Pothole Fund Application Appendices
Section B1:
Questions A and B
http://www.staffordshire.gov.uk/Resources/Documents/f/FinalTAMP12012011.pdf
Question C
Our laboratory manager is the Secretary of the ADEPT Soils and Materials Northern
Group who also regularly attends the Southern Group. He also attends the National
ADEPT SMDS (soils and materials design and specification) which links suppliers
HA and LA’s; and also a member of the Geotechnical Asset Owners Forum hosted
by CIRIA.
Also within the laboratory team we have members of the HAUC (UK) SROH Working
Party. One of the team is a longstanding member of that group who was given an
Outstanding Contribution Award by JAG UK in 2010. We are also members of West
Midlands HAUC Materials Group and have representation on the Technical Advisory
Committee that is producing a national highway sector scheme QA document for
pothole repairs for Sector Scheme 23 for small scale pavement repairs (NHSS23).
Having this facility enables the authority to undertake robust testing of materials and
performance monitoring. For example we have recently carried out performance
trials and the attached shows results from HRA 55/10 type F site (compliant) and
then 2 sites where we tried alternative materials which were not as successful.
Our Design Engineers who are all educated to minimum HNC level work closely with
our lab when specifying materials and proposed designs.
We Chair and collaborate, sharing best practice with the Midlands Highway
Improvement Group and also sit on the Midlands Highway Alliance.
Question D
The authority centralises planning of all activities on the highway network and all
associated Forward Planning Notices are input into the Street works module within
our Integrated Highway Management System. In addition all works on Staffordshire’s
network can be viewed through the ELGIN national web based system
www.roadworks.org
Annual and quarterly co-ordination meetings are held with third parties in order to
establish any potential conflicts or opportunities for joint occupation. Indeed we have
had several high profile joint occupation sites. Examples are attached.
Question E
We utilise numerous techniques according to need. We currently use a combination
of Planer patching, traditional cut and break, thermal repairs and Jet patching. The
latter was introduced last year and is being increased this year.
All work is scheduled through our Integrated Highway Management System. With the
exception of out of hours emergency call outs, all potholes are scheduled for ‘right
first time’ completion.
Question F
A copy of our Highway Inspection Code of Practice is attached. All Inspectors have
been trained and accredited to City and Guilds 6033 Highway Safety Inspection Units
- 301 and 311.
Question G
Tough books and other hand held devices are utilised for the inspection process with
the captured inspection data remotely uploaded into the Integrated Highway
Management System (IHMS). Tasks are then dynamically scheduled to delivery
crews via handheld PDA’s. The task progress details are then monitored on site and
remotely uploaded on completion of the task.
Question H
Our Integrated Highway Management System includes a CRM module (POEMS –
Public Online Enquiry Management System). Our call centre staff are trained in
relation to the pothole repair process and associated priorities. The Highway Safety
Inspection Code of Practice is currently under review and will be published on the
authority’s website once complete. The existing code is available to interested parties
on request.
Question I
The authority utilises both the NHT and in house surveys in order to monitor
customer satisfaction.
Question J
Potholes completed right first time – See attached file.
Question K
As detailed in our Highway Safety Inspection Code of Practice, Page 8, Table 1 –
Investigatory Levels.
Section B2
We utilise specialist pothole crews (Roadmenders), Thermal repair (Nu-phalt), Jetpatching (Roadmaster) and Hotspot patching (Machine surfacing for high
concentrations of potholes in a defined area (up to 3000m2).
Section B4
We have a dedicated Customer Highway Liaison team who undertake strategic and
operational liaison with all stakeholders including regular meetings with key
stakeholders to communicate Divisional Highway Programmes and receive feedback
prior to finalising works. Scheme Engineers attend forums where required to discuss
their own schemes. Communication in the form of advance signing, detailed leaflet
drops and website links are also provided. Customer Highway Liaison Officers are
contactable throughout the working day.
Section B5
http://www.staffordshire.gov.uk/transport/transportplanning/localtransportplan/home.
aspx
Section B6
Details of all internal and external works are collated extensively and considered
annually and quarterly and Staffordshire actively promotes the use of Forward
Planning Notices (NRSWA) which are served by promoters and received into our
Street works Register within our Integrated Highways Management System.
