements can also cover service frequencies, timings and maximum fares. The Act also helps the work of the community transport sector by removing regulatory barriers.

2.3. Regional Context

2.3.1 North East Regional Traffic Managers Group To facilitate cross regional collaboration, the North of England Traffic Managers Group (NETMG) was established in 2005. The purpose of this group is to compare and benchmark performance and disseminate best practice amongst its members, and further afield, within an environment of continual improvement.

The north of England Councils will endeavour, as far as is reasonably practicable, to manage the regional highway network effectively to keep traffic moving.

The NETMG consists of the Traffic Manager (or representative) from each of the authorities and will monitor the effects of the duty on a regional basis. The group will cooperate in the interests of disseminating best practice with a view to establishing a culture of continual improvement.

A direct link between the Traffic Managers and NEHAUC has been established. Each forum has representatives of the other in attendance to ensure a consistency in decision making.

This group will work together in developing the management of the region‟s network. Whilst all councils have their own priorities, the culture of collaboration that exists between the north of



England highway authorities means that the sharing of best practice will enable the councils to learn from each other‟s experience, benchmark their performances and ensure, as far as is reasonably practicable, that continual improvement occurs across the region.

Through representation at the National Traffic Managers Forum, the group also makes efforts to disseminate their experience outside the region in order that best practice can be shared across the country and lessons learned from other regions can be embraced within the continual improvement culture developed in the north of England.

2.3.2 Arrangements with the Highways Agency South Tyneside Council recognises the important role that the Highways Agency (HA) has in the success of network management. Whilst the Highways Agency network of motorways and trunk roads represents only 3% of the road network in England it carries a third of all traffic and two thirds of all heavy freight traffic. The network is of strategic importance and its efficient operation is fundamental to the economic well being of the country.

The A19 Corridor provides South Tyneside with an important inter-regional link of National importance. Activities affecting the local road network can have a detrimental effect on the motorways and trunk roads, and the reverse can also be applied. Whilst the Network Management duty does not strictly apply to the Highway Agency, the Network Management Guidance states that it has been given a similar remit to manage better its network and to reduce the impact of congestion and congestion related delays. This includes the Highway Agency facilitating the movements of traffic on local road networks.

Given the role of the Highway Agency, liaison between the traffic manager and a nominated Highway Agency representative is essential due to the number of interfaces in responsibility and consequential impact one authority can have on the other.

The Highway Agency have designated their Area Network Managers as the point of contact

for Network Management and have provided contact details for the service providers who are in direct contact in respect to operational and coordination issues.

South Tyneside Council has a Detailed Local Operating Agreements (DLOAs) with the Highway Agency which is currently being reviewed. This agreement sets out the working arrangements for sharing information between the two organisations so that traffic can be managed effectively across both the local and national road network.

2.3.3 Arrangements with Neighbouring Authorities South Tyneside Council recognises the important role that the Highway Agency has to play and will maintain an ongoing dialogue with its nominated network management representative both on a local level through quarterly liaison meetings and regionally via the North of England Traffic Managers Group. New arrangements will be consolidated with the Concessionaire for the New Tyne Crossing. This plan will also set out details of cross-boundary arrangements that exist with the neighbouring of Gateshead, North Tyneside and Sunderland, as well as the Highway Agency and the New Tyne Crossing Concessionaire and will on:-

Consistency of road hierarchies;

Route management Strategies;

Traffic management arrangements at boundaries;

Operational arrangements, say for highway maintenance treatments;

North Eastern Local Enterprise Partnership developments;

Tyne and Wear Local Transport Plan.

2.3.4 NEHAUC

The North of England Highway Authorities and Utilities Committee, NEHAUC, is one of ten regional Highway Authorities & Utilities Committees (HAUCs). It should however be noted that any reference to NEHAUC in this plan refers only to the highways side.



Regional HAUCs were created after the introduction of the New Roads and Street Works Act 1991 (NRSWA) to provide a forum for Highway Authorities and Utility Companies (Gas, Electricity, Water, Sewerage and Telecommunications) to discuss and review topics of mutual concern and interest.

The NRSWA placed a new emphasis on minimising disruption to road users by providing a framework of procedures that ensures all works, are 'coordinated' to minimise the effects on the travelling public.

Representatives meet three times a year to discuss issues and formulate agreed working practices. The committee is supported by a number of working groups which are tasked with looking at specific issues relating to street works operations.

Street works and roadwork‟s can and should be carefully co-ordinated and other activities, for example skips and scaffolding licensed under the Highways Act 1980, road closures effected under the Road Traffic Regulation Act 1984, will have to be registered as the provisions of Parts 3 and 4 of the Act are commenced. Co-ordination of these activities will then fall under the remit of the highways side of NEHAUC.

Other causes of congestion, for example planning/development control, school start/finish times, road traffic accidents, the Great North Run and adverse weather events will be dealt with through other existing Council policies and contingency plans.

Monitoring of the effects of such activities and the influencing changes that may improve the use of the network will form part of the new duty.

2.4. Local Context

2.4.1 Corporate Plans The North of England Local Highway Authorities have agreed to work together in the discharge of this duty. It is recognised that the network management duty is only one element of our transport activities and should complement other policies and actions. This framework has been developed in such a way that it will

compliment South Tyneside Council‟s Highway Asset Management Plan (HAMP). Together, the Network Management Plan and Highway Asset Management Plan will assist in the Council in meeting our objectives to improve the operation of our transport networks.

2.4.2 Local Transport Plan for Tyne & Wear

(LTP3) In Tyne and Wear, LTP3 consists of a ten-year strategy (April 2011 - April 2021) together with three-year delivery plans for each district.

Under the Local Transport Act 2008, the Local Transport Plan in metropolitan areas such as Tyne and Wear is adopted by the Integrated Transport Authority (ITA), with involvement from the local authorities. Following public consultation and detailed input from the five local authorities, the submission of Tyne and Wear‟s third Local Transport Plan was endorsed by Tyne and Wear ITA in March 2012.

The long term vision of the LTP3, as set out in the strategy document, is that:

“Tyne and Wear will have a fully integrated and sustainable transport network, allowing everyone the opportunity to achieve their full potential and have a high quality of life. Our strategic networks will support the efficient movement of people and goods within and beyond Tyne and Wear, and a comprehensive network of pedestrian, cycle and passenger transport links will ensure that everyone has access to employment, training, community services and facilities”

To progress towards these aims, LTP3 is organised into three key areas:

Supporting economic development and regeneration

Addressing Climate Change

Supporting Safe and Sustainable Communities

Actions in the plan are grouped under three intervention types:-

i. Managing the demand for travel;



ii. Managing and further integrating existing networks; and

iii. Targeting new investment at the top priority challenges.

The aim of this approach is first to reduce cost and demand on the transport system; secondly, to make maximum use of existing networks; and finally to concentrate the limited resources for new investment on key schemes that promote sustainable regeneration.

Policies in LTP3 of particular relevance to network management include the following:

Policy 17 - we will manage our networks to provide for the safe and efficient flow of traffic

Policy 20 - we will support the use of priority measures on key road corridors to encourage the use of sustainable modes.

Policy 21 - we will give priority to and invest in walking and cycling.

Policy 37 - we will manage our networks to provide for the safe and efficient flow of freight by road, rail, river, air and sea.

