ip part b - strategic direction - h&e (clg jan)...contents page portfolio on a page 143 - 144...

INTEGRATED PLAN

PART B - STRATEGIC DIRECTION AND FINANCIALCONSEQUENCES

Highways and Environment Portfolio

APPENDIX 2

Contents Page

Portfolio on a Page 143 - 144

Section 1: Future Strategic Direction

Key Objectives for the portfolio over the period 2019/20 – 2022/23 145 - 146

Key pressures and challenges facing the portfolio for 2019/20 –2022/23

146 - 147

Key projects/programmes that the portfolio will deliver 2019/20 –2022/23

147 - 148

Benchmarking and other information used in setting StrategicDirection and assessing service outcomes

148 - 149

Key Risks, mitigation and resilience plans 149 - 150

Section 2: Revenue Budget Information

Key Budget Movements:o Technical Adjustmentso Exceptional Inflationo Pressureso Savings

151 - 153

Revenue Budget by Objective Area 154

Section 3: Capital Programme 155 - 163

IP Part B: Strategic Direction - Highways & Environment 142


Strategic Direction:Moving Hertfordshire Forward by ensuring a safe andefficient highways system, promoting safe, reliable andsustainable travel and protecting the physical andnatural environment

Key services provided:• Develop and implement transport strategies• Deliver core maintenance services to keep the highway

network safe and operational• Work in partnership with others to reduce the numbers of

people killed or injured on our roads• Develop and deliver minor capital Integrated Transport

Projects and major capital projects• Undertake statutory network management and development

management functions• Improve and promote use of the active travel network

including management of the public Rights of Way network.• Enable Health Walks 350+ volunteers to lead walks for

residents who are inactive and suffering from long termhealth conditions

• Enhance green infrastructure through delivery ofmanagement plans to secure “environmental net gainincluding multiple benefits for people and wildlife

Key priorities and programmes:• Seek continuous improvement of the Highways

Service through the extended HST Contract• Sustain top tier performance for DfT Maintenance

Incentive Funding• Support the growth agenda by developing a

Highways & Transport Infrastructure programme,starting construction on A120 Little HadhamBypass, translating emerging strategies for HemelEast, Stevenage and A414 corridor into definedprojects for delivery post 2021

• Complete the conversion of Hertfordshire’sremaining conventional street lighting to LED andCMS technology

• Enhance the physical and natural environment ofHertfordshire to achieve net gain throughCountryside Management services VolunteeringOpportunities, Rights of Way improvement andHealth Walks

Key risks in achieving IP proposals• Local construction inflation impacting on the sustainability of

the Highways Service Term Contract• Staff shortages due to the buoyant construction industry and

the influence of London• The size and scale of growth and pace of development, key

projects and ability to respond to these.• Threat to county’s trees from pests and diseases and the

cost and disruption of dealing with these.



Key Capital Schemes:• Programmes of structural maintenance and

Integrated Transport Improvements• Major Capital Projects such as Little Hadham

bypass, Essex Road and converting lights to LED& CMS

• Active Travel infrastructure management &improvement (Rights of Way and other accessfacilities)

Key Revenue Pressures:• Demographic pressures from traffic growth,

changes in travel patterns and modes and theconstruction of new roads associated with the drivefor economic growth and housing.

• Increased demand for travel, despite theimprovements in technology enabling “smarter”working.

Key Revenue Savings Proposals:• Continue LED Street Lighting Phase 4 – saving

£1.752m p.a. by 2021 and develop further invest tosave initiatives for electrical assets for 2019/20onwards

• Increasing income from 2020/21 onwards• Combat local inflation by improved efficiency

Key Budget Movements2019/20TOTAL£000s

2020/21TOTAL£000s

2021/22TOTAL£000s

2022/23TOTAL£000s

Service Specific Inflation 1,097 2,072 3,107 4,174

Previous Policy Decision (50) (50) - (50)

Demography 30 60 91 121

Legislative 73 73 73 73

Other Pressures 221 182 553 844

TOTAL PRESSURES 274 265 717 988

Existing Efficiencies (203) (249) (276) (304)

Existing Policy Choice (564) (1,285) (1,285) (1,285)

New Efficiencies (542) (552) (562) (562)

TOTAL SAVINGS (1,309) (2,086) (2,123) (2,151)

Capital Programme

2019/20£000s

2020/21£000s

2021/22£000s

2022/23£000s

112,943 106,985 90,967 81,078

40.0

42.0

44.0

46.0

48.0

2018/19 2019/20 2020/21 2021/22 2022/23

£m Net Revenue Budget


Highways and Environment Portfolio: Future Strategic Direction

1 What are the key priorities for the portfolio over the period 2019/20 –

2022/23?

