Draft
Third Local Transport Plan
Strategy (2011-2026)
Annex D
Draft Network Management Plan
Contents
1.0
2.0
2.1
2.2
2.3
3.0
3.1
3.2
3.3
3.4
3.5
3.6
4.0
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
5.0
5.1
5.2
5.3
5.4
5.5
5.6
6.0
6.1
6.2
6.3
6.4
7.0
7.1
7.2
8.0
8.1
8.2
8.3
9.0
9.1
9.2
10.0
10.1
10.2
10.3
11.0
11.1
11.2
11.3
Executive Summary .............................................................................................................................3
Network Management Within the East Riding...............................................................................5
Network Management Policy ............................................................................................................5
The East Riding Highway Network..................................................................................................5
Wider Objectives..................................................................................................................................6
The Network Management Duty ......................................................................................................8
Traffic Management Act .....................................................................................................................8
Network Management Duty ..............................................................................................................8
Fulfilling the Requirements of the Network Management Duty .............................................. 10
Traffic Manager ................................................................................................................................. 11
Intervention ....................................................................................................................................... 12
Network Management Duties within the Local Transport Plan ............................................... 12
Considering the Needs of all Road Users ..................................................................................... 15
General ............................................................................................................................................... 15
Congestion ......................................................................................................................................... 15
Pedestrians and Cyclists ................................................................................................................... 18
Public Transport ............................................................................................................................... 18
Utility Companies ............................................................................................................................. 20
Schools................................................................................................................................................ 20
Tourism .............................................................................................................................................. 21
Planning and Development Control.............................................................................................. 21
Consultation Strategy ....................................................................................................................... 22
Strategic Network Management Activities ................................................................................... 25
Asset Management............................................................................................................................ 25
Intelligent Transport Systems (ITS) ............................................................................................... 27
Car Parking ........................................................................................................................................ 28
Buses ................................................................................................................................................... 29
Freight................................................................................................................................................. 31
Road Safety ........................................................................................................................................ 34
Coordinating and Planning Works and Known Events ............................................................. 36
Coordination in Practice .................................................................................................................. 36
The Noticing Process ....................................................................................................................... 38
Special Streets and Traffic Sensitivity ............................................................................................ 39
Special Events.................................................................................................................................... 41
Gathering Information and Considering Information Needs ................................................... 42
Streetworks Register ......................................................................................................................... 42
Travel Information ........................................................................................................................... 43
Incident Management and Contingency Planning....................................................................... 47
Contingency Planning ...................................................................................................................... 47
Emergency Planning......................................................................................................................... 48
Examples of Good Practice ............................................................................................................ 49
Dealing with Traffic Growth .......................................................................................................... 50
Traffic Growth within the East Riding ......................................................................................... 50
Tackling Congestion ......................................................................................................................... 50
Working with Partners and Stakeholders ...................................................................................... 54
Cross-boundary issues................................................................................................................. 54
Key Stakeholders ......................................................................................................................... 54
Ensuring Parity with Others ...................................................................................................... 56
Performance....................................................................................................................................... 57
Providing Evidence and Demonstrating Outcomes .............................................................. 57
Progress Made in Recent Years ................................................................................................. 57
Enforcement Powers and Measures Used in Delivering the NMD .................................... 58
1
11.4
Network Management Duty Action Plan Score Sheet .......................................................... 59
11.5
Network Management Target .................................................................................................... 60
11.6
Network Management Improvement Plan .............................................................................. 60
References ......................................................................................................................................................... 63
Appendices
Appendix 1 –
Consultation Strategy including Key Stakeholders and Resident
Questionnaire
Appendix 2 –
Example Monthly Coordination Meeting Minutes
Appendix 3 –
Example Section 58 Notice
2
1.0
Executive Summary
1.1.1
Congestion is a major transport issue throughout the UK. It can have a significant
impact on communities and individuals’ lives, and is already having a negative
impact on economic performance
“Delays and unreliability on the network have direct costs to people and businesses, increasing
business costs and affecting productivity and innovation. Eliminating existing congestion on the
road network would be worth some £7-8 billion of GDP per annum.” (The Eddington
Transport Study, 2006)
1.1.2
The effective management of the road network is a key step in tackling
congestion.
1.1.3
In 2004, through the Traffic Management Act, the Government imposed a
Network Management Duty on all local highway authorities to manage the
expeditious movement of traffic on their roads. Although congestion is not a
major issue across the whole of the East Riding, larger urban areas such as
Beverley, Goole and Bridlington, the A164 and A1079 Corridors, and areas
outside numerous schools currently experience localised congestion problems.
1.1.4
There are many factors contributing to congestion in these areas. The nature,
patterns and levels of congestion are different in each of these towns and
corridors, and there is no single solution to tackling the congestion problems.
Finding the right balance between demand-led solutions (such as parking
prices/restraints and travel planning), and supply-led solutions (such as Intelligent
Transport Systems, improved options for walking/cycling, better information to
motorists and public transport improvements), is difficult and can differ from
area to area.
1.1.5
There are a number of activities that can affect the road network which require
careful management; these generally fall into four categories:




1.1.6
Road works - these are works carried out by the highway authority to improve
the condition of the road or footway asset;
Street works - these are works carried out by a Statutory Undertaker (e.g.
British Telecom, Yorkshire Water, etc) to maintain and improve their assets;
Building works - this may vary from the placing of a skip in the highway to
major demolition and construction projects requiring traffic management; and
Events (such as carnivals, etc) – these can also affect the public highway.
As part of Highway Authorities’ new powers under the Traffic Management Act,
there is a requirement to appoint a ‘Traffic Manager’. The role of the ‘Traffic
Manager’ is to carry out the Network Management Duty and to be a ‘champion’
within the Authority. It is a ‘congestion busting’ portfolio, which entails a coordinated approach that includes roadwork management, protection of the
strategic highway from delays associated with new development, car parking,
incident management, public transport provision and information. This
responsibility within the East Riding is assigned to the Head of Asset Strategy.
3
1.1.7
The Council takes its Network Management Duty extremely seriously and
recognises the opportunities that the duty brings in terms of improved service
delivery. This document sets out the Council’s approach to its Network
Management Duty and is designed to provide a summary of current activities,
identify current gaps in service provision and set out key areas for improvement
for the next three years. In developing the Plan, the Council has undertaken
research to identify examples of good practice elsewhere within the UK and has
built upon these to ensure that the Plan reflects best practice.
4
2.0
Network Management Within the East Riding
2.1
Network Management Policy
2.1.1
Within the third Local Transport Plan (LTP3), the Council set out its vision for
Network Management within the following policy:
Chapter 13 Network Management Plan
“The Council will carry out its duties under the Traffic Management Act 2004 in an
integrated way to avoid, reduce or minimise congestion or disruption and ensure the efficient
use of the road network.” (LTP3, ERYC)
2.1.2
The purpose of this policy is to ensure that the Council considers congestion and
the need to improve the efficiency of the transport network when developing
strategies, implementing schemes and carrying out its maintenance operations.
The policy will also assist the Council in carrying out its Network Management
Duties in an effective and integrated way.
2.2
The East Riding Highway Network
2.2.1
The Council is responsible for the management of 3,387 km of highways,
consisting of 330km of principal roads, 335km of ‘B’ roads, 920km of classified
roads and 1802km of unclassified roads. Major routes for which the Authority is
responsible include the A164 Humber Bridge to Beverley, A1079 York to
Kingston upon Hull, the A614 Howden to Bridlington and the A165 Kingston
upon Hull to Scarborough (see Figure 2.1).
Figure 2.1 Strategic Highway Network in East Riding of Yorkshire
5
2.2.2
In addition to this, the A63, M62 and M18 Trunk Roads and Motorways run
through the East Riding (the transport authority for these being the Highways
Agency), as does the northern approach to the A15 Humber Bridge – the latter
being the responsibility of the Humber Bridge Board, to which the Council
appoints 4 of the 22 board members. The Authority shares boundaries with the
local highway authorities of North Yorkshire County Council, City of York
Council, Doncaster Metropolitan Borough Council, North Lincolnshire Council
and Kingston upon Hull City Council. The Council’s road network provides
important access to public transport services including 20 rail stations.
2.3
Wider Objectives
2.3.1
The Local Strategic Partnership (LSP) published the East Riding Sustainable
Community Plan in 2006. The plan seeks to achieve truly sustainable
communities by working towards five ambitions for the East Riding. Improving
the efficiency of the transport network will make an important contribution to
tackling congestion and will also help to deliver the ambitions within the East
Riding Sustainable Community Plan ‘Our East Riding’ (2006-2016) including:



Children and young people have a bright future – particularly through
addressing school travel issues and promotion of active travel choices;
Communities are thriving, prosperous and safe – through provision of good
transport links and improved accessibility; and
Regeneration transforms deprived areas and reduces health and other
inequalities – ensuring future development in East Riding is appropriate and
sustainable.
2.3.2
The Transport Act 2000, as amended by the Local Transport Act 2008,
introduced a statutory requirement for local transport authorities to produce
Local Transport Plans. East Riding of Yorkshire Council has produced LTP3
which replaces the second Local Transport Plan (LTP2) on 1st April 2011. LTP3
builds on the outcomes and progress made as a result of the successful delivery of
LTP2. LTP3 comprises a long term Strategy, with an accompanying shorter term
Implementation Plan, to action and deliver the recommendations made within the
Strategy. LTP3 has been developed after extensive consultation and in
partnership with key local stakeholders, particularly through the LSP.
2.3.3
LTP3 contains the following individual plans and strategies to tackle the
prioritised challenges identified in the evidence base and achieve the LTP3 goals
and objectives:









Network Management Plan;
Transport Asset Management Plan;
Individual Transport Strategies for East Riding’s Main Settlements;
Road Safety Strategy;
Sustainable Travel to School Strategy;
Bus Strategy;
Rail Strategy;
Accessibility Strategy;
Smarter Choices Strategy;
6



Traffic Management Strategy;
Intelligent Transport Systems Strategy; and
Freight Strategy.
2.3.4
LTP3 also includes chapters on climate change and air quality acknowledging the
important role transport has to play in tackling climate change and improving air
quality.
2.3.5
LTP3 objectives have been informed by the national transport priorities, the
LSP’s ambitions and the Council’s seven corporate priorities. The Network
Management Plan will particularly contribute to the achievement of the following
LTP3 objectives:






2.3.6
Improve the maintenance and management of the transport network, making
the most efficient use of existing resources;
Minimise traffic congestion, particularly in urban area and inter urban
connections;
Support sustainable economic regeneration and growth;
Improve road safety to make travel safer for all users, and increase personal
and community safety for everyone;
Improve access to key services; and
Protect and enhance the quality of the environment.
The delivery of priorities within the Sustainable Community Plan is measured
against the National Indicators. These indicators currently form part of the
monitoring framework for LTP31. The Network Management Plan will contribute
to the achievement of the following National Indicators:





NI 47: People killed or seriously injured in road traffic accidents;
NI 48: Children killed or seriously injured in road traffic accidents;
NI 167: Congestion - average journey time per mile during the morning peak;
NI 178: Bus services running on time; and
NI 198: Children travelling to school - mode of transport usually used.
The Coalition Government scrapped the Comprehensive Area Assessment in June 2010 and in October 2010 announced the
revocation of all designations of local improvement targets in Local Area Agreements (LAAs). The National Indicator Set will also be
replaced with a single, comprehensive list of all the data local authorities are expected to provide Central Government. Central
Government’s aim is to make the data requirements placed on local authorities transparent and this will be reviewed and reduced by
April 2011.
It is currently unclear what the implications will be on local authority performance policy, particularly with regard to transport.
However, the Council will take full account of Government policy as it emerges and the LTP3 Indicators and Monitoring Framework
will be updated as required.
1
7
3.0
The Network Management Duty
3.1
Traffic Management Act
3.1.1
The Traffic Management Act (TMA) received royal ascent in July 2004 and forms
a central part of the Government’s strategy to tackle congestion on the road
network. It intends to achieve this by ensuring better management and coordination of highway networks, and of any works which may take place within
these networks.
3.1.2
The Council notes the purpose and importance of the TMA in LTP3:
“As part of Highway Authorities’ power under the traffic management Act, there is a
requirement to appoint a Traffic Manager. The role of the Traffic Manager is to carry out the
Network Management Duty and to be a ‘champion’ within the Authority. It is a ‘congestion
busting’ portfolio, which entails a co-ordinated approach that includes roadwork management,
protection of the strategic highway from delays associated with new development, car parking,
incident management, public transport provision and information. This responsibility within the
Council is assigned to the Head of Asset Strategy.” (Chapter 13, LTP3, ERYC)
3.2
Network Management Duty
3.2.1
Section 16 of the TMA placed a Network Management Duty (NMD) upon local
highway authorities and provides them with new powers to assist in undertaking
this duty. The duty requires local highway authorities to:
“manage their road network to secure the expeditious movement of traffic on that network and
to facilitate the same on the networks of others”. (DfT, 2007b)
3.2.2
The public highway accommodates a wide range of activities, including the
transportation of goods and people above ground, and transportation of
amenities such as water, gas and information below it, providing access to homes
and businesses, a public place to shop, meet or socialise, and providing space for
the long or short term storage of vehicles.
3.2.3
With time, the highway network has become increasingly under pressure by the
demands of all of the (often conflicting) activities mentioned above. However,
provision of additional highway space to accommodate this is seldom practical,
and usually comes with wider negative impacts.
3.2.4
Given this, road space is an essentially finite commodity subject to a great many
competing, but legitimate, demands. In order to ensure the highway is used as
efficiently as possible, it is important that these conflicts are managed and coordinated to prevent undue disruption to road users.
3.2.5
It is important to emphasise that the vast majority of the demands placed upon
road space are legitimate, and that therefore it is vital that management of the
network accommodates all uses of the highway, not just in terms of modes of
transport, but also in accommodating the needs of those using the highway (for
8
instance) to lay and maintain statutory undertakers’ equipment, or to use the
highway as a public space.
3.2.6
To this extent, Part 2 of the TMA Section 16 (1) places a duty on local highway
authorities, including the East Riding of Yorkshire Council, to
“manage their highway network with a view to achieving, so far as may be 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 highway authority.”
3.2.7
Section 16 (2) of the TMA allows an Authority to take any action that will
contribute to more efficient use of the network or reduction of road congestion
and other disruption to the movement of traffic.
3.2.8
The duty is not over-riding, but is to be considered alongside all of the
Authority’s other obligations, policies and objectives. It would not be appropriate,
for instance, to forego road safety commitments simply to facilitate the
expeditious movement of traffic.
3.2.9
It is important to note also that for the purpose of the TMA, the definition of
‘traffic’ is not confined simply to motor vehicles, but applies to all persons
wishing to pass along the network, pedestrians included.
3.2.10 Guidance regarding the NMD is provided by the publication ‘Traffic
Management Act 2004 - Network Management Duty Guidance’ (DfT, 2004). The
guidance summarises the duty as “making the best use of existing roads for the
benefit of all road users”.
9
3.3
Fulfilling the Requirements of the Network Management Duty
3.3.1
The Council takes its NMD extremely seriously and recognises the opportunities
that the new duty brings in terms of improved service delivery. Table 3.1
demonstrates how the Council fulfils the requirements of the key Sections of the
TMA.
Table 3.1 Fulfilling the Requirements of the Network Management Duty
Section
of Act
16(1)(a)
16(1)(b)
16(2)(a)
Duty
Where Addressed
Securing the expeditious movement of traffic
on the Authority's road network
Facilitating the expeditious movement of traffic
on road networks for which another Authority
is the traffic authority
[Actions contributing to securing] the more
efficient use of [the] road network
16(2)(b)
[Actions contributing to securing] the
avoidance, elimination or reduction of road
congestion or other disruption to the
movement of traffic
16(2)
The exercise of any power to regulate or coordinate the uses made of any road (or part of a
road) in the road network
Arrangements [considered] appropriate for
planning and carrying out the action to be taken
in performing the Network Management Duty
The appointment of a person.. the "traffic
manager"
17(1)
17(2)
17(4)(a)
Identify things (including future occurrences)
which are causing, or which have the potential
to cause, road congestion or other disruption to
the movement of traffic on [the] road network
10
Addressed in NMP in Pedestrians and
Cyclists (section 4.3), Public Transport
(section 4.4), Schools (section 4.6), ITS
(section 5.2), Coordinating and Planning
Works and Known Events (section 6),
Incident Management and Contingency
Planning (section 8) and Tackling
Congestion (section 9.2).
Also addressed by LTP3 Strategies.
Addressed by Working with Partners
(Section 10) and the Noticing Process
(6.2).
Pedestrians & Cyclists (section 4.3),
Public Transport (section 4.4), Schools
(section 4.6), ITS (section 5.2),
Coordinating and Planning Works and
Known Events (section 6), Incident
Management and Contingency Planning
(section 8), Tackling Congestion (section
9.2).
Also addressed by LTP3 Strategies.
Addressed in NMP in Pedestrians &
Cyclists (section 4.3), Public Transport
(section 4.4), Schools (section 4.6), ITS
(section 5.2), Coordinating and planning
works and known events (section 6),
Incident management and contingency
planning (section 8), Tackling Congestion
(section 9.2).
Also addressed by LTP3 Strategies
Addressed by Traffic Sensitive Streets
(section 6.3) and Enforcement Powers
(section 11.3).
Addressed within section 11.2.
The East Riding of Yorkshire Council
has appointed the Head of Asset Strategy
to this role. See section 3.4 Traffic
Managers.
Considered as part of Congestion
(section 4.2), Tackling Congestion
(section 9.2), Schools (section 4.6) and
the Management of Planned and
Unplanned Events (sections 6 and 8).
Section
of Act
17(4)(b)
Duty
Where Addressed
Consider any possible action that could be
taken in response to (or in anticipation of)
anything so identified
17(5)(a)
Determine specific policies or objectives in
relation to different roads or classes of road in
[the] road network
17(5)(b)(
i)
[Monitor the effectiveness of] the Authority's
organisation and decision-making processes
17(5)(b)ii
[Monitor the effectiveness of] the
implementation of their decisions
17(5)(c)
17(6)
performance …[of the] road network
Review the effectiveness of the arrangements in
place
The [Secretary of State] may direct a local traffic
authority to provide it, within a specified
period, with specified information connected
with any aspect of the performance of their
duties under sections 16 and 17.
19
Considered as part of Congestion
(section 4.2), Tackling Congestion
(section 9.2), Schools (section 4.6) and
the Management of Planned and
Unplanned Events (sections 6 and 8) and
Actions Considered in Delivering the
Network Management Duty (section
11.2).
Road hierarchies addressed as part of
TAMP (section 5.1), Road Safety (section
5.6), and Traffic Sensitive Streets (section
6.3).
Performance monitoring discussed in
Section 11 and also through established
‘Project Board’ delivery processes,
YTMG, Monthly Coordination Meetings
and Cross Boundary Meetings.
Performance monitoring discussed in
Section 11 and also through established
‘Project Board’ delivery processes,
YTMG, Monthly Coordination Meetings
and Cross Boundary Meetings.
Addressed in section 11.
Addressed in section 11.
The Council would cooperate with any
future request.
3.4
Traffic Manager
3.4.1
Section 17 of the TMA requires local highway authorities to:
“make appropriate arrangements for planning and carrying out the [network management]
duty and these arrangements must include provision for the appointment of a traffic manager.”
3.4.2
The Traffic Manager’s role is to perform such tasks as the Authority considers
will assist it to perform the NMD. The East Riding of Yorkshire Council has
appointed its Head of Asset Strategy to this role. The Traffic Manager ensures
that appropriate resources and leadership are available to fulfil the Council’s
NMDs.
3.4.3
The Asset Strategy Service is also responsible for the delivery of the Local
Transport Plan, Transport Asset Management Plan and the Local Development
Framework (LDF), and receives additional support from the Heads of Service
responsible for Operational Activities, Public Transport and Highway
Development Control. This structure ensures that the Council takes an authoritywide view of its Network Management responsibility and that all teams delivering
highway services are aware of the NMD and its importance.
11
3.5
Intervention
3.5.1
The Government has established the importance of the delivery of the objectives
of the NMD by providing powers to the Secretary of State to intervene if a local
authority is failing to properly perform the duty. Paragraph 12 of ‘The Traffic
Management (Guidance on Intervention Criteria) Order 2007’ (DfT, 2007b)
explains the context of these powers:
“It is hoped that the potential for intervention will encourage authorities to ensure that they
carry out their network management duties. Nevertheless, if concerns develop that an Authority
may not be addressing the duties imposed by sections 16 and 17 of the Act, the Secretary of
State intends to work with that Authority, through an engagement process, to encourage the
Authority to recover so as to avoid reaching the stage where a traffic director has to be
appointed. However, if it becomes clear that recovery is not being achieved, or is not an option,
to the extent that he is satisfied that an Authority are failing properly to perform any duty, he
may make an intervention order making provision for or in connection with the appointment of
a traffic director”.
3.6
Network Management Duties within the Local Transport Plan
3.6.1
In May 2007, Halcrow Group Ltd carried out an assessment of network
management duties within LTP2 on behalf of the DfT (Halcrow Group, 2007).
The East Riding’s Plan was assessed as ‘good’ and was scored as being the second
best within the Yorkshire and Humber Region. The following text provides
details of the assessment.
“This plan was considered to be good. A Traffic Manager has been appointed and the position
within the hierarchy was shown as well as attendance at a Traffic Managers Group. The
Authority was good at collecting and sharing information, liaising with stakeholders and
recognising the importance of a transport plan and showed information on the public consultation
process. The Authority identified local, regional and national performance indicators, showed how
it monitored the results and processes that were in place and there was evidence to show how it was
setting targets for the future. The impact the LTP2 will have on other departmental issues was not
addressed and they failed to recognise the impact that interventions may have on future
performance.
The plan demonstrated excellent working arrangements for the day to day running of its own
network as well covering co-ordination with adjacent networks and cross boundary co-ordination.
Details of a road hierarchy, travel information provision and events information were also covered.
The traffic volume section was let down by insufficient detail of congestion monitoring and a
congestion strategy. There were good transport strategies in place including walking, cycling and
freight and they have addressed the issue of future traffic growth.
Within incident management the plan was weak on detailing emergency planning and diversionary
routes but showed strong links with Police, the Highways Agency and emergency services having
discussed a consultation process and contingency plans. There was no information on how the
Authority disseminated information to drivers in the event of an unplanned incident on the
network.
12
The Authority was reasonably good at showing how it managed works within its network with
evidence of works scheduling with local and regional co-ordination but the plan was weak in
discussing enforcement, and being able to demonstrate parity regarding works”.
3.6.2
East Riding of Yorkshire Council has built on the ‘good’ plan produced through
the LTP2 process and addressed the areas identified for improvement within the
DfT’s assessment. This is illustrated in Table 3.2.
Table 3.2 Areas identified for improvement
Areas identified for improvement
How these areas have been addressed
The impact the LTP2 will have on other
departmental issues and the impact that
interventions may have on future
performance.
This NMP provides an overarching strategy
for network management and assesses the
impact that planned LTP3 interventions
will have on future performance.
The traffic volume section was let down by Section 9 contains details of congestion
insufficient detail of congestion monitoring monitoring using DfT data for the National
and a congestion strategy.
Indicator 167 and details of options the
Council is considering through LTP3 to
deliver freer flowing roads.
Within incident management the plan was New incident management practices have
weak on detailing emergency planning and been developed. Section 8 of this report
diversionary routes.
provides details.
There was no information on how the An Incident Communications Strategy has
Authority disseminated information to been developed. Details of this are included
drivers in the event of an un planned in Section 8.
incident on the network
The plan was weak in discussing The enforcement powers used in delivery
enforcement and being able to demonstrate of the NMP are discussed in Section 11.
parity regarding works.
3.6.3
In July 2009 the DfT published guidance on the LTP3. Within the guidance the
importance of integrating relevant plans and duties is emphasised including the
integration of the NMD.
3.6.4
The Network Management Plan is included as an annex to East Riding of
Yorkshire Council’s LTP3. The LTP3 Strategy also includes a chapter relating to
the Network Management Plan. This chapter includes details of how East Riding
will fulfil the NMD by avoiding, reducing and minimising congestion and
disruption.
3.6.5
The LTP3 NMP Chapter includes the following:




Background on the Council’s approach to fulfilling the Network
Management Duty;
Information regarding Congestion management within the East Riding;
An explanation of operational factors that can affect the network;
Details of the Yorkshire Traffic Managers Group;
13




