This section of the transparency report provides more detailed information about our highways service.
Highway maintenance funding and spending
Where our capital funding comes from
| Funding source | 2024 to 2025 | 2025 to 2026 | Projected 2026 to 2027 |
|---|---|---|---|
| Highways maintenance capital funding allocated through DfT | £19,596,000 | £32,437,790 | £32,104,000 |
| Other DfT capital funding utilised by local authority for highways maintenance | £9,537,313 | £22,164,249 | £10,902,500 |
| Other Government capital funding allocated by local authority to Highways Maintenance | £454,215 | £2,163,156 | £1,629,000 |
| Other capital funding allocated to highways maintenance | £803,326 | £141,856 | £9,000 |
| Total capital funding allocated to highways maintenance | £30,390,854 | £56,907,051 | £44,644,500 |
More about our funding figures
We fund highway maintenance through a combination of Department for Transport (DfT) capital funding, other government funding programmes and Council resources. Funding levels can vary from year to year because of one-off allocations, externally funded programmes and the timing of major maintenance and renewal schemes.
We use capital funding to support asset renewal, resilience improvements and preventative maintenance. Revenue funding pays for inspections, routine maintenance, winter service operations and reactive repairs.
DfT Highway Maintenance Block funding remains our main source of highway maintenance investment. We allocate this funding across nine asset groups, including:
- roads
- pavements
- drainage
- structures
- street lighting
This allows us to make investment decisions based on asset condition, risk and need. Our asset management approach helps us target funding towards the highest-priority assets while also creating opportunities to invest in innovation and service improvements without affecting core maintenance programmes.
In addition to core maintenance funding, we have secured and used a range of other DfT-funded programmes to support highway maintenance, resilience and network improvements. These include:
- Local Transport Grant
- A595 Grizebeck Improvement Scheme (Major Road Network Programme)
- Safer Roads Programme
- Live Labs
- Jubilee Bridge works
- Infrastructure Recovery Programme following Storm Desmond
- Active Travel funding
- Local Electric Vehicle Infrastructure (LEVI) funding
- pavement channel programmes
The higher level of funding in 2025 to 2026 was mainly due to delivery of the A595 Grizebeck Improvement Scheme. The lower funding level in 2026 to 2027 reflects the completion of this significant one-off investment rather than a reduction in core maintenance activity.
We have also benefited from wider government funding programmes that are not directly allocated by the DfT for highway maintenance but have supported improvements to the highway network and related infrastructure. Examples include:
- the Brownfield Land Release Fund, which supported Cavendish Dock Road in Barrow
- Town Deal funding, which contributed to the Abbey Road Active Travel Scheme
- the Borderlands Inclusive Growth Deal, which is supporting the See More Lake District Dunmail to Grasmere Active Travel Route
We also invest Council resources, including prudential borrowing and other locally generated funding streams. These funding sources give us flexibility to address local priorities and support key infrastructure assets. Recent examples include investment in Windermere Ferry, which maintains an important transport link across England's largest lake and supports wider network connectivity.
By combining these funding sources, we aim to balance preventative maintenance, structural renewal, resilience improvements and innovation. This approach helps us:
- maximise the life of highway assets
- improve network condition
- reduce future maintenance liabilities
- support delivery of the Council's Highway Asset Management Strategy
- provide long-term stewardship of the highway network
Spending
Total spending
This section sets out the Council's total spending on highway maintenance. The information is provided to meet the spending requirements of the Department for Transport's (DfT) 2026 to 2027 local highways maintenance incentive funding programme.
We confirm that the information provided in this section relates to our compliance with the 2026 to 2027 local highways maintenance incentive funding requirements, as set out in the letter issued to local authorities' Chief Executives in April and published online.
| Spend type | 2024 to 2025 | 2025 to 2026 | Projected 2026 to 2027 |
|---|---|---|---|
| Capital | £36,385,315 | £47,810,267 | £51,573,000 |
| Revenue | £8,061,811 | £7,573,392 | £8,298,350 |
| Total | £44,447,126 | £55,383,659 | £59,871,350 |
Additional information on total spending figures
Capital expenditure
We use capital funding to support our long-term asset management objectives. This funding is invested in preventative maintenance, structural renewal, drainage, bridges and structures, street lighting, pavements, cycleways and network resilience improvements.