The key priorities of the services in this portfolio are to ensure an efficient highwaysystem that delivers safe, reliable journeys, sustainably and an environment thatsupports biodiversity, access for all, and contributes to overall quality of lifeincluding health and wellbeing. It will do this by:

Developing and implementing transport strategies to support the Local TransportPlan (LTP) and, in particular, the economic and housing growth agenda.

Delivering a core highway service, which is determined and funded strategically,based upon need. Overall technical strategies and programmes will bedelivered using the most appropriate current best practice and economies ofscale. Reactive and responsive works will be related to safety or assetprotection and planned schemes will be delivered to achieve maximumeffectiveness and efficiency.

Supporting elected Members in taking decisions, within the overall policyframework, which affect their local area including discretionary Highway LocalityBudget funded work.

Improving the customer journey, doing what we say we’ll do and enabling themto better understand what services we do and do not deliver, and the standardswe work to.

Delivering an effective network (including the Rights of Way and accessnetwork) and development management.

Minimising the draw on County Council resources by securing alternativefunding sources and optimising income.

Delivering Local Transport Plan, Health and Environmental Strategies byincreasing and promoting increased use of cycling and walking infrastructure(including Rights of Way, access network and partner Greenspace).

Continuing development of a collaborative safe systems approach to reducingthe number and severity of collisions, casualties, costs and community concernsthrough the Hertfordshire Road Safety Partnership.

Supporting mode shift and active travel through delivery of cycle training foradults and children, development of travel plans, publicity, education andpromotion of cycling and walking infrastructure as an alternative to car basedtravel.

Continuing to support and deliver an efficient and effective School CrossingPatrol Service to encourage adults and children to undertake daily physicalactivity by walking to school.

Continuing to deliver driver offender retraining courses on behalf of theConstabulary whilst diversifying the range of courses delivered in line withstrategic priorities.


Enhancing publicly owned green infrastructure through production and deliveryof appropriately funded management plans to deliver “environmental net gain”(as set out in the Government’s 25 Year Environment Plan) including multiplebenefits for people and wildlife; this to include local authority green space,access network and the HCC owned woodlands forming part of the NationalNature Reserve.

Continuing to engage volunteers in the management of the Rights of Waynetwork, greenspace improvement and Health Walks initiative; securingapproximately one-third of HCC volunteering activity.

Delivering Hertfordshire Health Walks to enable the least active of the county’sresidents and those living with long-term health conditions to participate involunteer led walking for the benefit of their health.

2 What are the key pressures and challenges facing your portfolio for 2019/20 –

2022/23?

The main demographic changes come about from traffic growth, changes in travelpatterns and modes and the construction of new roads associated with economicgrowth and housing. The growth will increase the demand for travel, despite theimprovements in technology enabling “smarter” working. The challenge will be to meetthose pressures without adversely changing the character of the county. Technologywill assist by:

Enabling greater accessibility to and from customers who want a moreinteractive, responsive service and self-help.

Enabling services to improve their communications, processes and designefficiency

The revolution in transport technology enabling ‘Mobility as a Service’ andautonomous, electric vehicles.

As the investment in national infrastructure projects continues, the Highways service isstruggling to recruit and retain engineering staff in the face of competition particularly fromLondon. Similarly the impact of major national infrastructure projects, a weak pound,increasing energy prices and green taxes are increasing costs.

The impact on traffic flow through current traffic growth and the 70-80,000 authorisedhighway activities per year undertaken by HCC, is moderated by pro-active networkmanagement that keeps traffic moving as efficiently as possible and provides multi-mediareal time information. The key challenge is that the growth in capital investment ininfrastructure is not mirrored by the growth in revenue needed to develop and maintaininfrastructure and to support the day to day service delivery.

A key pressure for road safety is that competing and emerging priorities within partnerorganisations and reduced capacity have led to reducing numbers being referred for driveroffender retraining (speed awareness) courses. This could impact on resources availablefor road safety preventative activity. Furthermore, the Constabulary may choose to tenderfor delivery of the driver offender retraining service in Hertfordshire during this period.

Further, sustained reductions in road casualties are proving difficult to achieve. Predictedgrowth in road traffic could see increases in that number, particularly within somevulnerable groups as more people choose to walk and cycle.


A key challenge arising from the predicted economic and housing growth will be to ensurethat the “environmental net gain” set out in the government’s 25 Year Environmental Plan(January 2018) is achieved and the people living and working in it benefit from it.Securing developer contributions to “place shaping” alongside competing Social andEconomic objectives will be key.

3 What are the key projects/programmes that the portfolio will deliver

2019/20 – 2022/23 Ensure that the customer journey is simple, efficient and effective through

improved processes and systems, supported by comprehensive staff training.

Evolve and future-proof the Highways Service by seeking continuousimprovement through the extended Highways Service Term (HST) Contract.