This Network Management Plan builds upon these aims with a view to ensuring the expeditious movement of traffic on the network. Performance measures used to monitor the Council‟s progress with LTP3 will contribute to the development of implementation measures relating to Network Management.

2.4.4 South Tyneside Council Integrated Transport Strategy 2012 – 2021 The integrated transport strategy outlines our approach to working in partnership with transport authorities, transport service providers and stakeholders, to ensure that transport makes its full contribution to improving accessibility to jobs and services, and improving safety and the environment at both the local and strategic level for everyone in South Tyneside. The strategy sets out our overall vision for local transport together with the priorities that will

help us turn our vision into reality. Our targeted priorities are:

Transport Investment to support Economic Growth and Jobs;

Increasing Access to Opportunities;

Improved Quality of Life;

Maintaining the Highway Asset

2.4.5 Highways Asset Management Plan

(HAMP) The Council is currently formulating its draft Highways Asset Management Plan (HAMP), to ensure that its corporate requirements and the transport strategy and plan are joined up.

The Highways Asset Management Plan will have three distinct strands:

A Highways Asset Management Plan;

A Bridges Asset Management Plan;

A Street Lighting Asset Management Plan.

The intention of the Plan is to link to the objectives of the Local Transport Plan and integrates with other relevant policy documents such as the Network Management Plan.

Having well maintained highways infrastructure and other assets make an important contribution to the quality and liveability of public spaces. It is South Tyneside Council‟s view that the successful implementation and performance of these Plans will contribute to the success of the Borough.

The introduction of the HAMP and the Network Management Plan, and more importantly, the implementation of the processes they both encourage will lead to significant improvements in the strategic, long term management operations and performance of the highway network.

The partnership working promoted by the Plan Partners, through the likes of the LTP and Traffic Managers Group, is promoting better co-ordination of improvements in specific transport centres and corridors.



2.4.6 Council’s Major Incident Plan (needs reviewing by Risk / Resilience)

The Council has recognised that the Traffic Manager needed to be included with the Major Incident Plans‟ steering team to ensure that those major incidents which affect people‟s travel patterns are considered as part of any specific contingency plan. Accordingly, the lead officer for Major Incident Planning has invited the Council‟s Traffic Manager to participate in Major Incident Planning exercises as part of the annual review process. Being mindful of the important role that the Traffic Manager might play in a major incident response, this document has been developed to assist the Council in its statutory responsibility for Major Incident Planning.



2.5. Relationship between the Network Management Plan and other Councils’ Strategic Policy Frameworks and Highway Operations

2.6 Relationship between Internal and External Networks focusing on Network Management

Joint Tyne and Wear Local Transport Plan and

ROWIP

Highway Asset Management Plan


Highway Maintenance

Strategy

Highway Improvement

Investment Plan

Network Coordination & Performance

Liaison

Maintenance Programme

Improvement Programme

Integrated Works Programme

Local Integrated Transport Strategy Tyne and Wear

Congestion Reduction Strategy

Major Incident Plan

LTP Manager

Traffic Manager and Project Team

Council Events Coordinator

Highway Coordination and Performance Task

Group

Senior Management

Team

Joint Utilities Council Coordination Group

Traffic Manager

Groups and NEHAUG

Local Bus and Police Traffic Liaison Group

Major Incident Planning Coordinator

New Tyne Crossing

Project Team

North Eastern LEP

South Tyneside Council Shaping Our Future

Strategy


Section 3 – Arrangements for Network Management

3 Arrangements for Network Management

3.1. Introduction

Section 17 of the TMA sets out the arrangements which the Council must make to perform the network management duty. These arrangements include the appointment by the authority of the Traffic Manager (Section 17(2)), a statutory post under the Act. This plan, as well as setting out how South Tyneside Council manages its road network for the benefit of all road users, also encapsulates what the council requires of its Traffic Manager.

3.2 Responsibilities

The responsibility under the Act to perform the network management duty lies with the Council. In accordance with Section 17(2) of the Act, the Council has appointed its Traffic Manager, who carries out all the statutory duties as outlined in the Act, reporting to the Corporate Director of Regeneration and Resources.

Whilst the designated Traffic Manager is the Head of Service in the Regulatory Services area, the post holder has no responsibility for implementing works on the highway but does monitor the Council‟s approach to promoting, planning and co-ordinating activities upon the network.

The current structure ensures that there is no conflict of interest for the Traffic Manager and Infrastructure operations, whose role stands separate from those who are responsible for implementing works. This gives the Council the ability to ensure probity and parity between Highway Authority road works and Utility street works and other works or activity promoters.

The Traffic Manager is also responsible for the delivery of the Local Transport Plan and for Highway Development Control.

3.3 Understanding of the Duty

By adopting and agreeing this Network Management Plan, the Council is placing the responsibility on and empowering its Traffic Manager to ensure that the Council complies

with its duties under the TMA. Where issues are identified by the Traffic Manager, and matters are outside the Traffic Manager‟s sphere of direct responsibility, these will be brought to the Directorate Management Team for discussion/resolution, with ultimate recourse to the Corporate Director of Regeneration and Resources Services.

The key personnel associated with the delivery of the Duty are outlined in Appendix 2.

3.4 Establishing Processes

3.4.1 Network Road Hierarchy The hierarchy that has been developed for network management is based upon how serious the detrimental impact might be of works, an incident or an event taking place on the network if not co-ordinated. The network is divided into three „impact‟ categories – high, medium or low and the first two categories are colour- coded red and amber where:

Red - roads where works, incidents or events would have a serious detrimental impact on the efficiency of the road network if not co-ordinated;

Amber - roads where works, incidents or events would have a detrimental impact on the efficiency of the road network if not co-ordinated, but are considered to be of lower priority;

Other - roads where works, incidents or events would not have significant detrimental impact on the efficiency of the road network if not co-ordinated.

A small scale map of the Council‟s road network showing its designated road network hierarchy is included in Appendix xx.

3.4.2 Congestion In this plan, congestion is deemed to be caused when the normal capacity of a particular part of the road network is insufficient for the volume of traffic wishing to use it.

The Traffic Manager is responsible for the monitoring of existing congestion problem


Section 3 – Arrangements for Network Management Duty

locations within the area. The locations are ranked according to their place within the overall network hierarchy, and the extent of the congestion problem. Each location will be monitored, and within the context of current flows and possible future growth, in priority order is being assessed:

to identify the causes of the congestion problems;

to identify possible measures to alleviate that congestion; and

to generate specific proposals for implementation.

The network hierarchy designation will be used in the Highway Development Control Team‟s responses to the Local Planning Authority consultations on planning applications. The Planning Teams have been made aware of the designation and its significance to the operation of the road network through the Council‟s Project Team.

3.4.3 Speed Management Plan As part of the Council‟s Road Safety commitments, a full network review of existing speed limits has been carried out and a new speed management plan created. The aims of the plan are to make all estate roads 20mph by 2014 and review speed limits on all A and B Class Roads by 2015. A copy of the Network Speed Limit Plan is shown in Appendix xx. 3.4.4 Disruption In this plan, disruption is deemed to be caused when a temporary activity takes place on the road network which disrupts normal traffic flow conditions. Disruption may be caused by planned activity (eg planned road works) or by unplanned activity (eg incidents).