Conflicts and opportunities for joint occupation of the highway are identified and
monitored at all stages, from long term planning (1-2 years ahead) through to day-today NRSWA Notice management. This ensures that newly laid surfaces and other
asset investments are maximised by avoiding re-excavation and that all opportunities
for joint occupation of the highway, to reduce disruption, are considered.
Staffordshire are renowned nationally for driving long term co-ordination initiatives
and have delivered numerous major joint occupation schemes that have reduced
repeat occupation and delays that would have arisen from numerous promoters own
investment programmes. Such schemes include:

A518 Newport Road, Stafford 2007 – 6 individual works promoters working
under a single traffic management arrangements on a ten week programme
that would have 32 ½ weeks un-co-ordinated

A449 Wolverhampton Road, Stafford 2008 – 3.5km of gas mains and 3.2km
of highway resurfacing delivered under a single traffic management plan
delivered in 12 weeks that would have taken 22 weeks un-co-ordinated

Dunsley Road, Kinver 2008 – 5 individual works promoters working under a
single traffic management plan (one-way closure) delivered in 7 weeks that
would have taken 18 weeks un-co-ordinated
We have also embedded developer agreements into long term planning and
NRSWA notice management processes to ensure we can effectively support and coordinate the outcomes of economic growth as invariably developer’s needs generally
involve numerous utility works for services and diversions as well as highway
modifications. Other private works are also noticed to ensure the authority has a
holistic view of the network at all times to assure effective resource allocation for
reactive works and response.
In addition to this we have recently implemented processes for assessing the impact
of Highways Agency works (and other major investors such as Network Rail and
HS2) to ensure the secondary impact of off-highway works are considered and we
also co-ordinate on-highway and major off-highway events.
The authority is implementing permitting in the near future following the award of our
Infrastructure+ contract in April 2014.
Section B7
Staffordshire has 2 Governance and Improvement Officers who ensure quality and
safety of Utility and third party openings/occupation of the highway by developing
and maintaining effective performance management relationships with Utility and
third parties and the day to day management of the Network Inspectors. This is
delivered through a team of 7 dedicated Network Inspectors who undertake sample
inspections in accordance with the NRSWA1991, routine and investigatory NRSWA
inspections together with inspections of ALL permitted activities, i.e. section 50 and
VAC’s. We also undertake an extensive coring programme through our in house
laboratory who are the laboratory of choice for several other highway authorities in
the region coming together as a collaborative working group to further bench mark
utilities performance. In order to promote higher standards we work collaboratively
with our Utility promoters to share results and best practice and carry out root cause
analysis (including access to promoters own coring results), attend local and regional
HAUC meetings and promoters quality forums and undertake an agreed programme
of joint inspections. We hold regular quality and performance meetings with all of the
utility promoters to discuss their results and continual improvement measures. In the
case of a utility with an ongoing large capital programme across Staffordshire whose
current results are unsatisfactory, we are undertaking 100% inspections of their
reinstatements prior to entering into an improvement plan.
Section C1
Link to TAMP
http://www.staffordshire.gov.uk/Resources/Documents/f/FinalTAMP12012011.pdf
Relevant information associated with asset management is communicated to
relevant stakeholders through our dedicated Community Highway Liaison team.
Following consultation, the principles of the current developed asset value
management prioritisation process were approved by members. This process is
used to prioritise schemes (Structural and Preventative) which are then
communicated to members at their divisional highway meetings.
The authority has an asset management register within the Pavement Management
System module in the Integrated Highway Management System. This currently has
accurate details of carriageways and footways. We are currently collecting inventory
and condition data for highway trees.
The detailed structures asset register is held in our Structures Management module
and street lights and illuminated signs register is held in our Lighting Management
module, all of which are within our Integrated Highway Management System.
The authority follows lifecycle planning principles and produced its first carriageway
and footway lifecycle plans in 2006/07. These have been refined and further lifecycle
plans produced to help support investment decisions. A copy of a presentation
outlining this approach is attached.