Continue to deliver efficiency improvements that will enable current servicelevels to be maintained in the face of continued inflation.

Improve the condition of unclassified roads through the i2i programme, aimed athalving the number of those roads needing treatment.

Make best use of the ‘Highways Together’ schemes, which are aimed atenabling Town and Parish Councils to undertake non-statutory localmaintenance (e.g. to clean village signs), whilst making the best use ofvolunteers and other resources such as the probation service.

Maintain the serviceability of the highway through annual campaigns of Routinemaintenance with a particular focus on improving tree management in 2019/20.

Sustain top tier performance for Department for Transport (DfT) MaintenanceIncentive Funding and ensure that its approach takes on board the new code ofpractice ‘Well Maintained Highway Infrastructure’.

Support the growth agenda by:o Delivering A120 Little Hadham Bypass; Essex Road, A10 Roundabout at

Buntingford and A602 Stevenage to Ware improvementso Translating emerging strategies for Hemel East and the Enterprise Zone,

Stevenage and A414 corridor into defined projects for delivery post 2021o Producing the LTP Delivery Programme to capture all of the medium

sized and major projects, which will enable HCC to Deploy resources more effectively;

Give clarity to potential partners about HCC’s role;

Chase funding opportunities to deliver HCC’s priorities.

o Developing a portfolio of business cases for medium sized projects.o Re-focusing DfT’s ITP Block Allocation towards delivering medium sized

projects.

Complete the conversion of Hertfordshire’s remaining street lighting to LED andCMS technology and introduce new dimming strategies to burn less carbon andavoid costs.

Introduce Highways Resilience strategies and schemes, which will reduce theamount of highway maintenance operations.

The future Highways Service Model will need to have been identified by 2021/22in readiness to start the procurement of the next highways contracts.


Facilitate, manage and lead the multi-agency Road Safety Partnership bydeveloping an evidence led strategy and safe systems model.

Continue to work closely with the Office of the Police and Crime Commissionerto provide oversight and administration of his road safety fund in order to addvalue to HCC priorities.

Prepare tender documents for continued delivery and potential expansion ofdriver training courses on behalf of the Constabulary.

Influence the planning, design and promotion of schemes to encourage morewalking and cycling, particularly for short journeys, in line with a refreshed activetravel strategy incorporating the ‘Healthy Streets’ concept.

Enable growth and LTP4 travel mode shift through investment of internal andexternal funds including those secured through the planning system and othersources, in priority elements of the Rights of Way and access network.

Maintain and develop relationships to enable cost efficient improvement ofHertfordshire’s environment and community involvement/volunteering.

4 How has the portfolio reviewed its effectiveness / value for money in

delivering service outcomes?

An extensive Highways Service Review, undertaken in 2017/18 included consultingwith, and benchmarking against other highway authorities across the country. Theexercise concluded that there was nothing to suggest that there are better services orcontract models in the market. Research including the recent benchmarking exercisesuggests that HCC is almost unique in its approach to providing funding for memberdiscretion.

Value for money is optimised in the delivery of the Highways Service by:

Taking a risk based approach to service levels across all services

Adopting strategic, rather than micro-financial management

Investing in programme planning and co-ordination

Bulking like-activities into countywide work streams

Removing inter-organisational boundaries within the Whole Client Service

Streamlining the design process through the use of ‘walk and build’

Maintaining competitive tension between contractors.

Promoting channel shift and the local member community leadership role.

HCC has nearly halved the number of classified (A, B and C roads) roads in ‘poor’condition over the past five years. This triggered a review of condition targets and inJuly 2017 Cabinet agreed new targets based on current condition.

For Road Safety - following a major restructure of the then Transport Access andRoad Safety Unit in 2016, which realised savings of £271,000, a further organisationalredesign of the Road Safety and Active Travel teams in 2018 has realised additional


savings of £30,000. This has also improved coordination of activity including travelplanning, road safety, health improvement, active travel and clean air.

There is no national comparative data available for the Countryside & Rights of WayService (CRoW). However, local data shows that over 75% of our Rights of Way wereassessed as easy to use (average over the previous 3 years is 70%). CRoW hasincreased the opportunities for volunteers to deliver surveying, maintenance anddevelopment of the Rights of Way network and will continue to innovate in this area.

A review of the Rights of Way and Countryside Management teams deliveredefficiency savings of £100,000 (and a further £50,000 in 2019/20), reduced duplicationand maximised value.

The Hertfordshire Health Walks initiative grew participation levels by 5% in 2017/18. Ithas been identified to be the largest and best value scheme in the country followingsimple benchmarking at a national level (number of participants and cost perparticipant). With greater understanding of the success of the scheme derived from astudy undertaken in 2016/17 the initiative is more targeted. The new focus is on theleast active and those living with long-term ill-health that would be improved byincreased activity levels and socialisation; this has achieved marked success. A newvolunteer role – Health Walk Ambassador – has been created to continue developingthe participation in the initiative more widely.