3.4.4.1 Disruption due to planned activity Normally, planned activity is carried out in the highway using statutory powers or by licence from or agreement with the Streetscape Services. Planned activity might include:

street works (Statutory Undertakers);

highway works (Council/developers);

NRSWA licensed activities (installation of private apparatus);

Highways Act 1980 licensed activities (skips/scaffolding, etc);

Traffic Regulation Orders (Road Traffic Regulation Act 1984);

road closures;

events, street fairs, shows, sporting events etc;

abnormal load movements;

refuse collection;

parking;

development.

The Council has developed its NRSWA Street Works Register to include a maintained register of all planned activity taking place on the road network or off the road network where it might have an effect on traffic, and will make the information available to stakeholders, both through the NRSWA noticing system and on its website. Furthermore, the information will be used as a network management tool, to ensure that all planned activity is properly co-ordinated to minimise disruption to traffic.

The Council has well established procedures in place to deal with annually planned events such as the Great North Run, the South Tyneside Parade, Town and Village Fêtes and Remembrance Services. These events are co-ordinated by the Street works Co-ordinator in the Traffic Management Team. These essential processes and procedures are overseen by the Council‟s Traffic Manager.

3.4.4.2 Disruption due to unplanned activity Unplanned activity might include:

road traffic accidents;

broken down vehicles;

motorway and trunk road off network diversions;

debris or diesel spillages on the road;



failure of the carriageway;

failure of apparatus in the highway;

weather events (including snow, ice, flooding, high winds) eg Tyne Dock flooding;

major incidents;

security alerts;

unauthorised activity.

The unexpected nature of such incidents often means that the immediate effects on the network are difficult to deal with. Contingency plans are currently under development in the event of unplanned incidents at key locations on the Borough‟s main corridors.

Work has also been undertaken in partnership with the Highways Agency to develop tactical diversion plans in the event of an incident on the Strategic Road Network that results in traffic being diverted onto the local road network.

3.5 Monitoring and Review

South Tyneside Council will monitor the effectiveness of its actions in the performance of the network management duty and review the effectiveness of its arrangements for network management and take action as follows:-

3.5.1 Monitoring The Traffic Manager will monitor the effectiveness of the organisation and its decision-making processes and in the implementation of its decisions in delivering the requirements and objectives of the network management duty. Where issues arise, the Traffic Manager will make an assessment to determine how the organisation or its decision-making processes could be more effective. The Traffic Manager will compile a report and make recommendations for change to the General Management Team, and implement these as required.

The Traffic Manager will keep a record of progress on all such issues, identifying what

issues have arisen, where recommendations for change have been made and what actions have been taken and what progress has been made in implementing the changes required.

3.6 Communications

3.6.1 Local Co-ordination Under the Code of Practice for the Co-ordination of Street Works and Works for Road Purposes and Related Matters Second Edition (paragraph 6.2.5), it is recommended that local co-ordination groups meet on a quarterly basis to discuss a range of network related topics. This has always been done at a local level, but it is recognised that these meetings will need to include more key stakeholders and be more formalised to ensure information exchange is clear and direct. The Traffic Manager has an integral role to play within this co-ordination group.

3.6.2 Corporate Liaison The matrix of responsibilities for the delivery of the various attributes of Network Management Duty, as shown in Table 3.1, coupled with regular Network Management coordination meetings, will help ensure good liaison between the various service managers in the organisation whose activities have a direct impact upon the highway network. 3.6.3 Other Traffic Managers The liaison of the Traffic Manager with others in equivalent positions is required on two levels. Firstly it is necessary for each individual Traffic Manager to liaise with all their counterparts that border their area of jurisdiction to facilitate the second aspect of the duty i.e.

“to facilitate the expeditious movement of traffic on road networks for which another authority is the traffic authority.”

Accordingly, the Tyne & Wear Traffic Managers have formalised a joint working group to deal with cross-boundary issues and to ensure that consistency in approach is applied across the conurbation. This group also considers risk assessment and summary risk logs associated the successful delivery of this plan and the Joint Congestion Strategy.



The second level of liaison is required to ensure that a culture of best practice and cooperation is established regardless of geographic boundaries. This liaison, on a national basis, will ultimately deliver a culture whereby assistance and cooperation can lead to significant efficiencies.

3.6.4 The Highways Agency A representative from the Highway Agency attends the quarterly Tyne and Wear Traffic Managers Group meeting. A representative also attends the North of England Highway Authorities and Utilities Committee (NEHAUC) meetings. Additionally, the Highway Agency has designated their Area Performance Managers, the point of contact for network management issues and the Council‟s Traffic Manager is in contact with the Highway Agency through this channel.

The National Guidance Framework (NGF) sets out the principles of the Detailed Local Operating Agreements (DLOAs) with each Local Highway Authority, where a mutual interest exists for strategic traffic management purposes.

3.6.5 Other stakeholders The Traffic Manager has, as part of the role, established a detailed register of contacts with third party stakeholders in his area of jurisdiction, the primary purpose of which being to coordinate activities such that fluctuations in traffic flow do not cause significant congestion. The primary definition for these stakeholders is:

“Any company, authority or organisation that’s activities could potentially result in significant fluctuations in motorised or pedestrian traffic.”



Table 3.1 - Programme of Key Meetings

Meeting Frequency Attendees Coverage

North of England Traffic Managers‟ Group

(NETMG)

Quarterly South Tyneside Traffic Manager

Regional Traffic Managers

Network Management

Good Practise

Cross Boundary Issues

Tyne and Wear LTP Steering Group

Monthly Senior Officers from Tyne and Wear Local Authorities, Nexus and ITA

All aspects of Tyne and Wear Local Transport Plan

Tyne and Wear Urban Traffic Management

Control (UTMC) Programme Board

Quarterly South Tyneside Traffic Manager

Regional Traffic Managers

Transport Policy Representatives

All Aspects relating to Network Management and the Urban Traffic Control project

Street Works Coordination Group

Quarterly Street Works Officer

Work and Events Coordinator

Work and Events

Contingency and Planning

Network Management Coordination Group

(South Tyneside Internal Group)

Quarterly Traffic Manager

Street Work Coordinator

Highway Maintenance Manager

Transport and Highways Manager

Network Planning

Network Management

Scheduling of highway activity

Local Transport Plan Programming


Section 4 – Performing the Network Management Duty

4. Performing the Network Management Duty

4.1. Introduction

This section of the plan sets out details of how the Council will perform the network management duty (NMD) through an analysis of the existing situation, issues, opportunities and risks for each of the plan objectives set out in section 1.2. This is used to develop key actions and initiatives that will be considered and introduced, if appropriate, to assist in performing the network management duty.

To deal with the effective management of the highway network within South Tyneside which is the Council‟s responsibility, the Council has, as outlined earlier, established a Highway Hierarchy Framework which will act as a key focus for all highways operational and planning activities. This Highway Hierarchy Framework incorporates the four strategic corridors in our area. It also highlighted a series of other local strategic roads in the borough.

The Highway Hierarchy assists the Council in establishing key systems and procedures to ensure that the Network Management Duty is performed satisfactorily for the benefit of all travellers within the borough. It will also be of assistance in coordinating initiatives across the borough boundaries with our neighbouring Councils.