The increase in capital expenditure during 2025 to 2026 reflects additional government funding allocations and the delivery of major improvement schemes.
The projected decrease in 2026 to 2027 is mainly due to the completion of the A595 Grizebeck Improvement Scheme. It does not represent a reduction in our commitment to maintaining and improving the highway network.
Revenue expenditure
Revenue funding supports the day-to-day management of the highway network. This includes:
- safety inspections
- routine maintenance
- reactive repairs
- winter service operations
- asset management activities
- emergency response
Changes in revenue expenditure between years reflect differences in operational requirements, funding sources and the balance between revenue and capital investment.
Total highway maintenance expenditure
We continue to invest significantly in our highway assets through a combination of capital and revenue funding.
We direct investment using a risk-based asset management approach. This takes account of:
- asset condition
- safety
- resilience
- network importance
- whole-life cost
This helps us target funding where it will deliver the greatest benefit.
Strategic and local investment
We deliver investment through both strategic asset management programmes and local maintenance activities.
Strategic programmes focus on:
- lifecycle planning
- preventative maintenance
- network resilience
Local budgets support:
- planned defect repairs
- patching programmes
- drainage improvements
- road safety interventions
- community priorities
This balanced approach helps us address immediate maintenance needs while protecting the long-term value and performance of our highway assets.
Road spending by type of activity
| Road spend related maintenance type | Capital 2025 to 2026 | Revenue 2025 to 2026 | Projected capital 2026 to 2027 | Projected revenue 2026 to 2027 |
|---|---|---|---|---|
| Planned preventative road maintenance | £7,811,365 | £0 | £12,082,590 | £0 |
| Planned structural road maintenance | £21,753,509 | £0 | £15,745,725 | £0 |
| Planned road repair or patching programmes | £533,800 | £0 | £2,687,690 | £0 |
| Temporary reactive road repairs or patching | £367,470 | £619,177 | £550,350 | £802,061 |
| Permanent reactive road repairs or patching | £843,867 | £1,251,167 | £550,350 | £1,675,367 |
| Total reactive road repairs or patching | £1,211,337 | £1,870,344 | £1,100,700 | £2,477,428 |
| Other road‑related spend | £16,500,256 | £5,703,048 | £19,956,295 | £5,820,922 |
| Total | £47,810,267 | £7,573,392 | £51,573,000 | £8,298,350 |
Additional information on spending on roads by type of spend
Planned maintenance
We use a risk-based asset management approach to prioritise planned maintenance and maximise whole-life value while maintaining network condition.
We invest in preventative treatments, including surface dressing and preservation activities, alongside structural maintenance such as resurfacing, reconstruction and renewal schemes.
We have significantly increased planned road repair and patching programmes for 2026 to 2027. This supports early intervention and helps us address deterioration before more extensive structural treatments are needed.
This approach helps us:
- extend the life of highway assets
- improve network resilience
- reduce long-term maintenance liabilities
Reactive maintenance
Reactive maintenance remains an important part of our overall maintenance strategy. It helps us address safety defects and unexpected deterioration quickly.
Wherever practical, we carry out permanent repairs. We also use a range of repair techniques and materials to deliver durable and cost-effective outcomes.
This includes conventional patching as well as innovative repair methods and products that can improve repair longevity and reduce disruption for road users.
Balance of investment
Our long-term aim is to maximise the proportion of funding invested in planned maintenance activities. Planned maintenance provides better whole-life value than reactive interventions.
We also retain appropriate funding for reactive maintenance to ensure the highway network remains safe and serviceable.
We regularly review the balance between preventative, structural and reactive maintenance through our asset management process. This helps ensure investment reflects:
- network condition
- risk
- resilience
- customer priorities
Other road expenditure
Other road-related expenditure supports the effective management and operation of the highway network.
This includes:
- inspections
- asset management activities
- surveys and testing
- drainage maintenance
- resilience activities
- traffic signals
- network management
- supporting infrastructure programmes
These activities provide the information, services and supporting assets needed to maintain a safe, efficient and resilient highway network.