Key savings proposals

We took the major savings in the Highways service during the design of the currentmodel that prevents the contractor over-recovering overheads and limits its margins.Hence, there is limited scope to drive future savings from either the currentcontractor’s business, or any future contractor, unless the markets stall and deflationsets in. Savings will therefore be driven through working more efficiently, doing thingsdifferently, or doing fewer things. A thorough review of income and chargingopportunities is underway e.g. the charging regime for Development Managementactivity and optimising income through Transport Management Act activities (permits,licences and penalties for breaches).

The Highways Service will continue to deliver revenue efficiency savings, particularlythrough the introduction of ‘invest to save’ type initiatives, such as LED lighting, andthe modernisation of other electrical assets including signals, Baldock Tunnel lightingand illuminated signs.

5 What are the key risks in delivering projects and programmes for

this portfolio, and what mitigations are in place? What steps are

being taken to ensure resilience?

The major risks to delivery are: Managing customer expectations

The impacts of climate change

Hertfordshire’s chalk geology leads to the particular risk of highway collapse dueto swallow holes or the historical sinking of chalk pits.


Local construction inflation.

Coal tar which has to be treated as hazardous waste.

Staff shortages due to the buoyant construction industry and the influence ofLondon.

Securing developer contributions to enhance the aspects of Hertfordshire’senvironment that are its characteristics of place – trees and greenspace, walkingand cycling infrastructure.

Costs associated with managing the impacts of tree health issues includingChalara Ash Dieback.

The service will interact with customers through new web pages and the use of newmedia and improve the quality and reliability of communication through the integrationof HCC and Ringway Communications and training of Customer Service Centre staff –Earthworks, drainage and pavement strategies are being devised to improve theresilience of the highway network Mitigating in-year weather events tend to require are-programming of works and a fresh casting of the budget. The service structure,levels of service, affordability and efficiencies are consistently under review, in order toforge a sustainable service for the future and try to counter inflation. However, if theinflation costs dwarf the efficiency savings then service reductions may need to beconsidered. The Highways Service is developing strategies to develop a pipeline oftalent and a robust talent development programme to ensure it retains key staff. Inparticular, these include growing our own staff through apprenticeships, pro-activelysearching for interns and running a graduate programme.

HCC works in partnership with Hertfordshire Constabulary to deliver the full suite ofdriver offender retraining course. The contract is due to expire and, due to the numberof other service providers, there is a risk that the County Council is not successful inregaining the contract. Work is underway to prepare a response to any invitation totender received from the Constabulary. Furthermore, the driver training team havediversified and increased the number of new courses they deliver including minibusand banksman training.

For CRoW, working with key customers and improved technological solutionsincluding through new web pages and channel shift for RoW fault reporting will help toimprove customer relations. Developing strategies which include growing our ownstaff through reframing of posts into trainee positions and developing cross teamknowledge and awareness can offset some recruitment issues. Collaboration withHerts Highways Development and Growth & Infrastructure Teams to secure“environmental net gain” from development.


KEY BUDGET MOVEMENTS 2019/20 - 2022/23

2019/20

TOTAL

£000s

2020/21

TOTAL

£000s

2021/22

TOTAL

£000s

2022/23

TOTAL

£000s

1,097 2,072 3,107 4,174 SSI

(50) (50) - (50)

30 60 91 121 D

73 73 73 73 L

221 182 553 844 OP

274 265 717 988

(203) (249) (276) (304) EE

(564) (1,285) (1,285) (1,285) EPC

(542) (552) (562) (562) NR

(1,309) (2,086) (2,123) (2,151)

Ref Description DeptType of budget

movement

2019/20

TOTAL

£000s

2020/21

TOTAL

£000s

2021/22

TOTAL

£000s

2022/23

TOTAL

£000s

Approximate

current

budget

£'000

Technical Adjustments

None

Service Specific Inflation

Highways HST contractThe Highways HST contract includes for an annual ‘Price Adjustment for inflation – indexation’.The terms of the adjustment are set out in the contract and are based on an industry standardcalculation using the HTMA (Highways Term Maintenance Association) indices.

E&IService Specific

Inflation707 1,345 2,025 2,724

Highways CST contractThe Highways CST contract includes for an annual ‘Price Adjustment for inflation – indexation’.The terms of the adjustment are set out in the contract and are based on RPIX.