Section D1
In 2009, the authority entered into a Virtual Joint Venture with Enterprise PLC,
process mapping all activities to remove duplication of roles and improving efficiency
for the delivery of the service. We have made significant efficiency savings as a
result of the process and are now moving into a Strategic Partnership with Amey LG,
an outcome based partnership with 25% targeted efficiency savings moving forward.
CIPFA comparison information identifies Staffordshire as the 3 rd lowest revenue
spending County highways authority which demonstrates our good performance with
regard to planned asset management. The 2013 NHT satisfaction survey also shows
Staffordshire as the 2nd lowest in terms of spend whilst maintaining good
satisfaction.
Section D2
The authority is part of and active on both the Midland Service Improvement Group
(Chair of the Highway Maintenance and Assets Group) (MSIG) and the Midlands
Highways Alliance (MHA). In addition we are actively involved in developing and
sharing best practice with the HMEP Asset Management Steering Group,
ADEPT/TAG Asset Management Working Group (Chair), the National Winter Service
Research Group (NSSRG), the Highway Asset Management Financial Information
Group (HAMFIG) and the CIPFA HAMP Network.
We have cross border reciprocal arrangements for winter service with several
neighbouring authorities and maintenance agreements, including a reverse agency
agreement with district councils within Staffordshire. These include highway
Inspections, routine and reactive maintenance, grass cutting, weed spraying and tree
maintenance.
Section D3
We regularly share and present our efficiency experiences at MSIG, MHA, CIPFA
HAMP Network, HAMFIG, WDM PMS User Group and national conferences. We
have also directly assisted other neighbouring authorities with their asset
management implementation.
Section E1
We have and continue to undertake Invest to save projects including:
The introduction of an accelerated asset reduction strategy following the approval of
a £700,000.00 Invest to Save scheme. It is anticipated that upon completion of the
scheme that street lighting CO2 emission levels will be reduced by 300 tonnes per
annum, which equates to a 2% reduction. The replacement of these traditionally
illuminated signs and bollards with non-illuminated reflective equivalents also results
in 100% savings in energy and maintenance costs. 500 illuminated bollard
installations and 100 illuminated sign installations have been replaced since 2010.
The replacement of lamps on signalised junctions and crossings with low energy
LED equivalents. These are replaced as part of the maintenance improvements of
signalised facilities in accordance with their lifecycles. Over the last 4 years 35% of
facilities have been replaced with LED’s and we have a programme to replace the
remaining installations over the next 5 years (funding permitting). We have a 70%
energy saving on replaced facilities and have secured an interim and further planned
reduction in the cost of the cyclic and emergency call out contract due to savings our
contractor can plan with reduced call outs and cyclic maintenance with increased
reliability and longer service plans.
We have Cross boundary collaboration with several neighbouring authorities for the
provision and maintenance of weather forecasting stations, systems and winter salt
procurement and service routes. These allow all the authorities to improve efficiency
and service at a reduced cost. We also have collaborative agreements with district
councils within Staffordshire for the provision of highway maintenance on their non-
public highway networks and in relation to grass cutting, weed spraying and tree
maintenance.
Section E2
We continually review our processes and methods of highway delivery within the
highway service, embracing new technology, ways of working and innovative
processes and materials in accordance with LEAN principles.
Regarding the highway contract itself we entered into a Virtual Joint Venture with
Enterprise PLC in 2009 and have recently awarded our Infrastructure+ Outcomes
contract to Amey LG and we are currently setting up a strategic partnership.
Services that fall within the scope of the strategic partnership include Countryside
and Country parks in addition to highway maintenance and Improvements. The
contract includes the provision to deliver services for district councils and other third
parties that will facilitate efficiency improvements for authorities involved whilst
increasing economic growth in Staffordshire.
We regularly do and will continue to share our experiences more widely with other
authorities and organisations through our involvement with HMEP, UKRB,
ADEPT/TAG, HAMFIG, NWSRG, CIPFA HAMP, MSIG and the MHA, along with
presenting at conferences organised by public and private organisations.
Staffordshire County Council – May 2014