Highway maintenance activity
Road resurfacing and surface treatments
This table shows the extent of road resurfacing, preventative surface treatments and road repair activities completed in 2025 to 2026, together with the planned programme for 2026 to 2027.
| Financial year | Length of road receiving preventative road surface treatments | Length of road receiving planned structural maintenance | Area receiving planned repair or patching programmes | Area receiving permanent reactive repair or patching | Area receiving temporary reactive repairs or patching |
|---|---|---|---|---|---|
| 2025 to 2026 | 110.5 kilometres | 39.65 kilometres | 49,908 metres squared | 19,739 metres squared | 4,132 metres squared |
| Projected 2026 to 2027 | 113.04 kilometres | 69.88 kilometres | 51,555 metres squared | Not applicable | Not applicable |
More information on surface treatments and repairs
Table B2.1 reflects all road-related surface treatment and repair activities delivered by the Council, including pothole repairs. We use a range of maintenance treatments, from preventative measures such as surface dressing and preservation treatments to major resurfacing, reconstruction and road renewal schemes.
More context
We select treatments using condition surveys, lifecycle planning, engineering assessments and asset management principles to ensure the right intervention is applied at the right time. This approach helps maximise asset life, maintain network condition, improve resilience and deliver best value.
The lengths and areas reported are based on approved maintenance programmes and asset inventory records. Reactive maintenance areas are calculated using the number of repairs completed and an average repair size of one metre squared.
Pothole repairs
This section explains how we identify and repair potholes and other road defects. It also explains how this work supports our wider approach to highway maintenance.
We recognise that prevention is better than cure. Planned and preventative maintenance is the foundation of a well-managed highway network. By carrying out the right maintenance at the right time, we can reduce road deterioration, extend asset life and reduce the need for repeated reactive repairs.
Pothole and defect intervention criteria
Building on the information in section A3.1, the table below explains how we define potholes and other road defects. It also sets out the intervention criteria we use when assessing defects and determining whether repairs are required.
| Pothole or defect category name | Minimum investigatory or definitional threshold | Additional risk or contextual factors considered | Make safe target response time | Permanent repair target response time |
|---|---|---|---|---|
| Emergency (category E) | 40 millimetre depth | Trained highway inspectors use a risk matrix to assess defects, considering the likelihood of a defect being encountered and its potential consequences. Factors including road hierarchy, traffic levels, location, visibility, vehicle speeds and vulnerable users inform the overall risk rating and whether maintenance intervention is required. | Two hours | On the first visit wherever practicable. Otherwise, we'll make the defect safe and arrange a permanent repair. |
| Asset defect (category A) five day | 40 millimetre depth | Trained highway inspectors use a risk matrix to assess defects, considering the likelihood of a defect being encountered and its potential consequences. Factors including road hierarchy, traffic levels, location, visibility, vehicle speeds and vulnerable users inform the overall risk rating and whether maintenance intervention is required. | Five days | On the first visit wherever practicable. Otherwise, we'll make the defect safe and arrange a permanent repair. |
| Asset defect (category A) 20 day | 40 millimetre depth | Trained highway inspectors use a risk matrix to assess defects, considering the likelihood of a defect being encountered and its potential consequences. Factors including road hierarchy, traffic levels, location, visibility, vehicle speeds and vulnerable users inform the overall risk rating and whether maintenance intervention is required. | 20 days | On the first visit wherever practicable. Otherwise, we'll make the defect safe and arrange a permanent repair. |
Number of potholes filled
We estimate to have filled 23,871 potholes in 2025 to 2026. This split into:
- 19,739 permanent reactive repairs
- 4,123 temporary reactive repairs
- 502 planned repair and patching programmes
- 180 planned structural maintenance programmes
Local authorities use different criteria to identify potholes and different methods to count the number they repair or resolve. Because of this, these figures cannot be added together to produce a reliable estimate of the total number of potholes repaired across England.
Additional information on numbers of potholes resolved, by treatment type
We use the most appropriate treatment for each road defect. When deciding how to repair a defect, we consider:
- asset condition
- risk
- road hierarchy
- whole-life cost
- long-term value
Reactive repairs remain an important part of our maintenance approach. They help us keep the highway network safe and respond to individual potholes and localised defects. However, our overall focus is on preventing deterioration and extending asset life through timely maintenance.
We use reactive repairs to address defects identified through:
- safety inspections
- customer reports
- routine maintenance activities
- find and fix operations
Wherever practicable, we complete a permanent repair on the first visit. If this is not possible, we make the defect safe and programme a permanent repair at the earliest appropriate opportunity.