E&IService Specific

Inflation372 689 1,026 1,373

Countryside & Rights of WayProjects income and income from Districts Councils already negotiated

E&IService Specific

Inflation4 9 13 18

Passenger TransportPlanning Obligations Income, Income from District Councils, Income from Other LocalAuthority: S106 and contributions to Bus Services - income figures already agreed

E&IService Specific

Inflation14 29 43 59

Pressures

PPD1County Travel SurveyA comprehensive travel survey is carried out every three years so that the county can identifychanging needs and trends for its services and react accordingly.

E&IPrevious Policy

Decision(50) (50) - (50) 50

D6Road length increases - routine maintenanceAdditional budget is required to finance the extra maintenance requirements due to increasedroad adoptions for new residential and commercial developments.

E&I Demography 30 60 91 121 18,505

L10Carbon Reduction Scheme CRC)This scheme will cease at the end of 2018/19 and is going to be replaced by an increasedClimate Change Levy on the unit price of energy

E&I Legislative 73 73 73 73 4,216

TOTAL SAVINGS

Other Pressures

TOTAL PRESSURES

Existing Efficiencies

Existing Policy Choice

New Efficiencies

Legislative

Service Specific Inflation

Previous Policy Decision

Demography



movement

2019/20

TOTAL

£000s

2020/21

TOTAL

£000s

2021/22

TOTAL

£000s

2022/23

TOTAL

£000s

Approximate

current

budget

£'000

OP4

Advice on Tree HealthExtending existing fixed term post to enable the county council to continue with a strategy torespond to Ash Dieback and other tree diseases likely to have a major effect on the treepopulation of Hertfordshire on County owned land.

E&I Other Pressures (10) (10) (10) (10) 240

OP33Procurement of New Highways ContractsInternal and external resources required to procure new Highways Service contracts for 2024

E&I Other Pressures - 192 528 804

OP45Revenue Impact of Capital bid - A120 Little Hadham Bypass and Flood Alleviation SchemeOperational and maintenance costs for signals, pumps, lighting, swales and the like starting21/22

E&I Other Pressures - - 35 35

OP47

Baldock Railway BridgesThe provision of 3 bridges over the Hitchin to Cambridge railway line plus connections to theexisting highway network and provision for utilities to open up an HCC owned development siteand enable the delivery of 2,800 homesNote: This is a business case for these infrastructure items only and not for the provision of theresulting development

E&I Other Pressures 231 - - 15

Savings

EE25

Review & integrate Countryside Management Service (CMS) / Rights of WayBy bringing these two teams together (made possible by a refocus of HCC funded CMS activityin to access and rights of way) it should be possible to deliver an efficiency saving, mainly fromexisting staff budgets.

E&IExisting

Efficiencies(50) (50) (50) (50) 1,080

EPC6Revenue impact of the LED Street LightingPhase 4

E&IExisting Policy

Choice(544) (1,249) (1,249) (1,249) 4,216

EE27Revenue impact of the Street Lighting RefurbishmentRevenue savings are achieved via the ongoing reduction in energy consumption, carbonemissions and maintenance costs.

E&IExisting

Efficiencies(107) (135) (162) (190) 4,216

EE29 Reduced Street Lighting Scouting frequency E&IExisting

Efficiencies(35) (53) (53) (53) 3,078

EE30

Revenue savings from the Traffic Signals Replacement 18/19 Capital BidThe new installations enable the Council to review future maintenance regimes and costs. Thiscreates the potential to reduce future maintenance costs by £225,000 over the 15 year lifespan.Replacement of the signal equipment will cut energy consumption by 78%. Without factoring inrising energy costs this generates a total saving over the 15 year lifespan of project of£245,325.

E&IExisting

Efficiencies(31) (31) (31) (31) 3,078

EPC7 Review of funding to Groundwork Hertfordshire and the Herts & Middlesex Wildlife Trust E&IExisting Policy

Choice(20) (36) (36) (36) 60

EE35National Nature ReserveOne off contribution

E&IExisting

Efficiencies20 20 20 20 240



movement

2019/20

TOTAL

£000s

2020/21

TOTAL

£000s

2021/22

TOTAL

£000s

2022/23

TOTAL

£000s

Approximate

current

budget

£'000

NE7Road SafetyStaff redundancy and service efficiency.

E&I New Efficiencies (30) (30) (30) (30) 654

NE9Carbon Reduction Credit (CRC) schemeThis will cease at the end of 2018/19 and is going to be replaced by an increased ClimateChange Levy on the unit price of energy.