This Hierarchy Framework provides a clear focus for the Council and its Partners in allocating resources and putting in place systems which ensure that all of the key corridors operate as efficiently as practicably possible and satisfy the needs of all local people and businesses.

Accordingly, the integrated approach to transport provisions in South Tyneside ensure that all local road users needs are considered and that investment programmes are matched to address those needs in a balanced manner.

The Council recognises that in order to minimise congestion and disruption, it must do so by skilfully managing its existing road space, so as to cater for all local needs in an efficient way, which helps to keep people moving safely

and easily, this is reflected in the Local Development Framework.

4.2. Road user needs

Objective 1 - To consider the needs of all road users.

4.2.1 Existing Situation „The long term vision of the LTP3, as set out in the strategy document, is that:

“Tyne and Wear will have a fully integrated and sustainable transport network, allowing everyone the opportunity to achieve their full potential and have a high quality of life. Our strategic networks will support the efficient movement of people and goods within and beyond Tyne and Wear, and a comprehensive network of pedestrian, cycle and passenger transport links will ensure that everyone has access to employment, training, community services and facilities”

To progress towards these aims, LTP3 is organised into three key areas:

Supporting economic development and regeneration;

Addressing Climate Change;

Supporting Safe and Sustainable Communities.

Actions in the plan are grouped under three intervention types:-

Managing the demand for travel;

Managing and further integrating existing networks; and

Targeting new investment at the top priority challenges.

The vision has led to a number of shared priorities for the plan partners, which include:

In light of these overarching goals, the Local Integrated Transport Strategy outlines how the Council will provide a balanced approach towards transport services and facilities that meets the needs of all road users.



Poor management of the highway network results in congestion, delays and disruption. The Council already manages the highway network through effective traffic signal co-ordination, careful planning of events on the highway, co-ordination of road works, the effective use of traffic regulation orders and their enforcement and the implementation of highway improvement schemes, where it is practicable.

In preparation for delivering the new network management duty, the Council undertook a review of its existing strategic road network to baseline the current performance and future demands that will be placed on the network over the next 15 years.

As outlined earlier, a number of key „red‟ and „amber‟ routes have been modelled to identify capacity, operations, congestion points and future trends based on predicted traffic growth and transformational plans which are identified in the Community Infrastructure Levy.

As a result of this exercise the Council has identified a baseline figure for monitoring its network performance across the Borough for the next 15 years. Current congestion hotspots and potential future bottlenecks have been identified and will be used to plan, coordinate and deliver transport investments, travel needs and operational activities across the borough.

The Council has also reviewed 10 traffic signal controlled junctions, all of which are on the red or amber routes identified within this plan. It is intended to act on this review with improvements measures carried out where appropriate.

As a result of new powers made available as part of the Traffic Management Act, in 2008 the Council took responsibility for civil enforcement parking on the Borough‟s highway network. This has allowed the Council to assess where enforcement is required and is an effective tool in keeping traffic moving on the key corridors.

4.2.2. Issues

Competing demands for network usage require that we adopt a balanced approach to ensure highway related activities are accommodated with the minimum disturbance and disruption to all road users in the borough.

The Council recognises that if it is to realise its aspirations for transformation and regeneration it will need to skilfully manage the demands upon its highway network. The underlying trend towards increased car ownership and more travelling as outlined in Section 1, together with the impact of major re-development plans will create these challenges on our approach to network management. The Council‟s transport strategies and its collaboration with Nexus and local Bus Operators will ensure that priority is given to promoting public transport use as well as encouraging walking and cycling for appropriate trips. As far as road traffic is concerned, junction capacity improvements and operations are being developed where feasible, to cater for the demands over the short, medium and longer terms. It is also accepted that the key pedestrianised areas and main pedestrian access ways particularly in the town centres and neighbourhood shopping parades must also be given specific priority in the context of the Network Hierarchy. Such attention reflects the importance of our vulnerable road user groups such as all pedestrians who visit the busy shopping and business services particularly in the town centres. The Council also provides a number of initiatives to support these investments in sustainable modes of transport, and to ensure that they are ingrained in a comprehensive and integrated transport policy. These include the Safer Routes to School and School Travel Plan Programme, the Sustainable Modes of Travel to School Strategy, and Workplace Travel Plan initiatives.



The New Tyne Crossing project has been designed to benefit all road users and businesses. As well as the obvious benefits to car drivers, included within the scheme is a bus lane that will bypass the toll booths thus allowing vehicles to bypass any queues. Furthermore, a number of improved pedestrian and cycle links connecting to the pedestrian and cycle tunnel have been provided as part of the scheme. The Council is aware of the requirement for freight vehicles to use the road network. The borough has a number of large freight generators including the Port of Tyne, the regions second busiest freight port, which is accessed via the strategic road network. The Council has therefore been involved in the Tyne and Wear Freight Partnership, which amongst other things, has developed a freight map to advise hauliers of preferred routes at a Tyne and Wear level, and for specific destinations. The requirement for use of South Tyneside‟s road network by taxi companies is also recognised. The provision of facilities for them to wait and pick up safely, without negatively affecting the performance of the highway is therefore crucial. Taxis are often considered to be a sustainable mode of transport as they can undertake multiple numbers of trips as opposed to individuals making trips separately in private cars. They also reduce the need for trip end parking facilities. 4.2.3. Opportunities A review of the current structure of external stakeholder group‟s involvement has been completed to rationalise contacts, assimilate cohesive groups and to facilitate an evidence led mechanism for structured communications channels. The current transport model permits the Traffic Manager and the team to analyse the impact of traffic, develop strategies and ensure network

operational considerations are included in planning stages of all significant land-use proposals across the organisation. The Council has used the formulation of this Plan to act as a catalyst to review the in-house systems and procedures and the interfaces with our external partners. This review has focused attention on better coordination, planning and reporting of the street works activities across the area. This process has facilitated the formulation of the Council‟s Network Performance and Coordination Group, which is a cross-cutting Task Group that reinforces of existing links and provides a connection with the Utilities Organisations. The opportunity has also been taken to strengthen the coordination of activities as part of the LTP and local police and bus liaison meetings with the added emphasis on network management and performance. The Network Hierarchy framework has provided a clear steer for prioritisation and focus for resourcing so that attention is given to the key corridors and centres that carry the most traffic. In association with the LTP, the Traffic Managers have worked with the Freight Quality Partnership to establish key routes and signage to strategic centres and business areas to aid movement and safety in and around the area. Thereby improving transport costs and “speed to market” journey times. Strong links are in place with the Council‟s Parking Manager to ensure that the parking strategy and enforcement regimes are clearly aligned to the needs of the key roads identified in the Highway Hierarchy Framework. This ensures that parking enforcement contributes to keeping traffic moving on key routes, particularly in South Shields Town Centre and areas of high pedestrian activity.

4.2.4 Risks With regard to highways related activities the Council‟s resources are stretched to the limit. It is fully recognised that efficiency gains can be



achieved by the review of the Council‟s street works activities across the organisation. However, there are concerns about how far the resources can be stretched. At this stage it is considered that demands and the opportunities presented by the Duty can be accommodated within the current established resources.