Where deterioration is more extensive, we use planned patching programmes to repair larger areas of road before more significant failure occurs. These planned interventions can provide a more durable, efficient and cost-effective solution than carrying out multiple isolated reactive repairs.
We use a range of repair techniques, including:
- machine patching
- hand patching
- spray injection patching
- thermal patching
- specialist repair materials selected to suit site conditions and performance requirements
We work closely with contractors, suppliers and industry partners to trial and evaluate innovative maintenance techniques and materials.
Through our specialist surface treatment contracts, we use a range of treatments, including:
- spray-applied surfacing
- mastic asphalt
- thermal repair solutions
Procurement for the 2026 to 2027 contract period is currently underway. As part of this process, we are seeking opportunities to evaluate and introduce new treatment types where they can demonstrate improvements in:
- durability
- carbon reduction
- efficiency
- safety
- value for money
Alongside reactive and patching activities, we invest significantly in preventative maintenance and road renewal programmes. These include:
- surface dressing
- preservation treatments
- resurfacing
- reconstruction
These treatments address underlying deterioration, improve network condition and reduce the future occurrence of potholes. This helps minimise the need for reactive repairs.
Sustainability is an important part of our maintenance approach. Wherever practical, we maximise the reuse and recycling of highway materials. We also work closely with our contractors to ensure suitable arrangements are in place for the storage, handling and processing of recovered materials.
We use warm mix asphalt extensively on resurfacing and maintenance schemes. This helps reduce carbon emissions associated with production and laying while maintaining performance standards.
By combining reactive repairs, innovative repair techniques, specialist surface treatments, planned patching and preventative maintenance, we aim to maintain a safe, resilient and cost-effective highway network while achieving best value from available funding.
Pothole prices
The average cost of a permanent reactive pothole repair is £90. The average cost of a temporary reactive pothole repair is £35.
These costs are estimated averages and vary depending on:
- defect size
- location
- traffic management requirements
- access constraints
- repair method
We take a proactive approach to pothole management. This includes find and fix activities, which allow multiple defects to be identified and repaired during a single visit. This improves productivity and reduces costs.
During 2025 to 2026, we attended and repaired over 23,000 potholes across the highway network.
This approach helps us:
- maximise the number of repairs delivered from available funding
- reduce disruption to road users
- maintain network safety
Defect repair quality
We set requirements for the expected longevity of:
- planned repairs and patching works
- reactive repairs completed using permanent repair methods
We use these longevity requirements when developing our material specifications and repair processes.
We regularly monitor:
- the suitability of the road interventions selected by our workforce and contractors
- the quality of the work delivered
We also systematically record information on the expected and actual longevity of repairs.
Evidence summary
We use a risk-based approach to managing road defects. This is supported by:
- defined inspection frequencies
- investigatory criteria
- response times
We monitor repair quality through:
- supervisor inspections
- scheme reviews
- contractor performance management arrangements
We select materials and repair methods to provide durable repairs that are appropriate for:
- traffic loading
- road hierarchy
- site conditions
We use information from:
- inspections
- customer reports
- repeat defects
- performance monitoring
This information helps us support continuous improvement and inform future maintenance decisions.
More information about defect repair quality
We aim to maximise the life and performance of repairs through:
- appropriate treatment selection
- robust quality assurance processes
- ongoing performance monitoring
We select repair methods and materials based on:
- the nature of the defect
- network hierarchy
- traffic loading
- site conditions
- anticipated asset life
This helps ensure the most suitable intervention is applied at each location.
We use a range of repair techniques, including:
- permanent reactive repairs
- planned patching
- resurfacing
- reconstruction treatments
We work closely with our term maintenance contractors, suppliers and industry partners to identify, trial and evaluate new materials, products and repair techniques. We do this where they have the potential to improve:
- durability
- efficiency
- safety
- value for money
We monitor repair quality through:
- supervisor inspections
- site audits
- contractor performance management processes
- reviews of repeat defects
We use information from inspections, customer reports and recurring failures to:
- inform future repair specifications
- identify opportunities for improvement
- support evidence-based decision making
We are committed to supporting innovation and sharing best practice across the highways sector. We keep up to date with developments in:
- materials
- equipment
- maintenance techniques
This helps ensure our activities reflect current industry standards and emerging good practice.
Sustainability is an important consideration. Wherever practicable, we seek to maximise the reuse and recycling of highway materials. We also work closely with contractors to ensure suitable storage, handling and processing facilities are available for recovered materials.