E&I New Efficiencies (412) (412) (412) (412) 412

NE18Revenue Impact of capital bids - Street Lighting Private Cable Network Refurbishment /Replacement Programme – 2019/20-2021/22

E&I New Efficiencies (100) (110) (120) (120) -


ANALYSIS OF REVENUE BUDGET BY OBJECTIVE AREAS

Net Budget

2018/19

£'000 Objective Area

Gross

Budget

2019/20

£'000

Income

£'000

Net

Budget

2019/20

£'000

Net

Budget

2020/21

£'000

Net

Budget

2021/22

£'000

Net

Budget

2022/23

£'000

Environment & Infrastructure

Structural Maintenance

3,891This primarily consists of works which slow the rate of highway deterioration caused by wear and tear or extremeweather

4,112 (126) 3,986 3,986 3,986 3,986

Routine Maintenance

17,952This area covers work of a cyclical nature required to maintain highways in a serviceable and operationalcondition, such as grass cutting, emptying gullies, keeping signals operational and sign cleaning.

20,328 (540) 19,788 20,735 22,204 23,570

Winter Maintenance

3,508Aimed at keeping roads and footpaths open and as safe as possible during periods of severe cold winter weather,most of the budget is spent on precautionary salting but provision is also made for the emergency clearance ofsnow and ice.

3,634 - 3,634 3,634 3,634 3,634

Lighting

6,845This budget covers the regular maintenance and energy costs of all aspects of road lighting – lit signs andbollards as well as the county’s 100,000 plus street lights.

6,170 (125) 6,045 5,284 5,247 5,219

Traffic Management and Safety

4,523The primary aim of this budget is to reduce road accident casualties and improve movement. This meansaddressing the issues of safety, ease of movement and environmental concerns of all road users - motorists,pedestrians, cyclists and those affected by, or living alongside, roads.

5,331 (1,861) 3,470 3,470 3,470 3,470

Environmental Management

2,052The group works with other organisations, notably district and parish councils, the business community and thevoluntary sector, on environmental issues. Areas covered include Countryside Management and Rights of Way.

1,476 (282) 1,194 1,182 1,187 1,192

Transport Planning Policy and Strategy

4,118

This budget is concerned with the development and monitoring of transport policies providing the basis for bidsmade to government and other external funding sources and the development of transportation plans. It is alsothe place where the charges made to utilities under the New Roads and Street Works Act and TrafficManagement Act to reduce congestion are managed.

9,158 (4,865) 4,293 4,293 4,293 4,243

Advance Preparation and Consultation

1,644The department has a medium term programme of projects which are in preparation. Part of this developmentwork requires close working with local communities and consulting widely on all transportation schemes.

1,914 - 1,914 1,914 1,914 1,914

44,533 Highways & Environment Total 52,123 (7,799) 44,324 44,498 45,935 47,228


Highways and Environment capital programme 2019/20-2022/23

The total capital programme 2019/20 to 2022/23 for the portfolio is £391.973m and for 2019/20 is£112.943m. This includes all new bids and re-programming from 2018/19 at the end of quarter 2.

2019/20 2020/21 2021/22 2022/23 Total

£’000 £’000 £’000 £’000 £’000

HCC funding 56,469 57,247 55,193 50,161 219,070

Grant 22,148 26,144 32,177 28,877 109,346

Contributions 34,326 23,594 3,597 2,040 63,557

Total 112,943 106,985 90,967 81,078 391,973

New capital bidsThere are two new capital bids for the portfolio that requires £0.520m in 2019/20 and £22.750m for2019/20 to 2022/23.

Scheme

Totalcost

2019/20

HCCfunding2019/20

Otherfunding2019/20

Totalscheme

cost2019/20-2022/23

TotalHCC

funding2019/20-2022/23

Totalother

funding2019/20-2022/23

Description

£’000 £’000 £’000 £’000 £’000 £’000

Street lighting private

cable network

refurbishment

250 250 - 750 750 -

This project will replace

the existing private cable

network with new cabling.

Baldock rail crossing 270 - 270 22,000 - 22,000

This project proposes the

provision of three bridges

over a railway line to

open up an HCC owned

development site as

outlined in the Draft North

Herts Local Plan enabling

the delivery of 2800

homes.

Total 520 250 270 22,750 750 22,000

Revised capital bids - annual programmes

The portfolio has 10 bids for annual programmes; the following of which have been revised toinclude indicative grant funding levels for 2021/22 and 2022/23. The Integrated transport projectsbid totals £8.727m in additional grant funding and £4.750m from other sources.

Updated bids for vehicle replacement programmes are included in the portfolio capital

programme. Spend on these annual programmes are variable, dependent on the use of the asset

and assessment of need and risk.


Scheme

Totalincrease/

(decrease)2019/20

HCCfunding

increase/(decrease)

2019/20

Otherfunding

increase/(decrease)

2019/20

Totalincrease/

(decrease)2019/20-2022/23

HCCfunding

increase/(decrease)2019/20-2022/23

Total otherfunding


Reason

£’000 £’000 £’000 £’000 £’000 £’000

Integrated

transport

projects

751 - 751 13,477 - 13,477

Increase of £751k in

19/20 due to additional

external funding from

S106 and LEP. 21/22

and 22/23 programme

has also now been

included.