4.3. Coordination and planning

Objective 2: To coordinate and plan works and known events affecting the highway network

4.3.1. Existing Situation

The Council recognises that the planning and co-ordination of planned events is essential in minimising the disruption to traffic on the network. Works are being undertaken by many groups for specific purposes. The coordination of works is carried out by the Council‟s Street Works team, which falls under the remit of the Highway Maintenance Manager. The street works officer plays a key role in balancing the conflicting demands that are made on the network and liaises with the Traffic Manager to promote collaboration between all parties. Pre-programmed meetings are held between the Council‟s Implementation Teams in Streetscape and all statutory undertakers at prescribed periods, draft programmes of works are exchanged, potential conflict in works or projects identified and coordinated accordingly. Works and projects identified on strategic roads and route require detailed planning and timing, these works have the potential to cause most disruption and delay by virtue of the volumes of traffic using these routes. These are reported to and overseen by the Highways Network Performance and Coordination Group. The Traffic Management Act 2004 gave the Council additional powers to manage all activities undertaken on the highway, especially in the timing of works on specific roads and routes. These requirements have been introduced to ensure an unbiased approach is adopted between internal (local authority) and

external parties for the overall benefit of the road users in the borough. Annually, the Council produces a plan showing the capital schemes that have been approved within the Highway and Transport Capital Programme. This includes traffic, highways, structures and maintenance schemes. Additionally, schemes proposed by the utility companies for that year are added to the plan. The plan is the issued to the appropriate sections of the Council to ensue coordinated and joined up work where possible. At a strategic level, it is recognised that all Council transport teams work in partnership with their neighbouring authorities to ensure cross-boundary arrangements are in place to ensure the effective coordination of works are agreed and that activities are consistent. To facilitate this, the Tyne & Wear Traffic Managers meet on a routine basis to promote joint working arrangements and coordination. In addition to this, the Northern Region Traffic Managers Group works with other regional groups and stakeholders such as NEHAUC and the Utilities Group to facilitate their cross-service coordination and joint working. Officers also attend the North East Highway Maintenance Networking Group, which meets regularly to discuss all aspects of maintenance of the highway network including best practise.

Various mitigation measures are considered to minimise disruption to traffic flow, such as undertaking works during off-peak hours, alternative working methods and carrying out works in conjunction with other potential works on a given highway.

Notification of works are received by the Street Works team to appropriate timescales, either through electronic notification, or through specific applications for skip permits, scaffold licenses, temporary traffic regulation orders, temporary traffic controls and other private license application.



South Tyneside Council currently provides relevant stakeholders with a weekly street works bulletin, highlighting planned works and encourages neighbouring local authorities to reciprocate.

The approach to coordination of planned events is very much evidence-led and arrangements are in place to gather information at an early stage, to facilitate effective coordination of all such events. All Traffic Regulation Orders (TRO‟s, including Temporary Traffic Regulation Orders (TTRO‟s) are also reported.

Annual events are identified through liaison between the street works officer and the Transport Department, with one-off events are notified by the organisers or coordinators of the event.

Safety Advisory Group meetings are held in relation to major events, such as concerts, sporting events (Great North Run), amongst others. Although, the primary aim of these meetings is to ensure that all events are planned and managed with safety as a priority, the Council‟s Parking Manager attends these meetings, so that the impact of events on the highway are also taken into account.

All information relating to the street works and events is held on the Council‟s Confirm coordination system. The system provides the team with a comprehensive overview of ongoing and proposed works.

The Confirm system ensures that both the utility companies and Council departments must follow a set procedure of filling in a standard form to request access to the highway for works.

The contingency arrangements that the authority adopts for dealing with unforeseen incidents is covered under objective 4 of this plan.

Figure 4.1 Notice of Street Works Procedure

STC - South Tyneside Council

UTMC - Urban Traffic Management & Control

4.3.2. Issues

One of the key issues relating to the coordination of highway activities is the volume and extent of works that are carried out by an increasing number of organisations, contractors and individuals. For this reason, it is essential that coordination is targeted at locations where failure to do may result in the great disruption and delays for highway users.

The Highway Hierarchy has been developed to assist in addressing this issue, by focussing on the need for effective coordination on the appropriate routes.

The other aspect of increasing parties undertaking highway activity is to ensure a consistent approach to recording and dealing

Utility Company

STC Internal Department

Notice of works by Electronic Transfer

Confirm Street Works Management System

Street Works Bulletin

STC Website

Tyne and Wear UTMC



with planned works and events. South Tyneside Council seeks to ensure that both internal and external bodies use the appropriate forms that are entered into the Confirm system for notifying works and events.

Since the introduction of the Traffic Management Act 2004, arrangements have been put in place to ensure that the schemes included in the Council‟s LTP Capital Programme are notified correctly, to enable them to be coordinated with other works and activity. South Tyneside Council produces a working map outlining all of the proposed highway activity so that we can undertake a compare / contrast exercise, so that works can be coordinated where possible.

With the introduction of further legislation under the Act, it is likely that the requirement for notification will extend to all highway works and so consideration must be given as to how this will be achieved, as and when this is confirm as a requirement.

Over the past six years, the Council along with its regional partners have worked together under the auspices of the NETMG and NEHAUG group to develop and disseminate effective arrangements for network management and performance.

In parallel with this, the Tyne & Wear Local Transport Plan joint working arrangements have facilitated a close and stronger networking arrangement with key stakeholders across the conurbation. Strong links have been established with the Tyne and Wear Urban Traffic Management Control Team, Regional Traffic Signals Group, the Freight Quality Partnership, and the local Business Forum (e.g Chamber of Commerce).

It is considered that links have to be reinforced with the older and disabled people and cyclists. These important links have been created but the challenge will now be to reinforce them with a specific focus on network management and performance.

The respective teams are now able to formulate better data to facilitate more effective evidence based actions to benefit coordination and planning of works.

4.3.3. Opportunities It is acknowledged that the collation and dissemination of better, more accurate data and information will enable better decisions to be taken with regard to the planning and coordination of respective investment programmes proposed by all parties. This information can also be formatted to better inform road users to enable them to make more informed choices about travel patterns and also understand why works are place and how long the potential delays will be expected to last. It is hoped that the improved communications will enhance customer satisfaction and also improve the efficiency of the network performance. 4.3.4. Risks At this point in time it is considered that the existing resources can cope with the new demands for wider and more detailed coordination and planning. However, attention will be given to putting in place the necessary reporting mechanics to alert the Traffic Manager of this possible concern in the future.

4.4. Information

Objective 3: To gather information and provide information needs.

4.4.1. Existing Situation

The Street Works Team has made significant progress in the role of gathering accurate and consistent information on street works and events. This progress has enabled the information to be used in a meaningful way to manage activities on the highway network and to mitigate the impact of expeditious movement of traffic.

As already stated, all planned works and events are recorded using the Council‟s Confirm Streetworks Management System. This allows



the coordination of all highway activities, in a way that minimises delay to traffic.

All parties, whether external or internal, are required to follow the same procedures for notifying the street works team of planned works and events, with standard electronic forms available for gathering of this information. This ensures that the information is gathered is a consistent format so that it can be prioritised and managed effectively.

This process has been strengthened since the introduction of Network Management and Coordination meetings. The street works team has sent correspondence to relevant Council departments to ensure understanding of the new systems for notifying works and events is understood by all.