Progress made during LTP2;
Consultation undertaken as part of the plan;
Network Management Plan policy statement; and
Summary of the Network Management Improvement Plan.
14
4.0
Considering the Needs of all Road Users
4.1
General
4.1.1
The Council aims to, as far as possible, minimise disruption to highway users
whether they are on foot or travelling by vehicle. This is facilitated by regular
meetings with interested parties (including the major public transport and utility
companies) during which forward programmes are discussed and the timing of
the various works is agreed.
4.1.2
Details of larger projects and events are publicised on the Council’s web pages
and in the East Riding News, which is delivered free to all households in the East
Riding of Yorkshire area every month. In addition, reports of the larger events are
publicised via local radio stations.
4.1.3
The Council is also a member of the ‘Traffic Control Centre’ project; which was
developed by the Highways Agency to share information regarding events
affecting the road network. Issues affecting the road network are maintained in
the ‘Confirm’ software package, which is used to monitor occupation of the
highway with a view to avoiding conflict between the various groups requiring its
use.
4.2
Congestion
4.2.1
Delays and unreliability on the roads have a direct cost to people and businesses,
reducing productivity through increased journey times. The Eddington Transport
Study concludes that a 5% reduction in travel time for all businesses and freight
travel would generate £2.5 billion or 0.2% of GDP. The Eddington Study
identified the key economic challenge is to improve the performance of the
existing network.
4.2.2
Some of East Riding’s larger urban areas such as Beverley, Bridlington and Goole,
and the A164 and A1079 corridors experience significant levels of congestion,
particularly during peak hours. There are also localised congestion problems
outside numerous schools within the East Riding. Options considered by the
Council to deal with congestion over the next 15 years are outlined in Section 9 of
this report and set out in the Council’s LTP3 Strategy. The LTP3 Implementation
Plan details actions the Council will take over the next five years to tackle
congestion.
4.2.3
It has already been identified that delays and unreliability on our roads have direct
costs to people and businesses and, given the current economic climate, it is
important that the Council makes every effort to tackle the congestion issues at
these locations. The unique and specific challenges and problems for each of
these areas and corridors are identified below.
Beverley
4.2.4
The impact of traffic in the historic town of Beverley is long standing. The town
centre is a popular destination for shoppers and tourists, but these people mix
15
with commuters and through traffic as they enter and leave Beverley. The nature
of the road network in Beverley, with narrow streets and a one-way system,
presents problems for traffic movement.
4.2.5
Heavy traffic flows in confined medieval streets, such as Keldgate and Hengate,
and on the town’s main radial routes, such as Victoria Road, is the main cause of
the congestion problem in Beverley during peak hours. It is important to note
that peak hour traffic accounts for approximately one third of the total traffic
volume in Beverley. This congestion is forecast to worsen over the next 10 to 15
years, both in terms of increased traffic flows and longer congested periods
throughout the week. As a result, traffic queues in and around the town may
persist throughout much of the day.
4.2.6
The implications of this problem are increased noise and vibration, along with
poor air quality for residents in Beverley’s town centre. In a wider context
however, increasing congestion is undermining future protection of historic
buildings such as the thousand-year old Minster, which suffers from through
traffic passing only 10 metres from its walls. In addition, heavy traffic volumes
along narrow streets create severance between the places where people live and
the services provided in the town centre. Attempts to reduce severance with
pedestrian priority schemes delivered through LTP2 are constrained by the traffic
volumes, as the consequences of making changes results in ‘gridlock’ in the town
centre.
Bridlington
4.2.7
The review of regeneration together with the development of an Area Action
Plan for Bridlington, identified potential areas for regeneration and commercial
growth in the town. The development of an Area Action Plan provided the
opportunity to re-examine the transport requirements of the town in parallel with
wider development issues. Seasonal congestion in the town centre generally
dominates Bridlington’s transport problems. However, over the last decade there
have been significant changes in land use, such as new housing areas, and in
tourism, which also need to be taken into account.
Goole
4.2.8
Queuing traffic and congestion in Goole has reduced considerably since the
Dutch River Bridge was widened to two-way traffic in February 2006, following
the award of £5 million funding from the DfT for a new bridge. Previously the
narrow carriageway required traffic lights to control traffic flow resulting in
congestion and long delays at peak times, while the footpaths were only 1.5
metres wide. This new design was one of the largest of its kind to be built in the
UK in recent years and included the provision of off-road cycle routes and
footways for non-motorised traffic to cross the river safely. The new bridge
design won the prestigious award from the Institution of Civil Engineers (ICE)
Yorkshire & Humber Region in 2007.
4.2.9
The remaining major traffic and congestion issues in Goole are associated with
the opening of three moving bridges near the docks and the frequent closure of a
level crossing on Boothferry Road (a main road in the town centre).
16
4.2.10 A significant proportion of the vehicles that access Goole currently do so via
Junction 36 of the M62, Rawcliffe Road, Airmyn Road and Boothferry Road,
before either continuing to residential areas or parking to access the retail and
employment uses. This preferred route into Goole results in a high number of
vehicles having to cross the Boothferry Road level crossing, which can result in
queuing traffic and congestion.
4.2.11 An alternative route in to Goole town centre, avoiding the Boothferry Road level
crossing, utilises the Goole Inner-Bypass (A161 Andersen Road/Normandy Way)
and then Lower Bridge Street/Mariner’s Street/Stanhope Street. If more drivers
could be encouraged to utilise this southern route, queuing traffic and congestion
could be reduced along Boothferry Road. However, it is understood that regular
users of the highway network in Goole may be reluctant to utilise this route due
to the West Dock Swing Bridge and the delays caused when this is open.
A164 Corridor
4.2.12 The A164 is a single lane carriageway, approximately 12m in width. The road
forms part of the East Riding’s Strategic Highway Network and carries up to
30,000 vehicles a day. The road serves as a ‘gateway’ from the Humber into the
market town of Beverley and onto other destinations such as Bridlington and
York. The Council can demonstrate, using Government criteria, that the traffic
volumes on the A164 are creating strategic network efficiency problems and are
adversely affecting both the reliability of journeys to critical health facilities and
town centres, as well as discouraging further inward investment for the East
Riding and surrounding area.
4.2.13 While the road layout and width constraint on the route limits the capacity of the
road, the tight geometry at each of the five roundabouts also restricts capacity.
This generates persistent long queues on the approaches to the roundabouts at
peak times.
A1079 Corridor
4.2.14 The A1079 provides a significant link between the major urban settlements of
Hull and York and the centres of Beverley, Market Weighton and Pocklington,
which lie between these two cities. On 1st April 2003, the A1079 between Kexby
Bridge and Barmston Drain was de-trunked, and the responsibility for
maintenance was taken over by the Council. The full route, between the York
City Boundary and the Hull City Boundary, is approximately 44km in length and
is now part of the East Riding’s Primary Route Network.
4.2.15 The A1079 is predominantly rural in nature. Approximately 4.5km of the route is
dual carriageway, with the remaining 39.5km being single carriageway. Current
traffic flows along the A1079 are variable, with average daily (12-hour) flows
along the route ranging from 9,000 vehicles between Bishop Burton and Market
Weighton to 18,500 vehicles south of Dunswell Roundabout.
17
4.2.16 Parts of the A1079 are operating near capacity and there are high levels of HGVs,
resulting in long and unreliable journey times. In addition, drivers can find it
difficult to exit from side roads because there are few gaps in the traffic, and there
are high numbers of commuters in the morning peak turning right onto the
A1079 from Pocklington towards York and beyond. The lack of dual
carriageways can also result in drivers taking risks by overtaking in unsuitable
locations along the route.
4.3
Pedestrians and Cyclists
4.3.1
The Council is committed to promoting walking and cycling for the following key
trips:
 For shorter commutes, where walking and cycling present an attractive
alternative to the car, offering more reliable and often quicker journey times
in urban areas;
 The journey to school where walking and cycling levels nationally have
historically been in decline;
 Leisure trips for both local residents and visitors to the East Riding, which
offer a number of potential benefits to local economies; and
 As part of longer multi-modal trips, where walking or cycling to bus stops or
rail stations can deliver time savings and convenience benefits.
4.3.2
During 2010, Local Ward Members and Town and Parish Councils were
consulted through a combination of e-mails and meetings in order to identify key
transport issues in each of East Riding’s main settlements, as identified in the
emerging Local Development Framework. A meeting was held with Town
Renaissance Teams to establish synergies with regeneration initiatives. In
addition, numerous other key internal stakeholders such as East Riding of
Yorkshire Council’s Streetscene Department, Area Engineers and Countryside
Access Team were asked for their views and suggestions. From this consultation
Individual Transport Strategies for each of the main settlements have been
developed. Each of these strategies includes specific schemes to encourage trips
to be made on foot and promote cycling as an alternative to the car. These
include small-scale infrastructure improvements and enhancements to existing
routes.
4.3.3
Increasing levels of walking and cycling has health, leisure, tourism and carbon
reduction benefits as well as contributing towards reducing levels of congestion in
larger urban areas and reversing growth in private vehicle traffic.
4.4
Public Transport
4.4.1
The national concessionary fares scheme for those aged over sixty introduced in
2008 has also resulted in a significant increase in off-peak bus travel for this
group. However, figures released by the DfT in June 2010 show that the effects
of the recession have resulted in a fall in bus patronage nationally. This is
illustrated in Figure 4.1. However, East Riding’s passenger numbers have
continued to grow with the number of passengers boarding buses increasing by
35% between 2005/06 to 2009/10 (including a 5% increase between 2008/09 to
2009/10).
18
Figure 4.1 Bus Passenger Journeys in England (Index 100 2004/5)
Source: DfT Quarterly Bus Statistics UK. Quarter 1, 2010.
4.4.2
The UK passenger railway is now carrying more passengers than at any time since
1946, on a much smaller network (Association of Train Operating Companies
report 2009). This rise in passenger numbers has led to a vast amount of work
being undertaken by the rail industry, the Department for Transport (DfT) and
local and regional authorities to increase capacity and to improve access to and
from rail stations and the facilities provided at stations.
4.4.3
The East Riding is served by an extensive public transport network covering all
but the most remote rural areas. This is based on a core network in the urban
areas and on the major linking routes, the majority of which is run on a fully
commercial basis. The Council is aware that this financial viability is fragile as the
nation moves out of recession and that inefficiencies caused by delays to buses
can result in service reductions. To help address this, keeping buses moving is an
essential element of the Council’s LTP3 Bus Strategy.
4.4.4
The implementation of variable message signing for car parks in Beverley and
Bridlington has helped manage congestion and assist bus movements and the
introduction of the Bridlington Park and Ride facility is aimed at reducing traffic
in the town centre at peak periods.
4.4.5
The Council’s Rail Action Plan, implemented during LTP2, has improved
facilities at stations and assisted in maintaining increases in passenger numbers.
19
This included additional cycle parking, improved accessibility, information boards
and support for CCTV at some stations.
4.5
Utility Companies
4.5.1
Roads are not just corridors for moving traffic, they also serve as conduits in
which essential services are located – water, gas, electricity, sewerage and
telecommunications. Undertakers require access to these services to maintain,
repair and improve them. In most cases, this means excavating in the
carriageway, footway or verge and the partial or total closure of lengths of
highway. Inevitably, this means delays to traffic and may cause congestion. The
Council works with undertakers to ensure that they can maintain their services
whilst at the same time minimising the effect on traffic, particularly in traffic
sensitive streets. This may mean that the Council will require that works are
carried out during the night, at weekends, or during school holidays, when traffic
levels are lower. It may also mean undertakers altering their own programmes so
that work takes place on more than one service during a road closure or that
services work takes place during the construction of highway improvement
schemes.
4.5.2
Providing access to the road network for undertakers demonstrates how the
Council has to balance competing needs for road space. These needs vary by
location and time and inevitably lead to compromises. The Council recognises the
importance of consultation and good communications in resolving these
conflicting demands and work with utilities, businesses and transport operators to
ensure that, as far as possible, all parties are aware of works within the highway.
These issues are also included as part of the wider discussions within the Local
Strategic Partnership, particularly the Transport Partnership Sub-Group. The
Council also ensures that local media are used to keep the public informed.
4.6
Schools
4.6.1
In common with many areas, congestion around schools is perceived as a
significant issue for many residents and road users in the East Riding of
Yorkshire. In line with national targets, the Council has assisted all its schools to
develop a School Travel Plan.
4.6.2
The annual school census includes the gathering of information on pupils’ usual
mode of travel to school. The 2010 school census indicated a shift away from the
car for journeys to and from school.
4.6.3
In response to the provisions of the Education and Inspections Act 2006, which
came into effect in April 2007, the Council has produced a Sustainable Modes of
Travel to School Strategy, which is updated annually and is available on the
Council’s website. The key objective of this strategy is to reduce the proportion of
school journeys made by car thus helping to relieve congestion around school
sites. The reduction in children travelling to school by car since 2006/07 is shown
in Table 4.1.
20
Table 4.1 Percentage of Children Travelling to School by Car
2006/07
2007/08
2008/09
2009/10
30.5%
24.5%
22.3%
24.4%
4.6.4
The Council made substantial funding available during the period of LTP2 to
implement individual Sustainable Mode of Travel Strategies (SMoTS) and has
introduced additional staff resources to help schools achieve their targets. The
Council has now produced 59 individual strategies.
4.6.5
East Riding of Yorkshire Council is also implementing a comprehensive
programme of Safer Route to School (SRTS) projects, supporting the aims of
School Travel Plans and Sustainable Mode of Travel Strategies. Measures
implemented as part of the SRTS programme are designed to remove perceived
barriers to choosing sustainable modes for the school journey by improving the
safety of the journey to school.
4.7
Tourism
4.7.1
East Yorkshire’s coastline is a major tourist attraction and leads to a seasonal
surge in traffic through and within the area. The summer period sees high flows
to and from the large coastal resort of Bridlington, and to a lesser extent, the
smaller resorts of Hornsea and Withernsea. Average car occupancy is high with
3.1 people per vehicle, but 80% of tourists arrive between 10am and 12pm.
Although these movements are greatest at weekends and during the school
holidays, they have to be accommodated alongside heavy goods vehicles and local
traffic. On the busiest days, there is insufficient road capacity to cater for all
these demands and congestion occurs, particularly on the approaches to, and
within the town of Bridlington.
4.7.2
The seasonal surge of traffic into Bridlington from the south and the subsequent
congestion in the town centre will be addressed through the Bridlington
Integrated Transport Plan Major Transport Scheme, as detailed in section 9.2 of
this document.
4.7.3
A package of measures is being implemented in Bridlington which has already
provided safety measures and a 20 mph zone in the town centre, and a system of
variable message signs providing information on car parking.
4.7.4
The increased traffic flows, including drivers unfamiliar with the area, result in
increased numbers of injury collisions, particularly involving powered two
wheelers. The Council’s Road Safety Strategy includes measures to address the
routes and hotspots where collision clusters occur.
4.8
Planning and Development Control
4.8.1
New development, whether residential or commercial, is a significant contributor
to traffic growth and congestion. The Council’s Local Development Framework
(LDF) seeks to identify sites for new development that will minimise the need for
21
car journeys to ensure efficient co-ordination of the highway networks and tackle
existing and future congestion.
4.8.2
The emerging LDF also outlines direct improvements to the existing Strategic
Transport Network and initiatives aimed at promoting non car-based travel.
Improvements to the existing network include schemes for the A164 and A1079
corridors. These provide significant links between many of the East Riding's
largest centres and to important locations outside of our area - York and Hull, for
example. Together with the M62/A63, they connect key employment centres and
are therefore integral to the economic prosperity of the East Riding. The
M62/A63 corridor is part of the Trans-European route network, and links
together key employment sites such as Hedon Haven, Bridgehead, Melton and
Goole.
4.8.3
The emerging LDF establishes a settlement network developed around
promoting more equitable accessibility for people living in rural areas. The LDF’s
Preferred Approach Core Strategy includes policies that encourage new
development where it helps to expand and protect integrated, safe and attractive
public transport, cycling and footpath networks. The Strategy also includes a
sustainable transport policy, which encourages new development where it is
delivered alongside sustainable site access options.
4.8.4
In order to ensure the effective delivery of these LDF policies, schemes that are
developed as part of the main settlement Individual Transport Strategies for
LTP3 but are not prioritised for delivery in the LTP3 Implementation Plan will be
fed through to the Forward Planning and Development Management sections at
the Council. These schemes will then be considered for funding through
developer contributions. It is acknowledged there will be significant competition
for funding from future development to provide infrastructure. However, the
inclusion of schemes from the Individual Transport Strategies will help to ensure
a truly integrated approach to sustainable transport infrastructure provision in the
Major Haltemprice Settlements, Principal Towns and Local Service Centres.
4.8.5
The connections to the existing network and, where roads will be adopted, the
internal layout of new developments, are critical if the Council is to manage the
network efficiently and effectively. Internal road layouts in large housing
developments are required to facilitate bus penetration with good pedestrian links
to accessible bus stops with information and shelters. Developers will be expected
to develop travel plans for developments at planning applications stage as part of
the transport assessment, where appropriate this will lead to initiatives such as
establishing bus services as soon as houses are occupied so that intending
residents will be aware of the opportunities for travel by modes other than the
car.
4.9
Consultation Strategy
4.9.1
The production of the Network Management Plan identified the need for more
detailed, co-ordinated consultations regarding the network management function.
A joint consultation strategy was developed in partnership with East Riding’s key
neighbour, Hull City Council.
22
4.9.2
There were two phases to the strategy:
Phase 1. Elected members, Professional Partners/Stakeholders
A list of professional partners and stakeholders who should be consulted in Phase
1 was agreed to provide a comprehensive range of perspectives. This is shown as
part of Appendix 1. Elected Members were also consulted at this stage. A full
database of contacts was developed and to assist with stakeholder consultation an
easy to read guide detailing the implications / requirements of the Traffic
Management Act was produced and distributed.
Phase 2. Residents
During Winter 2008/09 the two Councils consulted their residents using the
questionnaire shown as part of Appendix 1. In the East Riding, questionnaires
were printed in East Riding News, the Council’s free newspaper which is
delivered to every household, and an on-line facility for feedback was created.
4.9.3
Phase 1 of the consultation exercise was carried out during the summer of 2008.
The key questions that the consultation exercise addressed were:






4.9.4
How satisfied are you with the way the highway network is managed?
Do you consider congestion and delays on the highway network in the East
Riding & Hull to be a problem?
What do you consider are the major contributors to any congestion and
delays on your local highway network?
What measures would you support to reduce congestion and delay?
Which highway users do you think should be given priority when taking
measures to reduce congestion and delays?
What local issues relating to the use of the highway network give you
greatest concern?
As an example, the stakeholder responses to Question 1 “How satisfied are you with
the way the highway network is managed?” are shown in Figure 4.2.
Figure 4.2 Stakeholder Responses to Phase 1 Consultation in the East Riding of
Yorkshire
23
4.9.5
The consultation strategy is described in detail in Appendix 1. It was developed
with reference to the guidance produced by the Yorkshire Traffic Managers
Group (YTMG) and the Code of Practice on Consultation published by The
Cabinet Office (Cabinet Office, 2004).
4.9.6
The questionnaire used to gather data on stakeholder perception of network
management was based on that developed by the YTMG. This allowed
benchmarking with other authorities in the region, allowing the identification of
good practice and providing opportunities for comparative performance
monitoring and further cross boundary working.
4.9.7
The results of the consultation informed the further development of the NMP
and the Improvement Plan implemented to address some of the concerns raised
by stakeholders and the public.
24
5.0
Strategic Network Management Activities
5.1
Asset Management
5.1.1
The Council considers well-maintained local transport assets an essential element
in the delivery of an efficient transport network in the East Riding. This includes
well-maintained roads, bridges, footpaths, cycleways and bridleways. They can
help to encourage more walking and cycling, improve road safety and promote
the quality and comfort of bus journeys, promoting a network that provides a
seamless door-to-door service. There are therefore clear links between wellmaintained local transport assets and Network Management. The benefits of
good asset management are improved accountability, reduced risk, financial
efficiency and most importantly delivering a service that meets the stakeholders'
needs.
5.1.2
The Council has adopted a derivative of the Highways Agency’s highway
management system, that provides a single location for the storage of highway
asset information, including street works, condition, inspections, customer
requests and work ordering. The use of a single source ensures that the service is
co-ordinated. Information on the Council's roads, footways, bridges, street
lighting and environmental assets is held in one database and is accessible
throughout the highway service.
5.1.3
The Asset Management Team has worked with officers responsible for routine
maintenance to develop an appraisal system that can be used for both revenue
and capital. The system appraises the asset in terms of safety, condition and
sustainable value to the community and has been used to prioritise major
maintenance, safety, integrated and routine maintenance work. The system is
already being used as a process to feed local concerns and routine maintenance
issues into the major maintenance programme, and also feeds major maintenance
interests back into the routine maintenance programme.
5.1.4
Highway Capital maintenance schemes are evaluated by considering the ‘whole
life cost’ of the asset and balancing this with the value attributed to it by the
stakeholders. Analysing network surveys produces treatment recommendations
and rankings, based on the effectiveness of the treatment in ensuring a low ‘whole
life cost’. The Council has appraised these treatments in terms of ‘serviceability’
and ‘sustainability’, to generate a prioritised list of maintenance schemes, which
best improve condition performance indicators and reduce the ‘whole life cost’ of
the network. It is important to note that the two rankings are not always the
same. Early intervention, before a performance indicator failure occurs, can be
beneficial to the whole life value of the network. When implementing a best value
approach to highway maintenance, it will therefore be necessary to move away
from a programme of works led by the current condition, and aim towards a
programme that considers the most-timely application of treatments. Such a
programme will provide economic maintenance benefits, which will lead to an
improved highway condition in the longer-term.
5.1.5
The Council takes every opportunity to combine Capital and Revenue funding in
order to obtain the best possible value for money, and secures funds from many
25
other sources to supplement its Capital Programme, to help meet its targets and
objectives. Indeed, the Council’s Highway Capital and Revenue programmes are
managed by the same team in order to best achieve value for money.
5.1.6
The Transport Asset Management Plan (TAMP) is being developed to implement
a systematic approach to the asset management of the Authority’s highways. It
outlines the methodology used to bring consistent and rational information on
the entire highway asset. It also aims to develop service targets aligned with the
LTP3 Priorities and to deliver a Best Value service. It is important to note that
the TAMP is not simply a maintenance plan. It is used to assess the current and
future demands on the infrastructure and consider whether the existing network
delivers. It will assess the assets capability to provide the service the community
demands and will be influenced by the NMP.
5.1.7
Networks need to be structured so that assets are ‘fit for purpose’. This requires
evaluation of existing hierarchies, changes in classification and the potential
construction of new assets. The Council considers other transport networks and
assets, including those not managed by the Council, to make sure that the
community has the best available access to services. Generating a hierarchy
within asset types enables the East Riding to set a level of service (driven by
consultation) most suitable for the demands on the asset. The hierarchies are
based on usage rather than the perceived importance of the asset. Whilst in most
instances these two hierarchies will be the same, a usage based hierarchy ensures
that resources are targeted to meet customer demands.
5.1.8
The TAMP helps steer the direction of funding for maintenance. The hierarchy
and performance targets are directly linked to the prioritisation of schemes within
the Maintenance Programme. This prudent approach to managing the highway
asset and generation of a TAMP enables the East Riding to accommodate
changing demands and new Government initiatives.
158
5.1.9
The initial stage of developing the TAMP for the East Riding involved
rationalising the existing data sets and reviewing the hierarchy and service levels.
The hierarchies developed have been applied across the highway service,
providing uniform treatment for similar assets throughout the Authority. The
Council has set out seven asset categories. The Council will develop asset
management strategies for each of the asset categories. The categories are
outlined below:







Carriageway;
Footway and cycle way;
Structures;
Street lighting;
Traffic management;
Street furniture; and
Highway land.
5.1.10 A hierarchy has been established for the road network, and a programme of
developments has been prepared based on the initial findings. Detailed
information is being collected on each network section to advance the appraisal
26
methods and deliver a service that best serves the community. Both Street
Lighting and Bridges records have been transferred to the Council’s Highway
Management System. This has ensured that the data is consistent and compliant
with criteria for national performance indicators. Surveys to monitor the asset
condition have been programmed for the next five years. The Authority is taking
advantage of the increased scrutiny on these assets to ensure that the assets suit
the purpose for which they were installed.
5.2
Intelligent Transport Systems (ITS)
5.2.1
Recent developments in computing and communications technology continue to
open up new possibilities that can have a significant impact on the way that traffic
and transport systems are managed. Some of these are better ways of carrying out
traditional functions such as providing traffic information and control, while
others such as Real Time Passenger Information (RTPI) are relatively new.
Intelligent Transport Systems (ITS) have become an increasingly important tool
for the management of transport systems as a whole, given the growing policy
emphasis on maximising the efficiency of existing systems.
5.2.2
The DfT has provided guidance on best practice through the provision of an ‘ITS
Toolkit’ (www.dft.gov.uk/itstoolkit). This website contains the DfT’s guidance:
“Understanding the benefits and costs of Intelligent Transport Systems: A toolkit approach”. It
includes case studies, advice and guidance in the area of monitoring, evaluation
and reporting of ITS related schemes and provides specific advice on:




5.2.3
The selection of ITS tools to meet policy objectives;
The benefits & costs of ITS deployment;
What others have done to incorporate ITS within transport plans; and
Lessons learnt from their experience.
Systems implemented during LTP2 include:


VMS for route guidance in Bridlington and Goole; and
VMS for parking guidance & car park management in Beverley and
Bridlington.
5.2.4
ITS can achieve substantial improvements to traffic flow without the need for
expensive construction. It can therefore provide a cost-effective solution to a
variety of congestion (and other transport-related) issues. It is proposed to
develop a SCOOT/UTC signal control system for Beverley and Bridlington
during the LTP3 period to better manage traffic flow in these key settlements.
5.2.5
Guidance and examples of best practice are provided by ITS UK on their website
(www.its-uk.org.uk) and in the document “Local Authority Intelligent Transport
Systems: The ITS (UK) Guide to Deployment, Business Cases and Funding”.
The Guide provides examples of outcomes resulting from implementation of ITS
schemes, options for deployment and information on procurement.
5.2.6
The Council’s LTP3 ITS Strategy is informed by the best practice examples and
wider guidance provided by the DfT and ITS-UK.
27
5.3
Car Parking
5.3.1
The Council recognises that car-parking policies are valuable tools in reducing car
use and has taken significant steps towards improving management of car
parking. The Council’s approach to car park management takes account of the
diversity across the East Riding in terms of rurality and low population density,
the environment and future prosperity. With over half of the population living in
remote and rural locations, the car is often the only means of travel available. The
need to protect our historic towns, by reducing congestion and improving air
quality, is particularly important. In contrast, areas of deprivation and tourist
locations may require a different approach to attract employees and visitors,
where alternatives to the car are not practical. The Council’s focus is on reducing
the number of commuters using their car, particularly those living close to good
public transport facilities and within two miles of our larger towns.
Controlled Parking Zones
5.3.2
The Council has introduced Controlled Parking Zones (CPZ) in Beverley,
Bridlington and Howden to stop commuters parking outside people’s homes and
encourage use of more sustainable travel modes. Overall these have been
successful in reducing local residents’ complaints about people from outside the
area parking in their streets.
5.3.3
Reviews of all CPZs were carried out during LTP2 and following extensive local
consultation, the zones in Bridlington and Beverley were expanded. The
Bridlington Zone has been divided into two sub zones to reduce cross town
travel within the zone by permit holders.
Civil Parking Enforcement
5.3.4
The Council is conscious of the pressures and demands on road use versus
parking and is mindful of the potential benefits that Civil Parking Enforcement
(CPE) could bring. The enforcement of waiting restrictions within the East
Riding is currently undertaken by the Police and Police Community Support
Officers (PCSO), except in CPZs, where enforcement is undertaken by East
Riding of Yorkshire Council.
5.3.5
Government policy encourages local authorities to take over parking enforcement
powers from the police service because it frees up police time to concentrate on
more serious matters and allows local authorities to both develop and enforce
28
their parking policies. CPE has corresponding benefits for local traffic flow and
traffic management, as well as encouraging effective monitoring of parking
controls and allowing the local authority to be more responsive to local needs.
The Council is currently working towards CPE going live within East Riding in
October 2011.
Parking Supply and Pricing Policy
5.3.6
The Council manages 66 off street car parks within the East Riding, as well as
numerous on street parking facilities. The Council will review the supply of car
parking spaces, in consultation with relevant stakeholders, to achieve a closer
equilibrium between demand and supply, taking into account predicted future
need. The opportunity will be taken to change the function of car parks so that
short-stay is close to shops and services, and as a result move long-stay car parks
to the edge of town and at potential future ‘Park and Ride’ sites. The outcome of
this work will contribute towards sustaining prosperity in town centres and reduce
‘leakage’ to out-of-town shopping sites.
5.3.7
Parking charges can be effectively used in combination with other measures to
improve traffic management across the East Riding. The reasons for charging for
parking is the need to manage the spaces to benefit as many people as possible
while encouraging people to only park for the amount of time they really need.
Parking charges for all East Riding car parks rose by 20% in April 2006 and
increased again by 15% in 2007. This helps to make alternatives to the car more
attractive, particularly for commuters living close to the core and secondary public
transport networks or those who live within two miles of the urban centres,
where cycling and walking are practical alternatives to car use. Competition with
out-of-town shopping sites will be a factor in determining parking supply and
pricing policies.
5.3.8
The Council has used CPZs, the supply of car parking spaces and increased
parking charges to reduce demand for car parking and mitigate the effects of
indiscriminate parking on residents. The introduction of Variable Message Signs
showing parking availability in Beverley in real time has helped to inform car
drivers and reduce unnecessary internal trips. In addition, the park-and-ride
facility just introduced in Bridlington will reduce the need for car parking within
the town centre.
5.4
Buses
5.4.1
In addition to being the Highway Authority, the Council is also the Public
Transport Authority. This helps when providing bus stops and other facilities
within the highway and in implementing bus-based measures to address
congestion and traffic growth.
5.4.2
The contrasting rural and more urban areas within the East Riding results in a
varied frequency and demand for bus services. In the larger towns buses often
run relatively frequently, while in more rural areas services may only run once per
hour. Bus service levels also vary considerably between weekdays, evenings and
weekends. The main issue facing the East Riding in relation to bus travel is that of
its dispersed, predominantly rural, pattern of population. As an Authority we
29
accept that using the car can be a necessity for residents in remote rural areas.
However, there is significant potential to reduce car use where alternatives exist,
or to help encourage people to use a bus rather than purchase an additional car.
5.4.3
Some bus delay points have been removed as part of the LTP2 Integrated
Transport programme. The Council and the operators jointly monitor bus
punctuality to identify delay points and to measure progress against performance
indicators. Tremendous progress has been made against the bus punctuality
target, increasing the punctuality of bus services (percentage of buses departing
within a window of 1 minute early to 5 minutes late) in the East Riding from 61%
in 2005/06 to 79.5% in 2009/10.
5.4.4
The population of the East Riding is growing. This is giving rise to more and
longer commuting journeys between rural settlements in the East Riding, and
employment in Hull and York. People living close to the boundary also look to
these centres for their services. Public transport is provided across boundaries
and the Council will continue working with adjacent authorities and the bus
companies to help ensure that bus travel offers a viable alternative to the car for
these journeys.
5.4.5
The Bus Action Plan implemented during LTP2 saw a rolling programme of
improvements to bus stops across the East Riding. Working in partnership with
local bus operators, these improvements included:



Improvements to Beverley and Bridlington Bus Stations;
Public transport enquiry kiosks at Beverley, Bridlington, Cottingham, Goole
and Hessle Square; and
Next bus information boards at Beverley Bus Station, Bridlington Bus
Station, Goole North Street, Hornsea, Pocklington and Withernsea.
5.4.6
During the development of LTP3 a number of Councillors serving the Major
Haltemprice Settlements contacted the Transport Policy Team with some
concerns regarding local bus services. They felt that the Major Haltemprice
Settlements are well connected by public transport to Hull, but that there is little
in the way of bus services that link these smaller, individual settlements to each
other. A meeting was subsequently held in August 2010 between relevant
Councillors, Transport Policy Team Officers, Passenger Services Officers and the
Chairman and Chief Executive of EYMS. The group concluded two main issues
should be addressed, determining if there is potential for a more direct bus route
between the Major Haltemprice settlements and Beverley, and secondly increasing
awareness of different bus services and tariffs.
5.4.7
EYMS agreed to investigate the potential for improving bus links to Beverley.
The second issue relating to awareness of bus services is addressed through the
LTP3 option ‘increase awareness of journey opportunities by bus for local
residents and visitors to the East Riding’.
5.4.8
A new bus based park and ride facility opened in Bridlington in May 2010.
Situated just off the A165 the scheme will reduce the effects of seasonal surge,
when tourists visiting in the summer months cause congestion in the town centre.
30
5.4.9
A further park and ride site is proposed in Beverley as part of the overall
Integrated Transport Plan for the town. It is anticipated that the Beverley Park
and Ride will be completed during the first Implementation Plan period of LTP3.
5.5
Freight
5.5.1
The economic well-being of the East Riding of Yorkshire and the wider subregion is dependent on the efficient movement of goods and people through the
area.
5.5.2
All the road freight to and from the Port of Hull has to pass through the East
Riding, either using the M62/A63 corridor or the A1079 Hull-York route. In
addition, the Port of Goole and the many distribution and industrial sites adjacent
to the M62/A63 corridor and on some of the former airfields generate significant
lorry movements. For these reasons, management of freight vehicles is important
to the Council.
5.5.3
In 2005 some 148bn tonne-kilometres of freight was moved in the UK and
approximately 90 per cent of this was moved by road haulage
(www.roadtransport.com).
5.5.4
Heavy goods vehicles over 3.5 tonnes gross vehicle weight and taxed as goods
vehicles account for around 95 per cent of all freight moved by road. The ‘tonnes
lifted’ by road goods vehicles increased by one third from 1980 to 2008 but the
recent decline in economic activity has seen this fall in recent years (“Continuing
Survey of Road Goods Transport 2008”, DfT). The relationship between road
freight and economic activity is shown in Figure 5.1.
31
Figure 5.1 HGV Freight and Economic growth: 1980 to 2008
5.5.5
A good internal road network and good connections with the networks in
adjacent authorities are essential for the efficient movement of heavy goods
vehicles. There are a number of initiatives adopted by the Council to ensure this,
in particular:


5.5.6
Establishing, in partnership with the Police, a network of routes suitable for
abnormal loads; and
Establishing a Priority Heavy Goods Vehicle Network, supplemented by a
HGV route Signing Scheme with improved signing of lay-bys.
Rail freight has grown by 10 per cent in the last 10 years and rail now has 12 per
cent of the UK surface freight market (i.e. road + rail). (Source Freight on Rail
2001-2010). With road congestion claimed to cost businesses £17 billion per
annum (FTA, “The Importance of Rail Freight 2008”) the movement of goods by
rail appears to have important potential to provide economic and environmental
improvements to the current situation. Figure 5.2 shows the growth of freight
moved by rail since the mid-1990s.
32
Figure 5.2 Growth of Freight by Rail
Source: Freight on Rail 2001-2010
5.5.7
The East Riding's inland waterways are an important recreational and
environmental asset, whose transport potential is often overlooked. The area's
western rivers and canals provide important links to the navigable waterway
network of England. The Aire and Calder Navigation and the Dutch River are
fully integrated into this and flow westwards and southwards respectively.
5.5.8
Other canals/navigations at Driffield, Pocklington and Market Weighton have
used and disused sections that provide opportunities to link into navigable rivers
such as the Hull and Derwent as well as the Humber. These inland waterways,
along with coastal and short distance sea shipping from the Humber ports have
the potential to divert more freight away from the region's roads. The photograph
shows a barge delivering steel to a site in Rotherham loaded at Goole the
previous day.
5.5.9
The study “Freight on Water- A New Perspective” (DEFRA 2002) appears to
indicate considerable potential for transferring high bulk goods from road to
water on some routes, which would result in a reduction in road vehicle
movements. It is estimated that the Aire and Calder Navigation, which accesses
the River Ouse at Goole, has the potential to take 2,000 lorries a day off local
roads.
33
5.5.10 LTP3 will continue to focus on keeping freight moving safely and efficiently and
the following actions have been identified to assist in achieving this outcome:



Review planning policy on protection of possible inter-modal interchange
sites and strengthen if necessary;
Police checks on the safety of goods vehicles (Operation Mermaid); and
Review signed HGV routes and implement signing improvements where
necessary.
5.6
Road Safety
5.6.1
A safe, efficient and environmentally sustainable transport system plays an
essential role in a modern economy and enhances people’s quality of life. The way
in which people travel and the potential growth in road traffic must be considered
when planning all aspects of the transport system. Reducing speed and removing
or reducing traffic in sensitive areas will make roads safer, reduce road casualties
and improve the local environment. Reducing fear and intimidation by making
roads safer will help to promote social inclusion and economic growth. Urban
regeneration schemes will incorporate both road safety and personal safety
measures. Improving safety on routes to schools, together with the promotion of
walking and cycling, will help to reduce congestion, and lead to better health and
increased life expectancies.
5.6.2
The implementation of a programme of road safety remedial measures and the
promotion of safe road use remain statutory duties for the Council.
5.6.3
In 2000, the Government set casualty reduction targets to be achieved by 2010
(Tomorrows Roads – Safer for Everyone: DfT, 2000). These were based on the average
for 1994-98:



5.6.4
40% reduction in the number of people killed and seriously injured (KSI);
50% reduction in the number of children killed and seriously injured; and
10% reduction in the number of slight injuries.
In the East Riding of Yorkshire the target for slight injuries has been met and
performance is currently close to the target for overall and child KSIs. Final
monitoring data will not be available until mid-2011. Recent casualty reduction
performance in the East Riding of Yorkshire is shown in Figure 5.3.
34
Figure 5.3 Casualty reductions in the East Riding
5.6.5
The Council is committed to improving safety on its road network and the
reduction of trauma and suffering caused by road collisions remains a priority
during the period of LTP3.
35
6.0
Coordinating and Planning Works and Known Events
6.1
Coordination in Practice
6.1.1
Under Section 59 of the New Roads and Street Works Act 1991 (NRSWA), the
Council has a duty to coordinate:
“the execution of works of all kinds (including works for road purposes and the carrying out of
relevant activities) in streets for which they are responsible:
(a) in the interests of safety
(b) to minimise the inconvenience to persons using the street (having regard, in particular, to the
needs of people with a disability)
(c) to protect the structure of the street and the integrity of apparatus in it."
6.1.2
This duty has been extended through the network management function, which
requires a more pro-active approach to the management of the road network and
the way the Council should tackle the causes of congestion and disruption.
6.1.3
Section 60 of NRSWA places a duty on undertakers, with regard to the execution
of street works, to co-operate with the street authority and one another, applying
the same three objectives mentioned above.
6.1.4
Co-ordination enables the demands of those competing for space or time in the
street, including traffic, to be resolved in a positive and constructive way.
Effective co-ordination is essential to minimise traffic disruption whilst allowing
promoters the necessary time and space to complete their works. The disruptive
effect of any one proposal should not be considered in isolation since it is the
combined effect of all the activities taking place on a road network that impact on
the traffic.
6.1.5
Co-ordination has four elements:
36
(a) Information: The Council needs accurate and timely information on what is
proposed and when it is happening.
(b) Analysis: The Council needs a means of assimilating and analysing this
information.
(c) Consideration: The Council must consider whether any changes are
required to minimise disruption before it agrees to the proposals.
(d) Co-operation: All parties must co-operate with the Council to achieve the
minimum disruption.
6.1.6
The Code of Practice for the Co-ordination of Street Works and Works for Road Purposes
and Related Matters Third edition revised July 2009 (DfT, 2009) is intended to help
street authorities carry out their duty to coordinate works in the highway. This is
the third edition of the code, originally published in 2007, which came into force
on 1 April 2008 and was revised in July 2009. The Code covers:









6.1.7
Significant elements of the Code are:



6.1.8
The framework for co-ordination and the types of works;
The Street Works Register;
The Street Gazetteer and additional information, such as traffic sensitivity;
Streets subject to special controls;
Classifications of and restrictions on works;
Notice requirements and validity;
Directions by the street authority (the Council);
Fixed penalty notices; and
Dispute resolution.
Most notice periods specified in the legislation and regulations are minimum
periods. Longer periods of notice should be given, and notice information
should be updated, wherever possible;
The central role played by local liaison meetings between street authorities,
undertakers and other interested parties; and
The importance of the designation of streets subject to special controls. Street
authorities should confine designation to cases where it is strictly necessary.
Undertakers must respect the objectives of designation when planning and
carrying out works.
The key to successful co-ordination is good communication. The Council meets
quarterly with the utility companies in its area to discuss the planning of works
(example meeting notes are included in Appendix 2) and also every six months
with the Highways Agency. This coordination means that conflict such as reexcavating a recently repaired or improved road or major works on parallel routes
can be avoided. Public transport operators and the police are also invited allowing
wider consultation. These meetings allow the Council and the utilities to see
where there could be problems if the programmes went ahead as scheduled.
Because of internal consultation mechanisms, events that affect the highway,
organised by other council departments are fed through the Street Works Team
who are able to co-ordinate the proposals in a “whole council” capacity.
37
6.1.9
The co-ordination meetings allow the Council to assess potential conflict and take
appropriate action in particular on traffic sensitive streets. This may mean
directing the Council itself or utility companies to change their schedules or
impose working hours restrictions. The meetings also enable the Council to
discuss the duration of individual works and challenge these where appropriate.
Finally, the meetings enable the Council to plan diversionary routes and ensure
that the police, emergency services, bus operators and the public are informed.
Activities that impact on the network of neighbouring authorities are also planned
and consulted upon when required.
6.1.10 At a higher level, Senior Officers responsible for the Council’s NMD attend the
quarterly meetings of both the Yorkshire Highway Authorities and Utilities
Committee (YHAUC) and the Yorkshire Traffic Managers Group (YTMG).
These meetings allow the constituent authorities and utilities to discuss new
developments, to share experiences, develop best practice, resolve cross-boundary
or regional issues, provide guidance and disseminate Governmental requirements
and regulations.
6.1.11 The aim of the YTMG is to share best practice and ensure the consistent
implementation of policies and practices at a strategic level across a wide area.
The Highways Agency and the Yorkshire Joint Authorities Group (YJAG) are
also members and contribute to the process. In 2005 the members commissioned
consultants to develop a network management framework assessment document
for the whole of Yorkshire. The framework, based on the Duty Guidance issued
by the DfT, has built on cross boundary relationships to ensure a consistent,
strategic approach to network management across Yorkshire. The joint approach
to the development of the framework has had the benefit of being able to include
best practice from across a wide range of local authorities, the Highways Agency
and other services. These meetings are supplemented by ongoing consultation
arrangements between the Council and its neighbouring authorities to resolve
more localised issues. For example, these arrangements would aim to avoid a
situation where there were works on a principal route in one Authority and on the
diversionary route in another.
6.1.12 The co-ordination process has three elements:
1) The Notice System.
2) Streets subject to special consideration.
3) Co-ordination tools.
6.2
The Noticing Process
6.2.1
Regulations govern the notices that activity promoters have to serve on the
Council, the length of notice to be given for different types of works, the period
of validity of the notices and the time the Council has to respond. Notices are
required for advance notification of major works, works on traffic sensitive
streets, start dates, finish dates and interim and final reinstatement. The noticing
system performs seven key functions:
38







Vital component of the co-ordination process;
Enables the noticing process and responses;
Triggers the inspection regime;
Basis of records for reinstatement guarantee periods;
Location records - who has worked at a particular location;
Facilitates the charging regime; and
Essential element of the street authority’s responsibility for keeping a register.
6.2.2
There is a national protocol for the Electronic Transfer of Notices (EToN) to the
Council. EToN automatically updates the Street Works Register
6.2.3
The 2008 Code of Practice, revised in July 2009, contains details of how the
Notice system should operate and the Council has upgraded its procedures to
follow these guidelines fully. The Code stresses that any period of notice is the
minimum that should be given and undertakers are encouraged to give as much as
possible. The Code also allows undertakers to start works within the period of
notice by agreement of the street authority. The Council adopts a flexible
approach to early starts, providing that there is time for accommodation measures
and publicity to take place. If an undertaker or company does not carry out the
works in accordance with the agreed timescales, the Council may serve a Section
74 notice as specified in the regulations.
6.2.4
The TMA provides new and extended powers to protect streets where substantial
road or street works have recently been carried out. For some time under
NRSWA, local authorities have generally been able to place an embargo on
utilities carrying out any street works in a specific street for a maximum period of
12 months. The TMA amends Section 58 of NRSWA so that the maximum
period of any embargo can be set out in regulations (Section 58 previously limited
this to 12 months) and under the regulations this period can be up to five years
following reconstruction of a highway. An example of a Section 58 notice of
council highway works published on the Council website is included in Appendix
3.
6.3
Special Streets and Traffic Sensitivity
6.3.1
The Council designates certain streets as special for street works purposes and the
definitions and procedures are set out in the 2008 Code of Practice (DfT, 2008a):

Protected Streets serve a specific strategic traffic need, with high and
constant traffic flows and a reasonable alternative route in which undertakers
can place the equipment, which would otherwise lawfully have been placed
in the protected street. Protected Streets include motorways;

Streets with Special Engineering Difficulties relates to streets or parts of
streets associated with structures, or streets of extraordinary construction,
where works must be carefully planned and executed to avoid damage to the
street itself or the associated structure, with attendant danger to people or
property;
Traffic Sensitive Streets are where works are likely to be particularly

39
disruptive to other road users and include streets with high traffic flows
(especially buses and heavy goods vehicles), high pedestrian flows, streets on
pre-salting routes or tourist routes or where strategic activities take place and
streets within 100 metres of critical junctions. Designation does not
necessarily prevent occupation during traffic sensitive times. Depending on
circumstances, designation may apply to the carriageway only, or to a
footway or pedestrian area only, to part of a length of street, and to certain
times of day, days of the week, or days of the year. Once a designation is
made it applies to all works taking place in the street. Highway authorities
and undertakers should not work in the carriageway of traffic-sensitive
streets at sensitive times unless there is no alternative.
6.3.2
Co-ordination Tools - Designation as one of the above allows the Council to
have greater control over when and how works within these streets take place in
order to avoid serious disruption.
6.3.3
The existing Traffic Sensitive Streets Network is revisited regularly and is
periodically reviewed in line with ‘The Street Works (Registers, Notices, Directions and
Designations) (England) Regulations 2007 (No. 1951) – Section 16, Designation of streets as
traffic-sensitive’ (Ministry of Justice, 2007). The key criteria for designation are
shown below:
16. — (1) Subject to paragraphs (3) and (5), a street authority may only designate
a street as traffic-sensitive under section 64 if one or more of the criteria set out
in paragraph (2) are met.
(2) The criteria referred to in paragraph (1) are that the street—
(a) is one on which at any time the street authority estimate the traffic flow to
be greater than 500 vehicles per hour per lane of carriageway, disregarding
bus or cycle lanes;
(b) is a single carriageway two-way road, the carriageway of which is less than
6.5 metres wide, having a traffic flow in both directions of not less than 600
vehicles per hour;
(c) falls within an area covered by an order in respect of congestion charges
made under section 169 of the Transport Act 2000;
(d) is one on which more than 25% of the traffic flow in both directions
consists of heavy commercial vehicles;
(e) is one on which the traffic flow in both directions includes more than
eight buses per hour;
(f) is designated by the local highway authority, as part of its winter
maintenance programme, as one requiring the treatment of any part of it with
salt or other chemicals, when low temperatures are expected, to prevent the
formation of ice;
(g) is within 100 metres of a critical signalised junction or a critical gyratory or
roundabout system;
(h) has a pedestrian traffic flow of at least 1300 people per hour, per metre
width of footway; or
(i) is on a tourist route or within an area where international, national or
significant major local events take place.
40
(3) A street authority may only designate a street as traffic-sensitive in
accordance with paragraph (1) for the times and on the dates when one or more
of the criteria set out in paragraph (2) apply.
(5) A street authority may, notwithstanding paragraphs (1) to (3), designate a
street as traffic-sensitive with the agreement of the majority of statutory
undertakers whom they know to have apparatus in the street.
6.4
Special Events
6.4.1
In addition to street works, the co-ordination process has to cope with special
events that will cause disruption to traffic, such as street markets, parades, the
Race for Life and cycle races. The Council employs an officer to specifically coordinate these events and to work with the street works co-ordination team to
ensure that there is no conflict between street works and the events. Council
departments and outside organisations work through the Events Officer so that a
clear picture of what is happening across the whole Authority is available. A good
example is a national cycling event, which is held annually in and around Beverley.
The street races within the town require total closure of some streets with races in
the surrounding countryside utilising rolling road closures. The Council works
closely with the organisers and other stakeholders to co-ordinate such events and
minimise disruption to traffic, businesses and residents.
6.4.2
After these events, an evaluation process takes place so that lessons learned and
best practice can be developed. One of the key positive outcomes of the planning
and coordination process is that actions can be amended on a day-to-day basis to
cope with unforeseen incidents.
41
7.0
Gathering Information and Considering Information Needs
7.1
Streetworks Register
7.1.1
The Council is required to maintain a register of works in all streets for which it is
responsible. The register provides a single source of information about on-going,
or planned works by undertakers and highway authorities, alongside a list of all
streets in an Authority’s area.
Figure 7.1 Street Works Web Page
7.1.2
The Register is held in a computer system (CONFIRM) which contains
particulars of all notices and directions, the description and location of all works,
details of every street for which the Council is responsible and their road
category, details of special streets, the details of any street works license issued
and details of reinstatements following completion of works. The register has to
be available for public inspection, free of charge during normal office hours. In
addition to this the Council publishes an extract from the register on the East
Riding website (see Figures 7.1 & 7.2) for public information.
7.1.3
The Council uses the register as it’s primary tool for coordination and
disseminating information about current and proposed works to:







Utility companies;
Contractors;
Adjoining authorities;
Emergency services;
Public transport operators;
Businesses; and
The public.
42
Figure 7.2 The Councils Web-based Street Works Register
7.2
Travel Information
7.2.1
The Council recognises that the availability of accurate and timely information on
road works, developing congestion problems, adverse weather and other factors
affecting journey choice is crucial to keeping traffic flowing.
7.2.2
Information on planned road works is published in the Council’s monthly
newspaper, East Riding News which is distributed free to every household. This
publication also provides a facility for sharing advance information on larger,
longer term projects which may affect congestion. As part of major capital
highway works, letters are distributed to inform residents and businesses of the
scheme details and timescales. Feedback forms are also distributed following
completion of the works as part of the review process.
7.2.3
The Council’s website has a map-based search facility allowing road users to
identify
ongoing
works
(http://www.eastriding.gov.uk/streetworksgis/home.aspx). There are links from
these pages to local and national BBC traffic bulletins and the BBC web page
facility is shown in Figure 7.3.
43
Figure 7.3 BBC Travel News Web Page
7.2.4
The Council’s website also has an on-line reporting facility for highway defects,
facilitating effective repair where necessary to keep traffic moving.
7.2.5
A daily road works schedule is also published on the Council’s website to aid the
public during journey planning (see Figure 7.4).
Figure 7.4 Daily Street Works Schedule
44
7.2.6
Daily bulletins are also sent to local media as required and these are fed into:



Road works reports on radio, television and in the press;
Local travel information bulletins on television and radio; and
Information about forthcoming events that will involve road closures or
traffic delays.
7.2.7
All of this information enables the public to be aware of potential delays to their
journeys and to make informed choices about routes and times.
7.2.8
Each autumn, information on the Council’s winter services salted network is
published in the East Riding News. In adverse weather the Council works closely
with local radio and the printed media to ensure that the latest information on the
accessibility of routes is made available to road users to help keep them moving
safely.
7.2.9
Information for public transport users is available on the Council website with a
direct link to the established Traveline Yorkshire Journey Planner at
http://www.yorkshiretravel.net/welcome.do.
7.2.10 Links to local public transport providers are available on the Council website
(http://www.eastriding.gov.uk/welcome/transport-links/) and it is proposed to
improve navigation to these sites by including a ‘Travel Information’ signpost on
the Council’s homepage. This will allow direct links to external organisations
enabling travel and transport information to be readily and easily accessible to
local travellers, encouraging the informed choice of sustainable modes. The
external websites/contact details which will be considered for the Council’s
‘Travel Information’ webpages will include;


















AA;
BBC Radio Humberside;
Cycling Touring Club;
Department for Transport;
East Riding Car Share Scheme;
East Yorkshire Motor Services;
GNER;
Highways Agency;
Hull Trains;
Humberside Airport;
Humberside Police;
Medibus;
National Rail Enquires;
P&O North Sea Ferries;
RAC;
Stagecoach;
Sustrans; and
Traveline.
45
7.2.11 In LTP2, the Council recognised the benefits of Real Time Passenger
Information (RTPI). As RTPI systems are developed for public transport in the
East Yorkshire area, links will be included on the Council’s ‘Travel Information’
webpage.
7.2.12 Established links with the local broadcast media allow timely provision of travel
information. This process is currently being reviewed with the development of a
more formalised protocol for the dissemination of information to the media in
the event of an unplanned incident on the network.
46
8.0
Incident Management and Contingency Planning
8.1
Contingency Planning
8.1.1
Whilst the co-ordination process deals with planned events, scheduled works and
even emergency repairs to undertaker’s apparatus and highway surfacing, there
will still be ad-hoc incidents that affect the smooth flow of traffic. These include:




Traffic accidents;
Fires or building collapses adjacent to the highway;
Bomb alerts; and
Severe weather, especially trees and power lines damaged by high winds and
flooding.
8.1.2
The Council clearly has no control over the frequency or location of these
incidents and has to have contingency plans that can be introduced immediately
to cope with them. Post-event evaluation has enabled the Council to fine-tune its
response to these incidents so that it is tailored to both the type of incident and
location. Best practice has been developed through joint working between the
Highway Authority and Emergency Planning arms of the Council by carrying out
table-top and practical exercises to test and hone responses to emergencies and
other incidents ensuring that contingency plans can be put into place quickly.
8.1.3
During the lessons learnt process and feedback following the 2007 floods
(discussed in Section 8.3) it was felt that communication and delivery could be
improved by making the opening of an Operational Control Centre a formal
process. The review found that an Operational Control Centre is best placed to
deliver appropriate locally based services if situated as close as possible to the
incident. In an area as large as the East Riding, it would need to be set up in any
of the five main council depots and located at Beverley, Market Weighton,
Hedon, Carnaby or Willerby.
8.1.4
It was also found that a local Operational Control Centre may be required
whether or not the main Emergency Control Centre had been activated. This
could be during incidents having a localised nature necessitating specific rather
than a multi agency or multi departmental response. An Operational Control
Centre plan has been produced detailing issues such as:
1.
2.
3.
4.
5.
6.
7.
8.
The triggers and actions following a decision to open a centre;
Guidance regarding staffing and staff welfare;
Information on how best to equip and run the centre;
Details of how it would operate and protocols with the Emergency Control
Centre;
The functions of the control centre and responsibilities of its manager;
The risk management process;
Closure of the centre; and
Exercising and feedback.
47
8.1.5
The plan is seen as a live document, which will be updated and improved as
lessons are learnt following incidents and activities. The lessons learnt and
feedback processes are fundamental to its development, which is seen as an
evolving process.
8.1.6
The Operational Control Centre Plan has yet to be used in earnest but will be
another valuable tool when dealing with emergency situations. A copy of the East
Riding of Yorkshire Councils Operational Control Centre Plan can be obtained
by application to Lester Burton at lester.burton@eastriding.gov.uk.
8.1.7
The Council is also considering the development of specific ‘route contingency
plans’ for each of its key routes (A1079, A164, A165, A614). These plans are
expected to include details of tactical diversion routes and a communications
protocol that should be followed during and after an incident.
8.2
Emergency Planning
8.2.1
Within the East Riding the over arching role for the emergency planning process
is undertaken through a jointly funded organisation, the Humber Emergency
Planning Service. This service is funded by the East Riding of Yorkshire Council,
Hull City Council, North and North East Lincolnshire Councils.
8.2.2
For an event or situation to be an “emergency” it must involve the occurrence, or
potential occurrence, of one or more of the following consequences (ERYC,
2010a):










8.2.3
Loss of human life;
Human illness or injury;
Homelessness;
Damage to property;
Disruption of a supply of money, food, water, energy or fuel;
Disruption of a system of communication;
Disruption of facilities for transport;
Disruption of services relating to health;
Contamination of land, water or air with biological, chemical or radio active
matter; or
Disruption of plant or animal life.
To be classed as an emergency, any incident must also meet either of the
following points:


The incident must seriously obstruct the Council in performing its functions:
or
The Council must consider it necessary or desirable to act to prevent, reduce,
control or mitigate the incident’s effects and would be unable to respond to
the incident without changing the deployment of the Council’s resources or
acquiring additional resources.
48
8.2.4
There are a number of ways in which a situation can come to the attention of the
Council; this can be simply through a police report of an incident such as an
accident or a collapsing building to a report of a major issue affecting a large
population area. All these incidents affect residents and Council services to some
degree, however they may require different levels of response.
8.2.5
The Council’s Emergency Planning and Business Continuity Strategy (ERYC,
2010b) describes the process of responding to developing emergencies as defined
in paragraph 8.2.2.
8.2.6
The requirements need to be assessed and there is an escalation process to enable
any situation to receive the most appropriate response. When a situation begins to
escalate necessitating resources beyond those that would normally be available the
situation is reported through line management ultimately resulting in an
Emergency Control Centre being set up and the full emergency process being
activated.
8.2.7
This planning process covers normal daytime operations but also the out of hours
periods. Within the East Riding out of hours calls are directed through a
dedicated call centre run by ‘Lifeline’ which is available to collate and direct
information to the most appropriate responding unit. Out of hours staff are
available to deal with normal situations, should bad weather be reported such as
high winds or heavy rain, additional resources are activated on a precautionary
basis to deal with the situation. It is when these resources are found to be
inadequate that the situation needs to be escalated and the option of opening the
Emergency Control Centre considered.
8.2.8
The Council’s emergency plans include responses to terrorist activities and
therefore are sensitive but the Council’s website contains links to land-based and
maritime services that can assist those who need help.
8.3
Examples of Good Practice
8.3.1
2007 Floods - An example of effective response is the way that the Council
responded to the floods of June 2007. The Council was quickly able to assess the
extent of the floods, give urgent information to motorists about roads that were
impassable and then address the needs of residents whose homes were hit by
flooding. The work that had gone into planning for emergencies enabled the
Council to respond quickly in the face of a developing natural catastrophe.
49
9.0
Dealing with Traffic Growth
9.1
Traffic Growth within the East Riding
9.1.1
Through the delivery of its strategies and plans, the Council will continuously
strive to promote and encourage the use of more sustainable modes of transport
and reduce the use of the private motor vehicle. It is, however, recognised that it
will not be realistic to see a reduction in traffic levels across the whole of the East
Riding over the period of LTP3. The majority of the roads in the East Riding are
free flowing, and experience no congestion problems.
9.1.2
The DfT’s National Road Traffic survey indicated that the East Riding
experienced over 10% traffic growth between 2000 and 2004 (an average of 2.8%
each year). More recently however, measures introduced through the Council’s
LTP appear to be helping to reduce the level of traffic growth across the East
Riding. Recent figures provided by the DfT show that there was only a 2%
increase in traffic growth between 2004 and 2009.
9.1.3
The National Indicator 167 Congestion (average journey time per mile during the
morning peak) provides information on congestion levels in East Riding. East
Riding of Yorkshire Council has adopted variant three of the National Indicator
167. Calculations for this indicator use journey time data derived from in vehicle
GPS tracking systems.
9.1.4
Average journey times per mile during the morning peak are illustrated in table
9.1, comparing other local authorities in Yorkshire and Humber. This
demonstrates that average journey times within East Riding have remained
consistently low since 2006/07 at one minute and 37 seconds, with a one second
increase in 2008/09.
Authority area
East Riding of Yorkshire
Hull
North Lincolnshire
North East Lincolnshire
North Yorkshire
York
South Yorkshire
West Yorkshire
Table 9.1 National Indicator 167
Average journey time, minutes and seconds per mile
2006/07
2007/08
2008/09
1.37
1.37
1.38
4.46
1.41
1.40
1.41
3.21
3.18
3.24
4.01
4.00
3.53
4.08
4.08
3.56
9.1.5
East Riding of Yorkshire has the lowest congestion level in the region, comparing
favourably with neighbouring highways authorities such as Hull, North Yorkshire
and North Lincolnshire.
9.2
Tackling Congestion
9.2.1
To address congestion issues LTP3 has the following two key policies:
50
The Council will carry out its duties under the Traffic Management Act 2004 in
an integrated way to avoid, reduce or minimise congestion or disruption and
ensure efficient use of the road network.
The Council will implement car parking strategies and schemes that contribute
to reducing the need for travel by car whilst considering the wider context such
as the economy, social need and availability/viability of alternative travel choices.
9.2.2
Some of East Riding’s larger urban areas such as Beverley, Bridlington and Goole,
and the A164 and A1079 corridors experience significant levels of congestion,
particularly during peak hours as discussed in section 4.2. There are also localised
congestion problems outside numerous schools within the East Riding.
9.2.3
The Council is planning to address congestion issues in Beverley through the
delivery of the Beverley Integrated Transport Plan Major Transport Scheme,
which comprises the construction of a Park and Ride facility that will provide a
fast, frequent and reliable bus journey into the town centre, a Southern Relief
Road and associated traffic management schemes. The Council has also produced
an Individual Transport Strategy for Beverley as part of LTP3 that identifies
improvements to sustainable and active travel modes aimed at reducing reliance
on private car usage.
9.2.4
The ‘seasonal surge’ of traffic, particularly along the two main corridors (the A165
and A614) into Bridlington from the south, and the subsequent congestion in the
town centre will be addressed through the £6.2 million Bridlington Integrated
Transport Plan Major Transport Scheme. The scheme was implemented by the
Council in July 2010 and incorporates a Park and Ride facility, new roundabouts,
variable message signs (VMS) and other traffic management schemes. The
Council has also developed an Individual Transport Strategy for Bridlington
identifying improvements to sustainable and active travel modes which will result
in improved road safety and reduce congestion.
9.2.5
The Council’s Transport Policy Team is currently working in partnership with
Goole Renaissance and Associated British Ports (ABP) to reduce congestion in
the town centre through the installation of a VMS sign on the A614 Rawcliffe
Road in Goole during 2010/11 in order to provide ‘real time’ information to
51
drivers when the West Dock river bridge is open. The VMS sign will be activated
by ABP immediately prior to the bridge opening. This will allow strategic route
choices to be made in order to reduce congestion in the town centre and increase
driver confidence that delays to their journey are kept to a minimum.
9.2.6
The Council is planning to address issues on the A164 through the delivery of the
A164 Beverley to Humber Bridge Major Transport Scheme, which incorporates a
dual carriageway between Cottingham and Willerby, reconfiguration of the
roundabouts along the corridor to allow two-lane entry and two-lane exit and a
continuous cycle route between Beverley and Humber Bridge.
9.2.7
East Riding of Yorkshire Council submitted a major scheme bid for the A1079
corridor for consideration for funding through the Regional Funding Allocation
in January 2009. The Regional Funding Allocation was under significant pressure
with a total of 82 bids received, totalling in excess of £1.6 billion and only £265
million available for new schemes up to 2018/19. The Council was unsuccessful
in securing funding for the A1079 Corridor, as the regional assessment identified
that improvements along the A1079 would not help deliver as many regional
priorities as numerous other major scheme bids.
9.2.8
However, the Council is utilising £1.6 million of LTP funding during 2010/11 to
construct a roundabout along the A1079, at the junction of Hodsow Lane,
Pocklington Industrial Estate and Allerthorpe. The introduction of this
roundabout will help to improve accessibility for residents of local communities
who live along the A1079 corridor (particularly commuters from Pocklington),
improve road safety and also help to stimulate economic regeneration.
9.2.9
The re-opening of the railway line between Hull and York is currently a long-term
aspiration for both East Riding of Yorkshire and Hull City Councils. The
provision of a direct rail line between Hull and York would significantly reduce
traffic and congestion along the A1079. The East Riding of Yorkshire Council's
LDF Preferred Approach Core Strategy identifies land to be safeguarded for the
route where it is under development pressure or where it is the only workable
route. In addition, the East Riding of Yorkshire Council's LDF Potential Sites
Allocations DPD identifies land to be safeguarded for the route in built-up areas,
including Market Weighton, Pocklington and Stamford Bridge.
9.2.10 The Council will continue to identify the strategic importance and the need for
improvements along the A1079 corridor in emerging local and wider geographic
policy documents.
9.2.11 The Council has considered and assessed the potential of a wider variety of
options to tackle congestion issues within the East Riding through LTP3,
including opportunities to promote more walking, cycling and use of public
transport. The following key options provide examples of how the Council plans
to deliver freer flowing roads and associated economic and quality of life benefits
in areas experiencing congestion problems within the East Riding.


Promote active travel choices such as walking and cycling;
Promote public transport and improve public transport infrastructure;
52









Increase awareness of journey opportunities by bus for local residents and
visitors to the East Riding;
Promote connectivity between the bus network and other sustainable
transport modes;
The introduction of work place travel plans;
Support more sustainable car use by increasing the number of people in car
sharing schemes and car clubs;
Implement targeted traffic management initiatives to increase the ease of
movement for vehicles and improve traffic flow;
Continue to review car parking supply and charges across the East Riding
over the life of LTP3;
Develop interventions to manage the transport network, manage traffic
demand and reduce the need to travel;
Implement sustainable travel initiatives at higher/further education
establishments in the East Riding; and
Produce an individual SMoTS for every school that wants to participate.
53
10.0 Working with Partners and Stakeholders
10.1
Cross-boundary issues
10.1.1 Where roads cross into adjacent Authority areas the Council has established
consultation protocols with those authorities to ensure that works in one area do
not cause problems in an adjacent area, particularly if cross-boundary diversionary
routes are used.
10.1.2 Regional context - The Council is represented on the Yorkshire Highway
Authorities and Utilities Committee (YHAUC), the Yorkshire Joint Authorities
Group (YJAG) and the Yorkshire Traffic Managers Group (YTMG). These
bodies set the framework for implementation of the Network Management
function in the region, iron out any cross-boundary problems and provide an
overview of co-ordination with utilities. They report respectively to the National
HAUC and the National Traffic Managers Forum, both of which are involved in
government consultation and feedback on NRSWA and TMA issues. All the
regional groups promote active co-ordination regarding the Network
Management Duty, develop best practice, disseminate new initiatives between
local authority neighbours and the Highways Agency as well as ensuring
consistent policies and procedures across the region. The YHAUC website can be
found at http://www.yhauc.org.uk/
10.2 Key Stakeholders
10.2.1 In carrying out its NMD it is important that the Council engages with all its
partners and stakeholders as well as with the public. It does this at both regional
and local level. The YTMG has recommended a list of stakeholders to be engaged
by individual authorities and the Council involves these stakeholders, as
appropriate, in its consultation processes (see Section 4.9). Some examples of
stakeholder and partner involvement are outlined below.
10.2.2 The Police – Representatives of the Police attend the YTMG meetings. The
Police are involved in the planning of special events on the highway and in
contingency planning for emergencies. The Police are a key partner in the
54
delivery of the Council’s Road Safety Strategy and in the development of LTP3.
The Council works closely in partnership with the Police to reduce the number
and severity of accidents and to plan enforcement and awareness campaigns.
10.2.3 Public Transport Operators - The role of public transport as a sustainable
mode of travel means that bus operators are important stakeholders in the
network management function. An example is that a street with more than eight
buses an hour can be designated as a traffic sensitive street irrespective of other
considerations. The Council recognises the role of bus operators and they are
invited to the local quarterly co-ordination meetings. They also receive copies of
the minutes of these meetings and a copy of the spreadsheet showing planned
works and events.
10.2.4 Bus Punctuality influences both passenger use and satisfaction and the Council
work with the bus operators to eliminate or reduce bus delay points. Some of
these have been removed as part of the LTP2 Integrated Transport programme
works. The Council and the operators jointly monitor bus punctuality to identify
delay points and to measure progress against performance indicators set by the
government. The planned scheme to be implemented in and around Beverley
(Southern By-pass and Park-and-Ride site with dedicated bus service) and recently
implemented Bridlington scheme (Park-and-Ride site with dedicated bus service
and corridor improvements) will help to reduce delays to buses in these two
major towns. The Bridlington Park and Ride scheme was implemented during
2010 and the Beverley improvements should be introduced during the life of
LTP3, resources permitting. Council officers and representatives from bus
operators and community transport operators regularly meet to discuss strategic
issues.
10.2.5 Other Interest Groups - The Council recognises the role played by walking and
cycling and the needs of disabled people. In developing Walking and Cycling
Plans for each of the urban areas in the East Riding for LTP2, the Council held a
series of workshops to which representatives of local disability, walking and
cycling groups, among others, were invited. These workshops also involved street
audits to allow the representatives to demonstrate the problems they face and to
allow remedial measures to be targeted. The Council has provided advanced stop
lines for cyclists at all its signalised junctions and is developing a network of cycle
lanes and cycle routes within the larger urban areas and extended leisure routes
centred on major settlements.
10.2.6 The development of the Council’s LTP3 has included extensive consultation with
Parish and Town Councils and local user groups to produce Transport Strategies
for the main settlements. These Strategies include measures to encourage active
travel and public transport as alternatives to single occupant car use.
10.2.7 The Council also carries out consultation with its business stakeholders, both
directly and through the Local Strategic Partnership and its Transport SubGroup. This enables businesses to have an input into policies for servicing
arrangements, including any restrictions on times and on the management of the
network serving and accessing new developments. The Council also involves
businesses in developing sustainable alternatives to lorry freight.
55
10.3 Ensuring Parity with Others
10.3.1 The TMA requires the Council to treat any operators or contractors working in
the highway equally. This means that the Council’s contractors have to comply
with the Noticing system and be subject to the same restrictions and directions as
utility companies. It is essential therefore that the Council demonstrates parity in
terms of the self-notification and self inspection of works.
10.3.2 Works undertaken by the utility companies are notified under the NRSWA via the
Electronic Transfer of Notices (EToN) system, these notifications transfer
directly into the ‘CONFIRM’ database. ‘CONFIRM’ is a software package used
widely within Streetscene Services to provide functions such as customer record
management, works ordering, payments, financial management, inspection
management and resolution and asset management. ‘CONFIRM’ also acts as the
central register in which all utility works notifications are stored and managed
under the NRSWA. ‘CONFIRM’ is therefore an essential tool in assisting the
Council in performing its statutory duties under the NRSWA, TMA and in
running its business processes.
10.3.3 The Council’s own works registrations can be undertaken through ‘CONFIRM’
and some of the larger projects are already registered in this way. Software
upgrades are regularly completed to allow full compliance with the TMA’s
requirements. Training has subsequently been delivered to disseminate the
necessary skills to staff in administering works registrations.
10.3.4 The Council carries out an annual risk assessment to reflect its position regarding
its ‘parity’ arrangements and implements any recommendations resulting from the
risk assessment. Following this the Council produces an annual statement
reflecting how ‘parity’ is delivered within the East Riding and its proposals for the
future.
56
11.0 Performance
11.1
Providing Evidence and Demonstrating Outcomes
11.1.1 The Council takes its NMD seriously and evidence of performance is provided
throughout this document. Section 3 outlines how the Council fulfils the
requirements of the NMD and shows how this document has been developed to
take account of the DfT feedback and LTP3 guidance, and Section 8 provides
best practice examples of Incident Management.
11.1.2 This Section provides further evidence of performance by discussing the actions
considered in delivering the Network Management Duty, outlining the powers
and measures adopted, assessing performance against the developed YTMG
scoring framework and finally setting a target for improvement.
11.2
Progress Made in Recent Years
11.2.1 The Council has made significant progress since the production of its first
Network Management Plan in 2008. Table 11.1 below lists some of the key
network management actions implemented to date.
Table 11.1 Actions Undertaken in Delivery of the Network Management Duty
Action
Comment
Produced consultation strategy in partnership with Hull City Council
in line with YTMG framework
Completed July 2008
Undertook consultation exercises for Phase 1 as outlined in
Consultation Strategy
Completed Sept 2008
Analysed consultation responses for Phase 1 and considered
appropriate recommendations to inform Improvement Plan
Completed Sept 2008
Considered feedback exercise to key stakeholders outlining ERYC
Improvement Plan Actions
Completed Oct 2008
Undertook consultation exercises for Phase 2 as outlined in
Consultation Strategy
Completed Oct 2009
Analysed consultation responses for Phase 2 and considered
appropriate recommendations to inform Improvement Plan
Completed Dec 2009
Finalised the categorisation of all cross boundary roads with
neighbouring authorities
Completed Mar 2010
Determined methodology for review of Traffic Sensitive Streets
Network
Completed Mar 2009
Ensured that review of signs, markings and street furniture are
always undertaken as part of major maintenance schemes
Completed
Carried out presentations to inform internal staff of self-notifying
process.
57
Completed Mar 2009
Produced an easy to read guide for stakeholders detailing the
implications / requirements of the TMA
Completed Dec 2008
Produced protocol for disseminating information to media in the
event of unplanned incident on the network
Completed Dec 2008
Established Incident Management Communications Strategy
Completed Nov 2008
Carried out risk assessment to reflect the Council’s position
regarding its ‘parity’ arrangements
Completed Nov 2008
Produce an annual statement reflecting how ‘parity’ is delivered
within the East Riding
11.3
Complete Apr 2009
Enforcement Powers and Measures Used in Delivering the
NMD
11.3.1 As Highway Authority, the Council has a number of powers and responsibilities
that are incorporated into the NMD as well as measures and tools that can be
used to exercise the Duty more effectively. These include:






Increased notice periods to the Authority;
Fixed penalty notices for not providing correct information;
Requirement that highway works are registered in the same manner as utility
companies (Water, Gas etc);
Increased restriction periods following substantial works;
Increased charges for works that overrun; and
Ability to specify when works can be done by day, date and time.
11.3.2 The Council has embraced the new powers provided and Table 11.2 lists those
powers that the Council will consider employing during the period of this NMP.
Table 11.2 Enforcement Powers & Measures Used in Delivery of the NMD
No.
Measure
Comment
1.
Parking enforcement
A wholesale review of car parking is currently underway. This
will inform Civil Parking Enforcement project.
2.
Fixed Penalty Notices
(FPN)
A ‘Good Practice Guide’ to deliver a consistent approach when
issuing Fixed Penalty Notices has been developed in
conjunction with YHAUC and this will be used as the basis for
the serving of FPNs within the East Riding.
3.
Works duration
challenges
Duration challenges are used as part of the NRSWA legislation
and work durations are regularly challenged on an ‘ad-hoc’
basis as required during the normal day-to-day operation of the
coordination process.
4.
Charging Policy
Development of a ‘Highway Related Charging Policy’ allowing
the control of activities affecting the public highway.
58
5.
Skips/Scaffold permits
Although not a requirement of the legislation, skip and scaffold
permits are noticed within the coordination software. As such,
these appear on the Council web pages and are viewable by the
general public and Utility Companies and form part of the
coordination process.
6.
Section 50 licences
(NRSWA)
In a similar way to 5 (above) licences given to private operators
working in the public highway are noticed in the coordination
software and appear on the Council web pages.
7.
Implementation of a
Permit Scheme under
the TMA legislation
The Council is actively working with YHAUC to develop a
‘Common’ permit scheme; this will be considered for possible
implementation as part of the Council’s overall Network
Management Strategy.
11.4
Network Management Duty Action Plan Score Sheet
11.4.1 The YTMG has developed a self-assessment framework that enables each local
authority to review the performance of its network management activities. The
framework includes the allocation of scores against a series of questions to
provide a comprehensive appraisal that can be used to establish improvements.
The Council has adopted this framework as a key means of assessing its own
performance.
11.4.2 Every year, the Council carries out a self assessment to determine what progress
has been made. A summary of the assessment results over recent years is included
in Table 11.3 below.
Table 11.3 Network Management Duty Action Plan Score
Activity
Score
Score
Score
Jan
May
June
2008
2008
2009
Considering the needs of all road users
3.67
3.67
3.92
Coordinating and planning works and known
4.37
4.37
4.42
events.
Gathering information and providing
4.00
4.00
4.25
information needs.
Incident management and contingency
2.92
2.92
3.62
planning.
Dealing with traffic growth.
4.89
4.89
4.89
Working with all stakeholders - internal and
3.58
3.58
3.94
external.
Ensuring parity with others.
1.00*
1.00*
1.00*
Providing evidence to demonstrate network
3.50
5.00
5.00
management.
To what extent have the Authority considered
3.40
4.60
4.60
and where appropriate taken action as
envisaged by section 16(2)
To what extent has the Authority exercised any
1.50
4.00
4.00
power in support of this action?
59
Score
Oct
2010
4.53
4.49
4.30
4.31
5.00
4.47
1.00*
5.00
5.00
4.00
To what extent have indicators been adopted
3.46
3.46
and targets to reduce congestion been met?
Table D – Other Policies
5.00
5.00
Table G – Traffic Regulation Orders (TROs)
4.63
4.63
Table J – Seasonal Changes
4.92
5.00
Table K – Winter Service
4.25
4.38
Table P - Freight
5.00
5.00
Table Q – Making the Best Use of Technology
5.00
5.00
Table S – Regular Updates
4.00
4.75
Overall Score 76.75% 83.60%
*low scores due to absence of national performance indicators
3.69
4.08
5.00
5.00
4.50
4.50
5.00
5.00
4.75
5.00
5.00
4.78
5.00
5.00
5.00
5.00
86.20% 89.40%
11.4.3 The framework provides a comprehensive self-assessment of the Council’s
approach to network management and provides a platform for improvement by
informing the development of the Network Management Improvement Plan (see
Section 11.6). The framework was used to establish a potential score for 2010,
based upon the delivery of the proposed Improvement Plan, and this will form
the basis of the Council’s Network Management target discussed in Section 11.5
below.
11.5
Network Management Target
11.5.1 In view of the absence of nationally developed performance indicators relating to
network management, it is proposed to set targets based upon the above Network
Management Duty score sheet developed by YTMG. The Council is committed
to maintaining a high standard of performance over the next five years and
aspires to achieve excellent status for the way in which it carries out its NMD.
11.5.2 The development of this document has assisted in improving the 2007/08 score
of 76.75% to 86.20% in 2009/10, and the implementation of the Improvement
Plan discussed in Section 11.6 will help maintain or improve the score further
during LTP3. The Council’s network management target for 2015/16 will be set
when the results of our more recent performance is analysed for October 2010.
11.6
Network Management Improvement Plan
11.6.1 The development of this NMP and the self-assessment exercise described in 11.4
has identified a number of key actions that are required to be implemented in
order to improve the Council’s network management activities and also help
maintain the target set in Section 11.5. These actions are outlined in Table 11.6
and form the Network Management Improvement Plan to be delivered over the
next three years.
60
Table 11.6 Network Management Improvement Plan
No
Action
1 Review consultation strategy in partnership with Hull City
Council in line with YTMG framework
2 Undertake NMP consultation exercises for Phase 1 as outlined
in Consultation Strategy
3 Analyse consultation responses for Phase 1 and consider
appropriate recommendations to inform Improvement Plan
4 Undertake feedback exercise to key stakeholders
5 Undertake consultation exercises for Phase 2 – Consultation
possible as part of household survey
6 Analyse consultation responses for Phase 2
7 Complete review of the East Riding’s road hierarchy and road
classifications
8 Carry out review of Traffic Sensitive Streets Core Network
9
Carry out review of Traffic Sensitive Streets remaining network
10
Review Electronic Events Database
11
Ensure that review of signs, markings and street furniture are
always undertaken as part of major maintenance schemes
Produce annual briefing note for Traffic Manager on selfnotification process.
Review existing information sources on web-site to give road
users choice of travel modes
Review protocol for disseminating information to media in the
event of unplanned incident on the network
12
13
14
By End
July 2011
Sep 2011
Oct 2011
Oct 2011
Sep 2012
Nov 2012
June 2011
Sept 2013
Sept 2011
Sept 2014
Sept 2013
Ongoing
July 2011
July 2012
Dec 2011
15
Develop ‘Urban Road Design Code’
16
Consider rolling out ‘Urban Road Design Code’ to the
remainder of the Urban Road Network
Review Incident Management Communications Strategy
March 2012
Produce an annual statement for Traffic Manager reflecting
how ‘parity’ is delivered within the East Riding and its proposals
for the future
Review Network Management Improvement Plan annually
July 2011
17
18
19
20
21
22
23
24
Dec 2011
Review YTMG scoring assessment based upon progress made
annually
Update Network Management Plan every 3 years
Review annual surface dressing programmes to identify
potential STIP schemes and schemes to improve the transport
network
Review annual structural maintenance programmes to identify
potential STIP schemes and schemes to improve the transport
network
Produce annual ‘Traffic Managers Report’ summarising how
ERYC is delivering its NMD
61
Nov 2011
June 2011
June 2011
Sept 2013
Sept 2016
May 2011
June 2011
Dec 2011
No
25
26
Action
Produce Development Management Design Guide
By End
Sept 2011
Carry out review of existing traffic signals and signal controlled
crossings to ensure that each operates as efficiently as possible
for all users
Dec 2011
62
References
Cabinet Office (Better Regulation Executive), 2004. Code of Practice on Consultation
DfT, 2004a. The Future of Transport: a network for 2030.
DfT, 2004b. Full Guidance on Local Transport Plans: Second Edition.
DfT, 2006b. Core Indicator Information for use in Assessments of Delivery of First
Local Transport Plans. (letter to ERYC dated 13/11/06).
DfT, 2006d. Road Casualties Great Britain - 2005.
DfT, 2007a. Guidance on Second Local Transport Plan (LTP2) Progress Reports
(2008).
DfT, 2007b. Statutory Instrument No.339, 2007 - The Traffic Management
(Guidance on Intervention Criteria) (England) Order 2007.
DfT, 2008a. Code of Practice for the Co-ordination of Street Works and Works for
Road Purposes and Related Matters
DfT, 2008b. Traffic Management Act 2004 – Statutory Guidance for Permits
DfT, 2008c. Traffic Management Act 2004 – Code of Practice for Permits
DfT, 2008d. Transport Statistics Bulletin - Bus and Light Rail Statistics GB:
October - December 2007
Doncaster MBC, 2008. Economy and Enterprise Overview and Scrutiny Panel 13th
March 2008, Agenda Item no, 7 – Implications of the Traffic Management Act
2004
ERYC, 2000. Local Transport Plan 2001-2006.
ERYC, 2006. Final Second Local Transport Plan 2006 – 2011. [on-line]. Available at:
http://www.eastriding.gov.uk/corpdocs/forwardplanning/docs/ltp2/provisional/contents.pdf
Halcrow Group, 2007. Assessment of Network Management Duties within Local
Transport Plans – Yorkshire and Humber Region, May 2007.
ERYC, 2010a. Emergency Planning and Business Continuity Policy. East Riding
of Yorkshire Council, July 2010
ERYC, 2010b. Emergency Planning and Business Continuity Strategy. East Riding
of Yorkshire Council, July 2010
London Borough of Camden, 2007. Network Management Plan – Traffic
Management Act 2004
London Borough of Merton, 2007. Network Management Plan (Consultation Draft).
Ministry of Justice, 2007. The Street Works (Registers, Notices, Directions and
Designations) (England) Regulations 2007 (No. 1951).
Notts CC, 2007. Policy Summary – Highway Network Management Plan.
Office of the Deputy Prime Minister, 2003. Making the Connections: Final Report on
Transport and Social Exclusion.
Wiltshire CC, 2007. Network Management Plan 2000-2005
Yorkshire Traffic Managers Group (YTMG), 2007. NMD Action Plan Score Sheet.
YTMG, 2008. Traffic Management Act 2004 - Consultation Strategy.
63
Appendix 1 – Consultation Strategy
Hull and East Riding of Yorkshire Councils’
Joint Consultation Strategy
1.
Introduction
1.1
The East Riding of Yorkshire Council and Hull City Council have a Network
Management Duty (NMD) under Part 2 of the Traffic Management Act (TMA), which
defines the duties to be undertaken by Local Transport Authorities (LTAs). The clauses
that are particularly relevant regarding consultations are:




Clause 58 to 60. The need to involve the Police in the consultation process.
Clause 61 to 63. The need to involve the PTE/Bus Operators in the consultation
process.
Clause 64. The need to consult residents / businesses / road users when developing
policies.
Clause134 to 136. The need to consult appropriate stakeholders particularly during
the development of strategies and processes; setting up specific focus groups (e.g.
Street Users / Council Staff / Neighbouring Authorities) and publicising who is
responsible for network management.
1.2
The strategy described in this document outlines the aims and objectives of this
consultation and the methodology to be employed to ensure effective engagement of all
stakeholders. It is proposed to undertake a joint consultation exercise in view of the
close working relationship and shared key issues common to each authority.
2.
Aims and Objectives
2.1
The aims of the consultation process are to:



2.2
Identify appropriate consultees from stakeholder groups to ensure representative
feedback is generated.
Consult with appropriate stakeholders on issues identified in the Network
Management Duty.
Find out what stakeholders think about the LTA’s performance in delivering its NMD.
The objectives of the consultation process are to:





Obtain the views of the emergency services, elected members, public transport
operators, local interest groups and residents on the Councils’ performance in
delivering its NMD.
Identify any key failings and use them to raise standards.
Gather data to benchmark performance against other LTAs.
Improve public perception of the way the highway network is managed
Satisfy the requirements of the TMA and NMD of the need to consult.
3.
Suggested Methodology
3.1
Phase 1. Elected members, Professional Partners/Stakeholders
3.1.1
The Councils have agreed a list of professional partners and stakeholders who should
be consulted in Phase 1 to provide a comprehensive range of perspectives. This is
shown in Appendix 1. Elected Members will also be consulted at this stage. A full
database of contacts is currently being developed.
3.1.2
The process will follow guidelines described in The Code of Practice on Consultation
published by the Cabinet Office and local guidance produced by the Yorkshire Traffic
Manager’s Group (YTMG).
3.2
Phase 1 Process
3.2.1
LTP will carry out the process on behalf of both authorities. We intend to use the
process described below to invite comment from as wide a range of professional
partners and stakeholders, who have an interest in the operation of the networks of both
authorities, as possible;
1.
2.
3.
4.
11/08/08; each council tests the questionnaire with a pilot group of internal
partners.
18/08/08; the questionnaire is distributed to elected members, professional
partners and stakeholders shown in Appendix 1.
1/09/08; the closing date for return of questionnaires.
10/09/08; the results are analysed in line with YTMG policy.
3.2.2
The Phase 1 questionnaire, based on that developed by YTMG, will be used to gather
data on the perception of how the highway network is managed, the key issues leading
to congestion of that network and suggestions for actions to help alleviate that
congestion. An example of the questionnaire is shown in Appendix 2. This will allow
respondents to differentiate between the two councils where necessary.
3.2.3
Organisations identified in Appendix 1 will receive a questionnaire via email or post to
identify critical issues and any perceived failings.
3.3
Phase 2. Residents
3.3.1
During Winter 2008/09 the two councils will consult their own residents using the
questionnaire shown in Appendix 3.
3.4
Phase 2. Process
3.4.1
We intend to explore the use of representative panels of constituents (Citizen’s Panels)
from whom opinion on a wide range of issues can be sought. In addition we intend to
invite comment from as wide a range of network users as possible using the following
methods:
1.
2.
Publish the questionnaire in our council publications (East Riding News and Hull in
Print) and provide a freepost address for their return.
Provide an on-line facility for completing the questionnaire on both council
websites.
3.5
Programme of Consultation
3.5.1
Both Phases of the consultation process will be repeated in 2010/11 to measure
performance and improvement. Additional consultations to provide information on key
criteria for Local Transport Plan Delivery Reports will be given priority.
3.5.2
It may be appropriate to programme consultations associated with satisfying the
requirements of the Intervention Criteria so that results are available for Local Transport
Plan (LTP) Delivery Reports. When prioritising consultations it is likely that these will be
considered the most important.
4.
Analysis of Responses
4.1.1
By utilising a broadly standard questionnaire across the Yorkshire and Humber region,
there will be an opportunity to benchmark performance with other LTAs. Examples of
good practice in high performing LTAs can be identified and replicated to develop good
practice.
4.1.2
Output from this consultation exercise will produce a considerable amount of data and
systems will be put in place to ensure best use is made of it.
4.1.3
Feedback will need to be provided to participants in consultation exercises.
4.1.4
The primary requirement is that the Councils need to be able to demonstrate that they
are using their consultation processes to measure their performance and to set priorities
and policies for delivering the NMD.
5.
Conclusion
5.1.1
Consultation should be regarded as an ongoing process, so that performance and
improvement can be measured. The output of consultation should be used to determine
how stakeholders wish the highway network to be managed and the Councils will need
to demonstrate how they are delivering what stakeholders want.
5.1.2
Liaison with other LTAs, particularly neighbouring authorities will give a better picture of
the issues that are important and how they are being addressed across the boundaries.
5.1.3
Stakeholders will need to be informed of the results of the feedback together with details
of proposed actions. The feedback process should also include details of measurable
improvements in performance so that stakeholders can develop a positive perception of
the service provided.
Appendices
Appendix 1 - Consultees
Appendix 2 – Example Questionnaire for Professional Partners and Stakeholders
Appendix 3 – Phase 2 East Riding of Yorkshire Council Questionnaire
APPENDIX 1
LIST OF CONSULTEES
1. General Public / Special Interest Groups
a.
b.
c.
d.
e.
f.
g.
h.
All residents in LTA
Every driver of a vehicle, passenger or pedestrian who comes into LTA
Public Transport users
Disabled Groups
Cycling Organisations
Equestrian Organisations
Ramblers Association
Tenants/Residents Associations
2. Elected Members
a. Elected Councillors
b. Parish/Town Councils and Local Area Committees
c. Local Strategic Partnerships
3. Public Sector Organisations (Road Users)
a. Emergency Services. ( Humberside Police, Humberside Fire and Rescue,
Yorkshire Ambulance Service)
b. Bus operators (Stagecoach and EYMS)
c. Other services provided by the LTA ,
d. Public Utilities
e. Network Rail
f. Neighbouring Authorities
g. Highways Agency
h. Humber Bridge Board
i. Coastguard
j. National Health Service (Hospital Trusts and PCTs)
k. Postal Service
l. British Waterways
4. Private Sector Organisations
a.
b.
c.
d.
Local Businesses (Chambers of Trade)
Taxi and Private Hire Companies
Freight Transport Associations
AA/RAC.
5. Representative Organisations
a.
b.
c.
d.
Disabled Groups
Cycling Organisations
Ramblers Association
Motoring Organisations
APPENDIX 2
PHASE 1 QUESTIONNAIRE FOR PROFESSIONAL
PARTNERS/STAKEHOLDERS
The East Riding of Yorkshire and Hull City Councils, in their role as Highway Authorities, have a
duty under the Traffic Management Act 2004, to manage their highway network to maximise
available road space and reduce disruption and delays to all highway users. The councils would
like to know your views on how well you think they are performing in delivering this duty and
would be interested to hear your specific areas of concern.
Q1 How satisfied are you with the way the highway network is managed?
Very SatisfiedDissatisfied
Very
satisfied
dissatisfied
a) On your local highway network in Hull
Don't
know
b) On your local highway network in the
East Riding of Yorkshire
c) On the network in the whole Yorkshire
and Humberside region
Q2
Do you consider congestion and delays on the highway network to be a problem?
Significant problem
Slight problem
Not a problem
Don't
know
Hull
East
Riding
Q3a What do you consider are the major contributors to any congestion and delays on your local
highway network in Hull? Please tick the three that you think are the most important contributors
from the list below.
Road accidents
Road works maintaining the
highways
Increased usage/traffic growth
Activities on the highway (e.g. Refuse collection,
deliveries, events etc.)
Works by utility companies
Other, please specify below
(e.g. Gas, Electric etc.)
Capacity of roads and junctions
Q3bWhat do you consider are the major contributors to any congestion and delays on your local
highway network in the East Riding of Yorkshire? Please tick the three that you think are the most
important contributors from the list below.
Road accidents
Road works maintaining the
highways
Increased usage/traffic growth
Activities on the highway (e.g. Refuse collection,
deliveries, events etc.)
Works by utility companies
Other, please specify below
(e.g. Gas, Electric etc.)
Capacity of roads and junctions
Q4a What measures would you support to reduce congestion and delay in Hull? Please tick the three
most important to you from the list below.
Road improvements to
Improved information for users
increase capacity
Road restrictions e.g.
Improved public transport
access only
Charging
for
using
Flexible working practices to reduce
roads
morning / evening peaks
Q4b What measures would you support to reduce congestion and delay in the East Riding of
Yorkshire? Please tick the three most important to you from the list below.
Road improvements to
Improved information for users
increase capacity
Road restrictions e.g.
Improved public transport
access only
Charging for using roads
Flexible working practices to reduce
morning / evening peaks
Q5a Which highway users do you think should be given priority when taking measures to reduce
congestion and delays in Hull? Please tick the three most important users from the list below.
Heavy goods vehicles
Public utility companies
(gas, water, electricity etc.)
Cars - peak hours
Equestrians
Cars - off peak hours
Pedestrians
Public transport
Taxis and private hire vehicles
Cyclists
Other, please specify below
Q5bWhich highway users do you think should be given priority when taking measures to reduce
congestion and delays in the East Riding of Yorkshire? Please tick the three most important users
from the list below.
Heavy goods vehicles
Public utility companies
(gas, water, electricity etc.)
Cars - peak hours
Equestrians
Cars - off peak hours
Pedestrians
Public transport
Taxis and private hire vehicles
Cyclists
Other, please specify below
Q6a
What local issues relating to the use of the highway network in Hull give you greatest
concern?
This can be a specific problem, a specific location or something you would like the Council to
do.
Please tell us up to three issues with the first entry being the most important to you.
Issue 1
Issue 2
Issue 3
Q6b
What local issues relating to the use of the highway network in the East Riding of Yorkshire
give you greatest concern?
This can be a specific problem, a specific location or something you would like the Council to
do.
Please tell us up to three issues with the first entry being the most important to you.
Issue 1
Issue 2
Issue 3
APPENDIX 3
PHASE 2. EAST RIDING OF YORKSHIRE COUNCIL QUESTIONNAIRE.
The East Riding of Yorkshire Council, in its role as Highway Authority, has a duty under the
Traffic Management Act 2004, to manage its highway network to maximise available road space
and reduce disruption and delays to all highway users. The council would like to know your
views on how well you think it is performing in delivering this duty and would be interested to
hear your specific areas of concern.
Q1How satisfied are you with the way the highway network is managed?
Very SatisfiedDissatisfied
Very
satisfied
dissatisfied
a) On your local highway network

c) On the network in the whole

Yorkshire and Humberside region
Don't
know
Q2 Do you consider congestion and delays on the highway network to be a problem?
Significant problem
Slight problem
Not a problem
Don't know
Q3 What do you consider are the major contributors to any congestion and delays on your local
highway network? Please tick the three that you think are the most important contributors from the
list below.
Road accidents
Road works maintaining the
highways
Increased usage/traffic growth
Activities on the highway (e.g. Refuse collection,
deliveries, events etc.)
Works by utility companies
Other, please specify below
(e.g. Gas, Electric etc.)
Capacity of roads and junctions
Q4What measures would you support to reduce congestion and delay? Please tick the three most
important to you from the list below.
Road improvements
Improved information for users
to increase capacity
Road
restrictions
Improved public transport
e.g. access only
Charging for using
Flexible working practices to reduce
roads
morning / evening peaks
Q5 Which highway users do you think should be given priority when taking measures to reduce
congestion and delays? Please tick the three most important users from the list below.
Heavy goods vehicles
Public utility companies
(gas, water, electricity etc.)
Cars - peak hours
Equestrians
Cars - off peak hours
Pedestrians
Public transport
Taxis and private hire vehicles
Cyclists
Other, please specify below
Q6
What local issues relating to the use of the highway network give you greatest concern?
This can be a specific problem, a specific location or something you would like the Council to
do.
Please tell us up to three issues with the first entry being the most important to you.
Issue 1
Issue 2
Issue 3
Appendix 2 – Minutes of Monthly Coordination Meeting
EAST RIDING OF YORKSHIRE COUNCIL
Streetscene Services
Highways Co-ordination Meeting January 2008
Wendy Hurley
Karen Herbert
Geraldine Smithson
Kevin Des Rosier
Paul Holmes
Mick Smith
Alan Mason
Laing O’Rourke
United Utilities
Carillion/WSP
Morgan Est
Open Reach (BT)
Enterprise
Enterprise
Kevin Brockman
Paul Rounding
John Taylor
Liz Ringrose
Kevin Thompson
Costain
CE Electric
ERYC
ERYC
ERYC
1) Introduction
John Taylor introduced himself and opened the meeting.
2) Apologies
Dave Shepherd and Ann Griffith
3) Matters arising from last meeting
None
4) Forward Programme
Programme of utilities works passed around the table. The main points discussed were:









Bridge Street Bridlington will be open to traffic from Monday ERCY has no
objection to NGN replacing their mains as soon as possible.
Queensgate/Cartwright Lane Beverley Kevin Des Rosier needs dates from
ERYC as to when the work by NGN can commence.
Bempton Lane Bridlington is the diversion route for ERYC works at
Speetongate Buckton NGN will not be able to start work until 20th February.
JT suggested that NGN would need a road closure for Woldgate at Burton
Agnes, KT asked for date from NGN at this may affect ERYC resurfacing on
Main Road Burton Agnes which is due to start 18th February for 5 weeks.
ERYC have major works on the Promenade at Bridlington starting 14th Jan until
31 March.
NGN proposed work on Bridlington Road Driffield could cause problems with
ERYC work on Exchange Street/ Market Place Driffield no dates as yet for
either.
Beverley Road Dunswell JT requested date for NGN works.
WH stated the there was not many jobs on the programme from Laing’s. ER
stated that is all that was sent through from Yorkshire Water.
ERYC are carrying out full reconstruction of the footways and carriageway the
full length of Main Street Keyingham.
NGN’s Work on Woodgates Lane North Ferriby is on going until the middle of
February with a road closure in place.






ERYC have resurfacing work to carry out on Main Street Patrington not on
program as no date agreed but will be done in the next financial year.
CE Electric have Major works on A1079 at Hayton and also Gowdall,
Pollington and Rawcliffe KT stated ERYC have works to carry out on Selby
Road Snaith in February which may cause conflict PR to confirm dates and
location
Laing’s to inform KT when their work on Ellerker Rise is complete.
Beverley Road Withernwick ERYC has a major scheme starting at the latter end
of this year.
Lissett wind farm on A165 CE Electric have a cable to lay to their sub-station
on Wansford Road Driffield (drawing for this job are at Annie Reed Road
Depot) PR to provide another set.
KT asked if it was necessary to send out C2 notices.
5) Road Closures
Nothing untoward.
6) Events
A list of events that will be taking place in the East Riding area can now be found on
The East Riding Website.
7) Any other Business
Please ensure you get permission from Rail track before working near a level crossing
8) Dates of next meeting
Date for next meeting which will be held in The Conference Room at Beverley Depot
on Annie Reed Road is, Wednesday 9th April 2008.
Appendix 3 – Example Section 58 Notice
NEW ROADS AND STREET WORKS ACT 1991
SECTION 58 (ENGLAND AND WALES)
OR SECTION 117 (SCOTLAND)
NOTICE OF SUBSTANTIAL ROAD WORKS (ENGLAND AND WALES)
NOTICE OF SUBSTANTIAL WORKS FOR ROAD PURPOSES
(SCOTLAND)
1.
Three months advance notice is hereby given that East Riding of Yorkshire
Council, Highway Authority, intend to carry out road works.
2.
The streets/roads in which these works will take place are;
Driffield, East Yorkshire
1. New Road (from Eastgate South to B1249 Scarborough Road)
3.
Work is expected to affect the carriageway between OS Co-ordinates:
502533N, 457862E and 502655N, 457984E.
4.
Work is expected to commence on 01 March 2008 (work should begin within one
month of this date).
5.
The works notified will include the following: Resurfacing of carriageway.
6.
Subject to the exemptions in the Act and Regulations under it, no street works or in
Scotland road works may be executed for a period of 12 months from completion
of the works described in paragraph 5 without the consent of the said Highway
Authority/Roads Authority, which shall not be unreasonably withheld.
Contact point
John Harland
Streetscene Services
East Riding of Yorkshire Council
Becklands Park Depot
Becklands Park Industrial Estate
Market Weighton
YO43 3GA
Date 14/01/08