Carriageway

maintenance- - - (428) (428) -

This has been

allocated for use for

the A120 Little

Hadham scheme.

Rights of Way

(RoW) network100 101 (1) 400 404 (4)

Increase has arisen

from the RoW network

survey which indicated

that HCC needed to

increase its

investment to continue

to maintain the

network in a safe

condition.

Total 851 101 750 13,449 (24) 13,473

Revised Capital Bids - ProjectsThe portfolio has 3 Capital Bids which have increased since the 2018/19 IP. These are set out inthe table below:

Scheme

Totalincrease/

(decrease)2019/20

HCCfunding

increase/(decrease) 2019/20

Otherfunding

increase/(decrease)

2019/20

Totalincrease/

(decrease)2019/20-2022/23

HCCfunding


Total otherfunding


Reason

£’000 £’000 £’000 £’000 £’000 £’000

Introduction of

weight limit on

A507

70 70 - 70 70 -£70k increase to biddue to latest costestimates for deliveringthe scheme.

Essex Road

New River

Bridge

Scheme

- - - (424) - (424)Adjustment to external

funding available for

scheme.


Carriageway

maintenance -

improving local

roads:

- - - 8,000 8,000

This is a 5 year scheme

that commenced in

2018/19. £8m is now

included in the IP for

2022/23 (year 5).

A120 Little

Hadham

Bypass

5959 - 5959 6952 882 6,070Scheme increase of£6.952 due to currentconstruction estimates.

Total 6,029 70 5959 14,598 8,952 5,646

Risks

The Maintenance of the Highway asset to prolong serviceable life and the Integrated TransportProjects allocations are based on assumed grant figures from DfT, which have yet to beconfirmed.

The maintenance allocation from DfT is also based on HCC retaining its level 3 status within theIncentive Fund. Inflation remains a risk, particularly for major projects.


Highways and Environment Portfolio capital programme 2019/20 - 2022/23

DescriptionNew (N), existing (E), revised (R), re-profiled(P)

Portfolio

Totalscheme

cost(£000)

2019/20 Integrated Plan 2020/21 2021/22 2022/23

CostHCC

fundingGrant

Contribution

Cost Cost Cost

£’000 £’000 £’000 £’000 £’000 £’000 £’000

H1

Essex Road New River Bridge scheme(R,P)To construct a new road and bridgeadjacent to the existing Essex Road link.

HighwaysandEnvironment

6,957 4,168 - - 4,168 1,470 - -

H2

Street lighting refurbishmentprogramme (E)Ongoing maintenance and replacement ofthe existing street lighting and illuminatedsigns infrastructure.


AnnualProgramme

2,432 2,432 - - 2,432 2,325 2,325

H3

Traffic signals replacement (E)Programme to replace the traffic signalswhich are older than their useful life.


AnnualProgramme

677 677 - - 697 718 718

H4

Highways locality budgets (E)Annual programme which allowscouncillors to direct funding in consultationwith residents and communities.


AnnualProgramme

6,006 6,006 - - 6,006 6,006 6,006

H5

Highways ITP budget (R)Transport and highways improvementmeasures. Schemes seek to manage andreduce congestion, provide journey timereliability, address air quality issues byencouraging a shift to the bus, walking orcycling, and the reduction of roadcasualties. Include speed compliance andaccessibility schemes.


AnnualProgramme

6,551 - 3,801 2,750 3,200 6,363 6,363



PortfolioTotal

schemecost

2019/20 Integrated Plan 2020/21 2021/22 2022/23

CostHCC

fundingGrant

Contribution

Cost Cost Cost

£’000 £’000 £’000 £’000 £’000 £’000 £’000

H6

Bridge asset management andmaintenance service (E)HCC has a statutory duty to maintainhighway bridges. Successfulmanagement of bridges will also preventnetwork disruption.


AnnualProgramme

5,100 5,100 - - 5,255 5,413 5,575

H7

Carriageway maintenance (R)This is an ongoing project to extend thelife of the highway carriagewayinfrastructure and ensure they meet theirfull service potential and preserve theirvalue to Hertfordshire. This is delivered bymeans of a county-wide programme oftargeted preventative treatments onidentified sections and repair/ rehabilitationof failing/failed sections when practicable.


AnnualProgramme

35,848 18,538 17,310 - 36,548 37,216 38,773

H8

Highways drainage asset maintenanceand resilience (E)This programme carries out major repairs,renewals, and upgrades to the highwaydrainage system with the aim of extendingthe life of the highway drainage assets andensure they meet their full servicepotential.