We use recycled materials in maintenance activities where they are appropriate and technically suitable.
Warm mix asphalt is now the default material for many resurfacing and maintenance schemes. This helps reduce carbon emissions associated with asphalt production and laying while maintaining required performance standards.
Through quality assurance, innovation, sustainable construction practices and continuous improvement, we aim to:
- deliver durable repairs
- optimise asset life
- achieve best value from available maintenance funding
Maintenance of highway structures
This section provides information about the highway structures managed by the Council and the inspection programme completed during 2025 to 2026.
Highway structures
The Council is responsible for 2,385 highway structures.
Of these, one structure had interim measures applied in accordance with CS470.
During 2025 to 2026:
- 639 structures were due a General Inspection in accordance with CS450
- 635 General Inspections were completed
- 18 structures were due a Principal Inspection in accordance with CS450
- 16 Principal Inspections were completed
Read more information about bridges and structure projects
Asset management strategy and policy
This section shows how we comply with the 2026 to 2027 Local Highways Maintenance Incentive Funding Requirements. These requirements were set out in a letter issued to local authority Chief Executives in April and published online.
Download our Highway Asset Management Strategy (PDF , 7.8MB)
The strategy was last reviewed and updated on 21 January 2025.
The Council's Highway Asset Management Strategy 2025 to 2029 was reviewed during 2024 and progressed through the Council's internal governance process. Cabinet approved the strategy on 21 January 2025.
As the strategy was reviewed and approved in January 2025, the requirement to confirm a review or update by 30 September 2027 does not apply.
We've established a structured asset management framework that includes:
- the Highway Asset Management Strategy 2025 to 2029
- the Highways Asset Management Plan (HAMP)
- Lifecycle Plans
- performance frameworks
This framework helps ensure investment decisions are:
- evidence-based
- risk-informed
- aligned with the Council's long-term strategic objectives
- aligned with service priorities
Asset data
The following sections provide information about how we apply asset management principles across key areas of the highway service. This helps demonstrate how we use recognised asset management practices to support investment decisions and manage highway assets effectively.
| Asset type | Asset inventory | Condition data |
|---|---|---|
| Roads | Full | Full |
| Pavements and cycleways | Full | Full |
| Structures | Full | Full |
| Drainage assets | Partial | Partial |
| Street lighting | Full | Full |
| Traffic signals | Full | Full |
More information about asset data
We continue to improve asset inventory and condition information across all highway asset groups.
We maintain comprehensive digital records for:
- roads
- structures
- street lighting
- traffic signals
Vaisala RoadAI surveys provide network-wide condition and defect information and help update asset inventories, particularly for traffic signs.
Trained highway inspectors carry out visual inspections, which provide local verification and risk-based assessments of asset performance.
We use KaarbonTech to support drainage asset management. This includes:
- asset inventories
- inspection records
- maintenance records
This helps improve the quality and accessibility of drainage data.
Together, these data sources provide a strong evidence base to support:
- asset management
- lifecycle planning
- risk-based decision making
- prioritisation of investment across the highway network
Asset data integration and management
This section explains how we manage and integrate asset data to support planning and investment decisions.
We manage asset inventory and condition data through a single digital platform and a range of connected systems used across the highways service.
We primarily manage highway asset information through a Highways Infrastructure Asset Management System (WDM HIAMS) and a range of connected digital platforms.
These systems support:
- asset inventories
- inspections
- works management
- performance reporting
We continue to improve integration between our systems. This helps improve:
- data quality
- operational efficiency
- evidence-based decision making
Our approach supports:
- whole-asset management
- lifecycle planning
- investment prioritisation
Read about the WDM HIAMS software at wdm.co.uk
Lifecycle planning and investment decision making
This section explains how we use lifecycle planning to support maintenance investment decisions. This helps ensure investment is based on long-term asset needs rather than only reactive demand or short-term pressures.
We use lifecycle plans to support investment decisions for:
- roads
- pavements
- highway structures
Evidence summary
Lifecycle plans help us make evidence-based decisions about maintaining, renewing and improving highway assets. They also support our asset management approach by helping us target investment where it will deliver the greatest long-term benefit.
Performance monitoring and continuous improvement
We have a defined set of key performance indicators (KPIs) to monitor the outcomes of our highways asset management approach.
