Highways England Asset Management Strategy - GOV.UK
Highways EnglandAsset managementstrategywww.highwaysengland.co.uk
England’s strategic roadnetwork is valued at 128 billion, and its realvalue is in connectingthe country, supportingthe growing economyand bringing friends andfamilies safely together.Page 2
ContentsForeword5Introduction6Document structure9Supporting our objectives10Our asset management strategy11Our asset management culture13Delivering our asset management approach14Focusing on customer service15Linking strategic planning and service delivery15Right intervention at the right time16Using our asset knowledge to manage risk16Making better whole life decisions17Empowering and connecting our people17Monitoring and improving our asset management strategy18Page 3
This strategy helpsus to deliver ourcommitments, andcontinue our journey asan asset managementorganisation which is fullyfocused on safeguardingthe future of one ournation’s most importantassets.Page 4
ForewordI am pleased to introduce Highways England’s firstasset management strategy, which describes ourapproach to managing the network, providing ourcustomers with the service they really need.‘Asset management’ is a frequently used term, butwhat does it mean to us at Highways England? Itis often associated purely with maintenance, andwhile repairing a road is asset management, it is onlypart of what Highways England does. Ultimately itis about how we use our assets - bridges, roads,drainage, technology, data and even our staff skills andcapabilities, and those of our suppliers - to deliver aservice to our customers.Good asset management is about understanding ourcustomers and stakeholders, identifying what theyneed, and then using our assets effectively to deliverthe right level of service. We want to understandwhat satisfies our customers, and what we can doto influence this. For example, how does pickingup litter, responding to complaints, or the conditionof our bridges affect our customers’ experience ofour network? As a publicly funded organisation, webalance investment across our activities to make themost of every pound we spend.To balance asset performance, risk and investment forour customers, we need access to the right data aboutasset condition and performance. We also need thetools and skills to understand what the data is tellingus. For example, information to better identify wherethe network is at risk of flooding, or better inspectiondata to help us spot defects early or predict wherethey might occur in the future.Everyone at Highways England is involved in assetmanagement. Our ambition is to connect our activitiesbetter, so that we work together to deliver andcontinuously improve the service we provide. Thismight mean changing the way we design and buildnew assets, engage with our customers, clean signs,manage incidents or replace assets.This strategy helps us to deliver our commitments,and continue our journey as an asset managementorganisation which is fully focused on safeguarding thefuture of one our nation’s most important assets.Mike Wilson,Highways England Chief Highways EngineerPage 5
IntroductionWe connect the country – by maintaining, operatingand improving the strategic road network (SRN) acrossEngland safely, reliably and effectively. Our networkis made up of a diverse range of physical ‘assets’,such as roads, bridges and technology equipment. Tooperate these assets and deliver a good service to ourcustomers, we make decisions supported by importantnon-physical assets, such as our data and information.One of our main priorities is managing these assetseffectively and efficiently, to deliver the outcomes ourcustomers and shareholders want. By adopting anasset management approach, we can align our strategyand planning activities to create, maintain, operate andrenew all of the assets that make up the SRN. Assetmanagement links all our activities, and supports ourthree imperatives: safety, customer service, and delivery.The way we deliver our asset management determineshow successful we are in meeting the commitments setout in our strategic business plan.We set out our vision for the future of the SRN inConnecting the country: planning for the long-term. Toachieve this longer-term vision, looking as far ahead as2050, we have set out several drivers for change. Assetmanagement is critical for helping us respond to thesedrivers. It helps to drive the continuous change andimprovement needed, so that we continue to get thebest value from the SRN for our customers andour shareholder.Our drivers for changeClimate changeDeliver a resilient network to cope withextreme weather events, for examplehaving sufficient drainage capacity tomanage extreme rainfall.TechnologyOpportunities to exploit new data,information and materials.Connected autonomous vehiclesLeading to a fundamental change in theassets we provide, for example ‘virtual’signs shown on in-car displays.SkillsAttracting and retaining a skilledworkforce within the growinginfrastructure sector.Increasing customer expectationsGreater accountability expected from moredirect customer funding through vehicleexcise duty.Ageing assetsMaintaining the performance and safetyof an ageing asset base.Increased network demandManaging customer disruption resultingfrom major improvement work, includingthird party projects such as HS2.Focusing oncustomer servicePage 6Financial constraintsBecome more efficient to managefinancial and other resource constraints.