The Council provides relevant stakeholders with a weekly Street Works Bulletin, highlighting all of the planned works. Also, a regular updated road works summary is available on the Council‟s web site. This currently reports details of all planned work, with the information being fed to the Tyne and Wear Urban Management and Control team.

This is a joint funded facility which provides live feeds on road works, events as well as variable message sign alerts throughout the region. The project is taking advantage of the social media outlets to provide up to date travel information for the travelling public in Tyne and Wear.

With regard to delays on the trunk road network, details are provided to the Council from the National Traffic Control Centre for the Highway Agency, in accordance with the information documented in the Council‟s Detailed Local Operating Agreement with the Highway Agency.

The Council is committed to providing the public with accurate travel information and works with a variety of stakeholders in getting this information across to the travelling public.

The Council works closely with Nexus (Tyne and Wear Passenger Transport Executive), bus

operators, emergency services and local employers to make accurate information on transport options more widely available and easier to access. One of the key tasks is to determine whether the road work information could be accessed through various social media sources and potentially through Satellite Navigation devices. Online resources include:-

The Council‟s web site, www.southtyneside.gov.uk - includes information about travel to and around South Tyneside and links to other useful web sites.

Nexus web site, www.nexus.org.uk - includes timetables for all bus, metro and ferry services in Tyne and Wear, as well as live public transport updates and disruption to the network.

Transport Direct, www.transportdirect.com - provides an online journey planner for public transport and car journeys, also produces location maps including bus stops

Travel Line North East and Cumbria, http://jplanner.travelinenortheast.info/ - provides specific public transport journey planner for the North East.

For road users, information relating to planned and unplanned street works is disseminated via the Council‟s website and through local media such as radio stations and television. This advises of road works which could cause delays which are used in regularly traffic broadcasts.

Where road works require a temporary road closure and diversion route to be introduced, this is implemented through a Temporary Traffic Regulation Order (TTRO) process. In such instances, notice is given by statutory press and on-site notifications, along with advance signage of the dates of the proposed works and closure. Thereby, allowing road users the opportunity to plan alternative routes.

http://www.southtyneside.gov.uk/

http://www.nexus.org.uk/

http://www.transportdirect.com/

http://jplanner.travelinenortheast.info/



The Council has developed a web-based information system, available to the general public, which provides up-to-date mapping information on all street works and events. The Council is developing systems and keeping pace with statutory commitments associated with the National Street Work Gazetteer. The Council has a level 3 Gazetteer, which has been embedded in Streetscape services for several years now. The Gazetteer will be updated on a monthly basis and will be continually updated as required as a result of developments in the Traffic Management Act. The Council has worked to ensure that accurate, up-to-date information has been collated about traffic movements and existing congestion hotspots on the current highway network. This information has been used to identify key transport corridors in the borough and will be used to predict future traffic changes and hot spots so that intervention measures can be determined to minimise disruption and mitigate congestion where possible. The Council also maintains a definitive map and statement showing where all public rights of way are legally recorded. 4.4.2. Issues It is recognised that gathering and disseminating accurate information is a key element of Network Management. Effective decisions about planning and coordinating works/activities cannot be achieved without having the right information and systems in place. The Council is making determined efforts to share this information with the right people and organisations in order to maximise the benefits of network management and enable our partners to help us achieve the network performance objectives. 4.4.3. Opportunities In order to comply with the proposed street work notices protocols that were put in place in April 2008, the street works management system, operated in

Streetscape Services has been updated and upgraded to ETON 5 capacity. This upgrading provides the opportunity to reformat the system to provide „real-time‟ information to incorporate more details regarding street works activities being performed on the network. The following tasks/initiatives are or have been incorporated into the working practices across the highways activities service groups across the organisation.

A Network Management and Coordination Group has been established for 5 years and meets on a quarterly basis to oversee all highway related activities being undertaken in the borough;

All incidents and planned events are collated by the Streetworks Coordinator

All Service Managers are advised of the planned programmes for the forthcoming financial year investment programmes. This information is shared and exchanged with the utilities and other key stakeholder organisations;

The North of England Traffic Managers continue to meet on a routine basis to ensure that good practice and cross-boundary issues can be addressed to benefit our communities.

The opportunity will also be taken to develop, in partnership both through the Tyne and Wear Urban Traffic Management and Control and Better Bus Funding Initiatice, some appropriate intelligent transport information systems to better inform road users across the Tyne & Wear conurbation.



4.4.4. Risks

The Council and its Partners are clear that without the right information and the appropriate systems to manage and disseminate this information, the Council would be at risk of failing in its Network Management Duty. Therefore, we will be working to ensure that the right provisions and channels for accessing the street work schedules, the street work website and key contacts across the area are available to service providers and travelling public. However, it is acknowledged that the right level of resources and commitment from all parties must be maintained to deliver the vital service provision. The Council and its Partners are now in a position, through the joint working and cooperation generated by the formulation of this Plan, to provide a secure basis for building and reinforcing joint efforts in the future to inform our travelling public and inform decisions across the organisation.

4.5. Incident Management and Contingency Planning

Objective 4: To develop contingency plans for managing incidents 4.5.1. Existing Situation

The Council and its Partners have to deal with unplanned incidents on the highway network each year, such incidents include:

Emergency utility works e.g. major gas, water leaks;

Road traffic accidents;

Flooding incidents and other weather related incidents;

Accelerated damage to the highway network assets;

Diesel or chemical spillage;

Traffic signals failure;

Incidents on the motorway network;

Major Incidents.

Notification of unplanned incidents come from a number of sources, for example through the emergency services, through utility companies, from the public etc and at present the timing of the notification can be variable.

However, when the Council receives notification it is in a position to respond quickly to unplanned incidents through referral to the appropriate service officer. In normal working hours resources are re-directed to deal with incidents. However, for “out-of-hours” incidents, staff and operatives are called out in accordance with the formal standby arrangements in place with a supervisor and operatives. The response options generally fall into one of the following categories:

Erection of warning signs;

First time repair;

Road closure;

Formulating diversion routes.

The Council is familiar with the response arrangements in place by key partners, such as the Local Police, Utilities Organisations and the Tactical Diversion required for the Highways Agency.

The Council has a response team procedure to deal with unplanned incidents. However, it is acknowledged that this has to be better formalised by a contingency plan, documenting procedures that need to be followed in dealing with these unplanned incidents on the highway network, along the lines of the Council‟s Major Incident Plan.

As outlined earlier, the Council‟s Traffic Manager has been incorporated into the Major Incident Planning Team and connections have been strengthened between the respective lead officers on this matter. Being prepared to deal with any major emergency from a train or aircraft crash, terrorist attack, flooding, pandemic flu outbreak, industrial accidents, or major land or sea contamination are just some



of the top risks and hazards covered by resilience planning by South Tyneside Council.

Resilience planning involves partnership working with a range of emergency services and agencies to deal with the management of major emergencies, and warning and informing the public as well as providing advice and information to local businesses.

By using this multi-agency approach the Council co-ordinates the way that all responder organisations in South Tyneside plan for major emergencies. All groups regularly meet and take part in regular training exercises to test plans. There is continuous assessment of risks and hazards and plans are in place to get information to the public in the event of a major emergency.