AnnualProgramme

2,440 2,440 - - 2,513 2,588 2,666

H9

Footway & cycleway maintenance (E)This is an ongoing project to extend thelife of the highway footway and cyclewayinfrastructure and ensure they meet theirfull service potential and preserve theirvalue to Hertfordshire.


AnnualProgramme

2,884 2,884 - - 3,077 3,060 3,152



PortfolioTotal

schemecost

2019/20 Integrated Plan 2020/21 2021/22 2022/23

CostHCC

fundingGrant

Contribution

Cost Cost Cost

£’000 £’000 £’000 £’000 £’000 £’000 £’000

H10

Management & improvement of theaccess & RoW network (R)Highway Authority statutory duties tomanage the Rights of Way (RoW)network. There is an ongoing need forinvestment to cover repairs andmaintenance to bring the network up to therequired legal standard. Work involvedincludes; bridge repair and replacement,surfacing & drainage, clearingobstructions, constructing new routes andimproving routes, especially for peoplewith limited mobility.


Annualprogramme

500 256 204 40 500 500 500

H11

Countryside management services (R)Replacement of vehicle used by CMS,RoW and TARS staff to enable site visitsand attendance at meetings and byvolunteers undertaking roles on behalf ofthe CMS/RoW service.


Annualprogramme

12 12 - - - - -

H12

Introduction of weight limit on A507 (R)Scheme to address safety concerns onthis road.


180 140 120 - 20 - - -

H13

A120 Bypass (Little Hadham) and FloodAlleviation Scheme (R, P)To provide a northern 3.9km bypass ofLittle Hadham


49,492 15,130 - - 15,130 20,284 6,139 -



PortfolioTotal

schemecost

2019/20 Integrated Plan 2020/21 2021/22 2022/23

Cost HCCFunding

Grant Contribution

Cost Cost Cost

£’000 £’000 £’000 £’000 £’000 £’000 £’000

H14

A602 improvements Stevenage to/fromWare (P)To improve overall journey times andincrease journey time reliability on theA602 route between Stevenage and Wareby increasing the capacity of specificjunctions and reducing the curvature ofspecific bends on the A602 to meetcurrent standards


24,350 10,480 - - 10,480 3,323 89 -

H15

LED - phase 4 (E)Street lighting programme for completionof LED replacement. The conversion willprovide the Council with the ability tocontrol the level of lighting along with theoperating period, and as a consequence,reduce the costs associated with energyand carbon emissions. In addition, theLED/CMS units will significantly increasereliability and reduce ongoingmaintenance.


18,500 6,167 6,167 - - - - -

H16

A120 Standon (P)Delivery of highways Improvements to theA120 through the Village of Standon inEast Herts to reduce the severancecaused to the community by the road andmaintain traffic flows.


1,600 300 200 - 100 - - -



PortfolioTotal

schemecost

2019/20 Integrated Plan 2020/21 2021/22 2022/23

CostHCC

FundingGrant

Contribution

Cost Cost Cost

£’000 £’000 £’000 £’000 £’000 £’000 £’000

H17

A10 Buntingford South roundabout (E)This project proposes major improvementsto the roundabout on the A10 where itmeets London Road, the southern exitfrom Buntingford. This will addresscapacity issues on the roundabout whichwill evolve as the result of futuredevelopment in and around the town and,if not addressed, will cause severecongestion on the A10 itself and within thetown.


1,715 1,638 - - 1,638 - - -

H18

A414 Hertford major project (P)To undertake the development work inidentifying a series of different options fora Hertford major intervention project


9,000 3,100 3,100 - - 3,500 2,000 -

H19

Carriageway maintenance - improvinglocal roads (R)This project complements the existingcarriageway maintenance capitalprogrammes by providing additional fundstargeted on unclassified roads that are inor approaching a poor condition.


37,000 8,000 8,000 - - 8,000 8,000 8,000

H20

A414 scheme development (E)Investment to improve the corridor toassist in facilitating growth set out in LocalPlans along the A414 and help to mitigatethe impacts of development on thenetwork


6,000 850 287 563 - 5,500 - -



PortfolioTotal

schemecost

2019/20 Integrated Plan 2020/21 2021/22 2022/23

CostHCC

FundingGrant

Contribution

Cost Cost Cost

£’000 £’000 £’000 £’000 £’000 £’000 £’000

H21Street lighting private cable networkrefurbishment (N)Investment to replace the existing privatecable network with new cabling.


750 250 250 250 250

H22

Baldock rail crossing (N)This project proposes the provision ofthree bridges over a railway line to openup an HCC owned development site asoutlined in the Draft North Herts LocalPlan enabling the delivery of 2800 homes.


22,000 270 270 4,430 10,300 7,000

Total 112,943 56,469 22,148 34,326 106,985 90,967 81,078


ip part b - strategic direction - h&e (clg jan)...contents page portfolio on a page 143 - 144...

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