The total value ofthe SRN is over 128 billionBerwick-upon-TweedA1A696A74(M)A19Newcastle upon rkLeedsA585M65M55M67 A57M60M53ManchesterM56A550A55M1M6A5A5 M54A449M6M5A5M42A46M5M40M5A34A417OxfordA419M32 20A120A12M4M1M4A3A12M25M25 14CambridgeM25BristolA34A303A14A428A47A11M40A404M4 40A1M1A45 A5111A52A50M6 pon HullM1M606A56A23M25M23A27M26A249M2M20A21 nA38A30PenzancePlymouthA30Page 7
36,000 Kmsof road21,829Structures12 Roadtunnels12,864 Kms1.35 Milliondrainage points vehicle barriers121,746Lights70,000Road sensorsAncillaryassets13,588 KmsgeotechnicalPage 8
Document structureThis strategy describes how we deliver our assetmanagement policy, which sets out our senior leadershipcommitment and overall approach to asset management.Sections 1 and 2 of this strategy describe the line of sightfrom our licence requirements, to delivering work on theground. They also explain how we will connect activitiesacross our organisation to plan and deliver the service ourcustomers expect.Sections 3 and 4 describe how we will make our assetmanagement policy a reality, setting out the actionswe will take to drive excellence in asset management.This builds on what we have achieved since we wereestablished in 2015.Section 5 describes how we will continue to review andimprove our approach to sustain our performance overthe long term.Right interventionat the right timePage 9
Section 1Supporting our objectivesAsset management is a critical component in helping uscomply with our licence and the road investment strategy.The Department for Transport (DfT) sets out what wemust do, and provides funding through 5-year ‘RoadPeriods’. The Office of Rail and Road monitors howwe deliver our strategic business plan, including keyperformance indicators, and Transport Focus representsour customers’ interests.This diagram sets out the connections between ourlicence and our asset management approach.Our imperatives: safety, customer service and deliveryHighways EnglandlicenceDfT’s RoadInvestment Strategy 2Provides government’sstrategic vision andpriorities for the strategicroad networkDelivery planSets out how we willdeliver the activities in thestrategic business planand timescales involvedAsset managementstrategyExplains what assetmanagement means inpractice to our customers,stakeholders and ourpeopleHighways Englandis managed andpublicly fundedthrough 5 year‘Road Periods’Page 10Asset groupstrategiesSets out our purpose, andwhat we must achieve inmanaging the strategicroad networkStrategicbusiness planProvides the company’sstrategic direction basedon the vision andobjectives in the RoadInvestment StrategyAsset managementpolicyExplains the importance ofasset management indelivering our vision, ourapproach to assetmanagement and seniormanagementcommitment to itAsset managementdevelopment planPlan for assetmanagementimprovements needed todeliver the assetmanagement policySet out our approach tomanaging specific assetgroups (such as drainage,pavements and structures)in response to thecommitments and fundingagreed for the currentRoad PeriodOur imperatives: safety, customer service and delivery
Section 2Our asset management strategyAsset management runs throughout our organisation,and our approach has been developed since we wereestablished in 2015. We learn from what works well inother countries and sectors, to shape a positive assetmanagement culture across our company, our suppliersand the highways sector.We know that we make the best decisions about howand when to create, maintain, operate and renewour assets when we share common objectives andwork together. Our vision is to create a culture andestablish ways of working that make sure all our assetmanagement activity is aligned and flows through: Establishing customer needs Setting our strategy and securing funding inresponse to these needs Planning how we deliver our commitmentsOur strategy promotes a culture of more aligned decisionmaking, making sure that asset investment decisionsthat affect the network now, also support the network weare building for the future. We do this by making sure theright people are involved in making balanced investmentdecisions, drawing on information and knowledge fromacross our organisation and supply chain.We work across the whole asset lifecycle; understandingthat asset decisions we make may affect future serviceprovision. This means that we plan and account foremerging and evolving challenges around customerexpectation, climate change and new technology. Thisstrategy sets out how we make sure that the decisionswe make are framed by this lifecycle perspective.Finally, our strategy is to seek continuous improvement;that lessons learnt from our activities enhance our overallapproach to asset management, and we continuallyimprove our ways of working. Delivery of these activities on our networkFor our decisions to be effective, all parts of ourorganisation need to contribute and have a line of sightfrom our licence requirements, imperatives and futurevision, through to on-the-ground delivery. We havemade progress during Road Period 1 and our assetmanagement strategy sets out how we will embed thisfurther in Road Period 2. We will make aligningour priorities across the organisation our default wayof working.Linking strategicplanning andservice deliveryPage 11