This enhancement to existing arrangements will ensure that the Council is well positioned to effectively respond to major incidents which would seriously impact of the key transport corridors across the borough.

To reflect this improvement, the Traffic Manager and Streetworks Coordinator are invited to attend all Major Incident Planning/Training events, thereby strengthening links and connections between the partnering organisations and the new Traffic Manager representation.

The Council has a flood management plan in place. As part of the plan, flood risk areas are mapped using GIS tools. This makes it possible to identify problematic locations on the highway which are vulnerable to flooding and prioritise action to mitigate the effects of such flooding and to attempt to reduce the likelihood of future flooding. The Council has a Winter Maintenance Plan which enables the team to respond immediately to sudden changes in weather conditions. While this usually works well, there is the risk that this approach could cause other consequences for network users and subsequent delays to businesses, emergency

services and residents if resources are not available to deal with conflicting demands in „real time‟. The Council‟s Resilience Team develops and maintains generic and specific Emergency Response plans to assist the Council during an incident. The Council will also act in an advisory role, helping to co-ordinate the efforts of voluntary organisations to assist in the response. 4.5.2. Issues The Council‟s highway network is, „day in and day out‟ a dynamic framework which involves people making many thousands of journeys and service providers undertaking hundreds of activities to enhance and maintain the infrastructure. How the Council respond to these incidents, especially, when they occur on the red and amber routes, will be critical to effective network management. As part of the formulation of this Plan, the Traffic Manager and Project Team have been engaged in reviews of the Council‟s Major Incident Plan and in a establishing the Traffic Agreements for tactical diversions formulated by the Highways Agency and the National Traffic Control Centre. It is vital that the Council obtains details, quickly, of the likely impact on traffic from any unplanned incidents from those people who actually report the incident. It is acknowledged that having effective contingency plans are critical to the successful management of the network function. The provision of such plans and procedures will also be more important on our cross-boundary, strategic corridors. The review of procedures associated with this element of the Duty will be better coordinated and modernised to fulfil the objectives of this Plan for the benefit of our travelling public and



to better coordinate the joint efforts of our partners. 4.5.3. Opportunities Improved communication between the resilience team and Highway Departments will ensure that the Council‟s incident activation procedures are continually assessed and improved, and that they reflect the interests of the Traffic Manager in performing his duties. Agreed diversion routes along suitable local roads managed by the Council will allow better management of unplanned incidents on the trunk road network. 4.5.4. Risks Without having formalised effective contingency plans in place, the Council and its Partners will not be able to effectively fulfil its Network Management Duty. It is considered that there may be a reputation impact to the Council, through negative public perception of service delivery, if there are delays, increased congestion and disruption due to inefficient responses and/or delays to dealing with these unplanned events, especially the ones that occur during the peak hours and on the strategic routes.

4.6. Dealing with Traffic Growth

Objective 5: To effectively monitor and manage traffic growth. 4.6.1. Existing Situation As outlined earlier, the Council formulated a transport model for its key roads to enable accurate assessments to be made about traffic patterns and potential growths to be predicted over the next 15 years and to evaluate investment needs. This model will prove invaluable to the ability of the Council to fulfil its network management duty and to manage traffic growth and changes in the future. This work has also informed the Council‟s Local Development Framework and Community Infrastructure Levy.

An additional task has been undertaken since the development of the Network Management Plan to assist in the evaluation of future investment needs. In collaboration with the Highways Agency, a plan has been produced showing all the locations of the major development sites within the borough. Since the first Network Management Plan, the Council has continued to update the Local Development Framework process. This process allowed for the development of the Supplementary Planning Document 5 - Transport. This document provides developers, landowners, the community and the Council with guidance on planning obligations and agreements that will be required to ensure that new development can be accommodated within the Borough, with acceptable impact and within the principles of sustainable development. This document outlines a detailed methodology for calculating the required level of financial contribution based on development type, size and location. The supplementary document has outlined the highway schemes that would be addressed by the developer contributions funding and these are centred on managing congestion and promoting sustainable modes of transport on the identified corridor red routes. The list of schemes and associated plans can be viewed in Supplementary Planning Development 5: Supplementary Report. 4.6.2. Issues

The Council is determined to minimise local road congestion, to improve accessibility and manage demands and transport networks to support the economy and help people to move safely and easily across the borough. This is done by adopting a strategic approach to monitoring traffic growth with Key Partners across the conurbation. There are many other influences that will affect traffic growth, some of these being



demographic and social economic influences, travel to work patterns, land use planning (through the LDF), bus patronage, cycle and walking initiatives and demand management measures such as car parking strategies. The Council has in place an assessment framework and baseline that will enable it to identify, measure and control these changes and ultimately manage traffic growth and traffic demand. The Council has ambitious plans for the area, these plans and aspirations will inevitably promote traffic journeys made into and out of the borough. Our Transport Impact Assessment work has identified the operational capacities and capabilities of the existing highway network together with the additional capacity provided by the public transport/Metro networks. As a consequence, a baseline (2011) has been established on the key highway routes across the borough, incorporating the strategic corridors set out in the Tyne & Wear Local Transport Plan. Set against this baseline, the network has been tested against the underlying traffic trends described in the Local Transport Plan and also accounting for the impacts of new developments for the next 15 years. This model has ensured that the Council‟s can confidently predict intervention measures and investment needs for the highway network in order to manage traffic demands and minimise congestion across the borough and on the neighbourhood highway networks in the future. 4.6.3. Opportunities The Council is well positioned to take informed views on changing traffic patterns and demands that will occur upon the highway network over the next 15 years. The strong correlation between the Local Transport Plan and the Network Management Plan will help ensure the corporate resources are clearly focused on delivering corporate priorities.

Future travel demands, travel choices and travel changes can be accurately monitored to anticipate „capacity‟ and „efficiency‟ requirements at key junctions and on key routes to help minimise and manage congestion in the future and to assess the traffic implications on the network when significant developments are proposed across the borough. The Council recognise that congestion and demands for travelling will need to be addressed by a whole range of strategies and plans, as outlined in the Tyne & Wear Local Transport Plan and in the Council‟s own Integrated Transport Strategy. In partnerships with Nexus and the local bus operators opportunities are also being taken to enhance the existing bus and Metro networks within the borough. The extension and sustainability of the public transport networks are seen as a key element of the Council‟s transport needs in the future. This partnership working is extended across the whole conurbation with regards to the whole range of transport provisions and infrastructure planning process. The Council, along with its Partners, are part of a conurbation-wide network of organisations and service providers in developing transport networks which widen travel choice for pedestrians, cyclists, public transport, freight, rail and car drivers. The challenge will be to ensure that the overall aims and objectives of the Integrated Transport Strategy continue to be fully planned and implemented with a clear focus on safety and congestion relief which will in turn demonstrate that issues of accessibility and air quality standards are being successfully addressed in a balanced way. To mitigate against the impact of new and existing development, the Council has developed a comprehensive and robust system of Travel Planning which can offer support at pre, outline, during and post planning application stage.