Our people willunderstand the role ofour assets in deliveringa service, and feelpersonally responsiblefor their part in deliveringthat service. When theyidentify something whichmay put that serviceat risk, they will takepersonal responsibilityfor making sure that it isresolved in a way thatprevents it reoccurring.Page 12
Section 3Our asset management cultureWe are building a strong asset management cultureacross the company, so all our employees and suppliersknow how they make a difference to the service weprovide to our customer. We all have a role to play in assetmanagement. Personal ownership of these activities andbringing our teams together to provide good service,is what makes us a successful asset managementorganisation – doing the right thing at the right time.We enhance our culture throughAsset management leadership: Our asset managementstrategy is framed by a commitment from our seniorleadership teams to guide the approach and thesupportive behaviours we need to be successful. Itemphasises the role that we and our supply chain caneach play in improving our performance.Asset management governance: The Executive AssetManagement Steering Group is a sub-group of theHighways England Executive Committee. It isaccountable for the implementation of our assetmanagement policy and strategy through our assetmanagement approach across the company. This groupowns our asset management development plan, whichsets out our improvement activities to deliver thisstrategy over the next five years. This plan defines howwe will clarify and strengthen the relationships betweenasset management activities, decision-making, riskmanagement and information sharing across theorganisation.Asset management ownership: This strategy reinforcesa collective responsibility for the condition andperformance of the strategic road network. To be able totake individual responsibility, we need clear roles and acommon understanding of how we work as oneorganisation. Our people are experts in their specialistfields. Good asset management connects this expertise, 15bn investmentmade in RoadPeriod 1, including 11bn of capitalexpendituresharing risks and priorities so that we deliver the servicerequired by our customers and stakeholders.We enhance our culture throughPage 13
Section 4Delivering our assetmanagement approachWe will deliver our asset management approach by developing our organisation in the six areas set out in ourasset management policy .Focusing on customer serviceWe design, build, maintain andoperate our assets to deliver alevel of service that meets theexpectations of the travelling public.Using our asset knowledge tomanage riskWe collect asset data to producethe information we need to makeinformed decisions. We understandasset risk and with our knowledgeof asset performance and cost,we make balanced interventiondecisions.Linking strategic planning andservice deliveryWe have published a long-termvision for the strategic road network,and we develop costed investmentprogrammes for the existing andforthcoming Road Period to helpdeliver our vision.Making better whole life decisionsBuilding an asset is just the start– we consider how assets will bemaintained and operated to shapetheir initial design and construction.We understand that asset decisionswe make may affect future serviceprovision.Right intervention at the right timeWe have the tools and informationto understand the existing needs ofthe asset, together with predictedfuture need. This helps us to identifyprogrammes of work to maintainasset condition and performance.Empowering and connectingour peopleWe provide clarity on our assetmanagement approach andexpectations. We enable training anddevelopment so that all our peoplehave the skills and tools they needto deliver their role at all levels ofthe company.The tasks and areas for improvement are included in our asset management development plan. These improvementprojects are owned and delivered by all parts of our organisation and are summarised on the following pages.Page 14
Focusing oncustomer serviceOur approach to asset management means thatthe way we design, construct and operate theassets is actively shaped by the needs of, andimpact on, our customers. We understand thatthe network is used by a wide range of differentcustomers with varying needs and concerns.To make sure our customers influence and canunderstand our asset management delivery, weplan to: consult our stakeholders on our assetmanagement vision and objectives, andthe programme that delivers them develop levels of service that balancecost, risk and performance, and considerboth customer and government needs communicate with our stakeholders tohelp them understand how our assetmanagement delivery plans respond totheir requirements review customer feedback to make surethat our approach to maintaining assetsresponds to their requirementsLinking strategic planningand service deliveryTo ensure that the long-term vision of thenetwork, as required by our licence and set out inConnecting the country: planning for the longterm, is delivered on the ground, we plan to: implement asset group strategies, whichtranslate our strategic objectives intoapproaches for managing specific assettypes, such as pavements, drainage andstructures introduce a new asset class steward roleto support our existing teams, to makesure major asset types are managedconsistently across the country develop a ‘national infrastructure renewalsplan’ for Highways England, to enableregional teams to develop programmesof work aligned with our strategiccommitments introduce a ‘performance managementframework’ to set out who owns each ofthe activities which support delivery of ourstrategic commitmentsUsing our assetknowledge tomanage riskPage 15
Right intervention atthe right timeTo deliver the most from our investment choiceswe must identify efficient and timely interventionson our assets. To achieve this, we plan to: further develop decision support tools – toallow us to make complex decisions aboutasset interventions, optimising cost, riskand performance refresh our renewals programmeprioritisation process so that schemeswith the most significant impact on ourobjectives are prioritised develop asset management plans thatevidence, record and share our decisionsabout asset interventionsUsing our asset knowledgeto manage riskAddressing the requirements of our licence,our approach to asset management includesplans to develop and maintain high-quality assetinformation. This improved asset informationwill allow us to better evaluate the risks to ournetwork, meaning we make more informeddecisions about the maintenance and operationof our assets. We plan to: establish clear requirements for assetdata, now and in the future understand our requirements for assetinformation systems that enable us toconsistently store, manage and accessour data in a controlled manner develop asset inventory and conditioncapture tools to obtain information morequickly and efficiently implement a risk-based approach toprioritising and justifying interventions,based on their impact on road usersMaking betterwhole life decisionsPage 16
Making better wholelife decisionsOur approach to asset management meansthat we assess whole-life cost interventionsat all stages of the asset lifecycle, ratherthan focusing on short-term or project-drivenchoices. We balance affordability with long termplanning, recognising the challenges of deliveringsustainable service now and in the future. Weplan to: review our governance processes tomake sure that they take whole-of-lifecycleconsiderations into account, considering theneeds of all our stakeholders improve our cost information so that moreaccurate whole-life cost calculations canbe madeEmpowering andconnecting our peopleOur people will deliver our asset managementapproach. To ensure that our people andstakeholders understand their related roles indelivering it, we plan to: consult our stakeholders on thedevelopment and delivery of our assetmanagement strategy and the assetmanagement development plan, and whatit means for them define the roles, responsibilities, skills andcapabilities for key asset managementpositions develop a supporting training programmeto increase the capability of our staffand improve our maturity as an assetmanagement organisation85 billion milestravelled each yearon 2% of England’sroads by lengthPage 17
Section 5Monitoring and improving ourasset management strategyDelivering asset management improvement is not a one-off task. We will establish mechanisms to review andimprove our asset management performance, and activel
Asset management is a critical component in helping us comply with our licence and the road investment strategy. The Department for Transport (DfT) sets out what we must do, and provides funding through 5-year ‘Road Periods’. The Office of Rail and Road monitors how we deliver our strategic business plan, including key performance indicators, and Transport Focus represents our customers .
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[R6] Asset management - It is recommended that Highways England continues with its whole life asset management approach for RT, aligned to ISO 55001 principles, including tactical and operational asset management processes and procedures that recognise the parti
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