The Council has employs a Sustainable Transport Officer whose responsibility it is to offer advice and provide incentives to encourage the use of sustainable modes of transport to those travelling to work or for business purposes. Additional responsibilities are associated with School Travel Planning with the central responsibility to reduce the number of car journeys associated with school travel. It is a statutory requirement that Transport Planning department is consulted on all transport aspects of planning applications, where appropriate. The officer is aware of the implications of the Network Management Plan and assesses the impacts of developments in light of this. 4.6.4. Risks The Council recognise that resources - both financial and technical needs to be in place to deliver the aspirations of the Council and to fulfil its statutory duties. The Council, along with its partnering Councils, will need to ensure that local and regional developments in transport policy and service delivery are adequately resourced to effectively fulfil the obligations of all of the partners. The skilful formulation of a governance framework needs to promote the economic and regeneration aspirations of our region. This will require the provisions of effective network management arrangements. It is also accepted that the Traffic Manager will need to ensure that the various strands of the Transport Strategies and Operational Plans need to have a clear focus on congestion relief and extending travel choices.

4.7. Working with stakeholders

Objective 6: To Consult and Involve Stakeholders and Other Interested Parties

To ensure that all relevant stakeholders, both internal and external, and other interested parties are consulted and involved in decision making processes where required to ensure the

efficient operation of the road network as a whole.

4.7.1. Existing Situation The Council has longstanding, established, procedures and working arrangements with its Partners to ensure that its statutory obligations are reasonably discharged. At a regional level, as already outlined, the Council is represented at the North of England Traffic Managers Group, Tyne and Wear Urban Traffic Management and Control Steering Group and sits on the „Task and Finish‟ group for the Tyne and Wear Better Bus Fund that was successful in attaining £5million of capital funding for improvements to bus corridors. At a sub-regional level, the Council has in place well established joint working arrangements for maximising economic and regeneration plans through effective transport planning and service delivery. These connections are through the North Eastern Local Enterprise Partnership and Association of North East Councils. At a conurbation level, the Council has had a statutory requirement to work with its neighbouring Councils to produce a Joint Local Transport Plan for Tyne & Wear. This arrangement has helped to formulate a strong network of contacts amongst key stakeholders in Tyne & Wear to ensure that transport demands and needs are matched to transport policy and service delivery. In relation to the Network Management Plan formulation and its subsequent review, this has been done in full engagement of our Partners and the Council‟s Service Managers and mindful of the need to be fully consistent with the Council‟s LTP, Integrated Transport Strategy, Emergency Local Planning Framework and Highways Asset Management Plan. Such a cross-cutting approach to policy formulation has ensured that the respective policy planning relating to each service area are aimed at achieving the vision, whilst delivering



the statutory obligations which fall upon the Council. 4.7.2. Issues The scope of the network management duty extends far beyond the traditional organisational boundaries of local authority highways departments. The efficient operation of the road network is therefore not necessarily under the direct control of the LTA or the Traffic Manager. It is incumbent upon the Council to:

establish contact with many stakeholders who undertake activities on the road network or which affect the road network;

to collaborate with the Tyne and Wear Integrated Transport Authority and adjacent traffic authorities to ensure that the efficient operation of the network is seamless across organisational boundaries;

to work with stakeholders using the road network to ensure their needs are understood and taken into account;

to work with other local authority departments – internal and external – to raise awareness of the network management duty and to secure their co-operation in delivering the required outcomes;

4.7.3. Opportunities The formulation of the Plan has facilitated the opportunity for the Council to strengthen the links and connections with its key stakeholders and service providers both locally and regionally. Whilst good connections do exist, it is accepted that these can be improved to ensure that there is a clear focus and strong culture of performance monitoring on the operations of the highway network and that every service provider connected with this can contribute to the aim of this Plan.

The Council will continue to work towards improving information and network performance for all users of the network so that travellers can make better informed choices about journeys and that confidence is heightened in the community about the operations of this vital asset. Good communication and collaboration between relevant stakeholders and other interested parties will result in the best use being made of the existing road network for the benefit of all road users It will also ensure that the service providers and users have the opportunity to deal with issues of conurbation-wide concern and interest. 4.7.4. Risks The Network Management Duty objectives rely in the large part on the cooperation of others, which often are not within the direct control of the Council. Whilst all means will be used to encourage cooperation, there is a risk that it may not be forthcoming from other owing to conflicting priorities and pressures.

4.8. Ensuring parity

Objective 7: To ensure parity between the local highway authority and others. 4.8.1. Existing Situation South Tyneside Council‟s automated „Confirm‟ street works management system, described earlier, requires both utility companies and Council departments to follow set procedures and complete standard forms for requesting access to the highway network for the purpose of street works or events. This helps to ensure parity between the Council and external parties. The street works team is constantly making contact to relevant internal departments to ensure an understanding of the new systems for notifying highway works and events is understood by all.



4.8.2. Opportunities In the spirit of joint working, our regional representatives will continue to influence national debate through representation at various working groups and share information and developments with our partners. In the meantime, efforts will focus on developing improved local systems for noticing local works so that, in time, parity can be demonstrated more transparently with other street works partners. 4.8.3. Risks South Tyneside Council will continue to ensure parity in its systems, particularly in relation to street works. However, this is also associated with new developments. The completion of the internal discussions will help achieve this. .


Section 5 – Performance and Review

5 Performance and Review

5.1 Introduction

In order for a Plan and its identified actions to be successful it is essential to have in place an effective performance management system and formal process of review to monitor its progress towards its key objectives.

5.2 Performance measures

South Tyneside Council has established its priority themes and these are underpinned by actions / priorities outlined in the local transport plan, Integrated Transport Strategy and the newly updated Bus Strategy for Tyne and Wear.

Baseline data relating to the Network Management hierarchy, and in particular the high priority routes, will be gathered that will allow the Council to set itself challenging targets and, where necessary, the development of new local indicators that are relevant to our aims.

The North of England Traffic Managers group will monitor the effects of the duty on a regional basis and will cooperate in the interests of disseminating best practice with a view to establishing a culture of continual improvement.

The group will work together in developing the management of the regions network. Whilst all Council‟s have their own priorities, the culture of collaboration that exists between the north of England highway authorities means that the sharing of best practice will enable the councils to learn from others experience, benchmark their performances and ensure, as far as is reasonably practicable, that continual improvement occurs across the region.

The group will also make efforts to disseminate their experience outside the region in order that best practice can be shared across the country and lessons learned from other regions can be embraced within the continual improvement culture developed in the north of England.

5.3 Plan Review

The Council will monitor the effectiveness of its actions in the performance of the network management duty and review the effectiveness of its arrangements for network management and take necessary action.

5.3.1 Routine Monitoring of the Plan

The Traffic Manager will monitor the effectiveness of the organisation and its decision-making processes and in the implementation of its decisions in delivering the requirements and objectives of the network management duty.

6 Appendices 6.1 Organisational Structure

6.2 Key Contacts - Internal

- External

6.3 Network Management Road Hierarchy

6.4 Arrangements with Neighbouring Authorities

- Schedule of cross border routes

6.5 Congestion Hotspots on the Network

6.6 Traffic Signal Junction Review

6.7 Performance Targets and Measures

6.8 Improvement Plan and Performance Measures

6.9 Strategic Diversion Routes on Key Corridors

6.10 Arrangements for Network Management

6.11 Key Routes – Existing and Future Interventions

6.12 Definitions

network management plan revisted - south tyneside

Documents