These KPIs reviewed on a regular basis.
We use KPI trends to inform:
- maintenance planning
- prioritisation
- changes to forward programmes
- investment decisions
We have reviewed our service for value for money in the last three years.
Evidence summary
We monitor a range of performance indicators relating to:
- asset condition
- safety inspections
- defect response times
- maintenance delivery
- customer service
We review performance regularly and use the results to inform maintenance planning and investment decisions.
We use lessons learned from:
- delivery programmes
- condition trends
- customer feedback
These lessons help support continuous improvement across the highways service.
We have also carried out a comprehensive review of our asset management and procurement arrangements. This review assessed current delivery models and identified opportunities for improvement.
The findings are helping to inform:
- future service development
- procurement strategies
- operational efficiency across the highways service
Maintaining pavements and cycleways
We use a defined pavement hierarchy based on function and usage levels. This supports a risk-based approach to inspection frequencies and maintenance programmes.
For 2026 to 2027, we have earmarked:
- 18.47km of pavements for structural maintenance, reconstruction or renewal
- 9.85km of pavements for preventative maintenance treatments
Priority pavements and cycleways are included in our winter service activities, such as gritting and snow clearance. They are also included in routine programmes to keep them clear of overgrown vegetation and debris.
For 2026 to 2027, we plan to carry out structural maintenance or reconstruction on 3.4km of cycleways that are not covered by our road or pavement maintenance programmes.
We do not plan to carry out preventative maintenance treatments on cycleways that are not covered by our road or pavement maintenance programmes.
More information about maintaining pavements and cycleways
We manage pavements and cycleways using a risk-based asset management approach. It follows the principles of well-managed highway infrastructure.
We base inspection frequencies, maintenance activities and investment priorities on:
- asset hierarchy
- usage
- condition
- risk
Our 2026 to 2027 programme includes approximately:
- 18.47km of structural pavement maintenance
- 9.85km of preventative pavement maintenance
- 3.4km of cycleway improvements
Where appropriate, priority routes are included in:
- winter service activities
- routine vegetation management programmes
The reported lengths are based on approved programmes. Some lengths are derived from scheme areas using average asset widths.
Evidence summary
We use a defined pavement hierarchy to support a risk-based approach to:
- inspections
- maintenance
- investment decisions
We use the following information to identify and prioritise maintenance needs:
- condition data
- safety inspections
- asset inventories
- customer reports
For 2026 to 2027, our approved programme includes approximately:
- 18.47km of structural pavement maintenance
- 9.85km of preventative pavement maintenance
- 3.4km of cycleway improvements associated with active travel infrastructure schemes
Where appropriate, priority pavements and cycleways are included in:
- winter service activities
- routine vegetation management programmes
The reported lengths are derived from approved maintenance and capital programmes.
Drainage
14% of drainage maintenance expenditure will be spent on reactive maintenance. Such as responding to incidents or asset failures.
86% of drainage maintenance expenditure will be spent on planned maintenance. This includes routine, cyclical and risk-based activities.
We use a digital drainage management platform that includes:
- asset inventories
- inspection history
- sensor data
- risk scoring
We also maintain records of locations where drainage issues are known to cause or contribute to:
- road deterioration
- surface water ponding
We're working with Kaarbontech to develop and trial innovative technology across the highway drainage network.
The project is exploring the use of sensors to:
- provide real-time asset performance data
- provide real-time condition data
- support risk-based maintenance planning
- support investment decisions
This information will help us prioritise drainage maintenance based on asset performance and network need, rather than road hierarchy alone.
Read our Kaarbontech case study at kaarbontech.co.uk
Evidence summary
We maintain a digital drainage asset inventory and inspection record within our asset management systems.
We record drainage defects identified through:
- highway inspections
- customer reports
- flooding investigations
- routine maintenance activities
We prioritise defects based on risk.
We monitor locations where flooding and surface water ponding are known issues. We use this information to inform maintenance programmes and investment decisions.
We carry out both planned and reactive drainage maintenance. We develop maintenance programmes using:
- historic issues
- asset condition
- network hierarchy
- operational risk
We use this information to support service planning and the development of annual drainage maintenance programmes.
More information about our approach to drainage asset management
We use a risk-based approach to drainage asset management.
We identify priorities using:
- routine maintenance activities
- inspections
- customer reports
- local knowledge
We monitor locations with recurring:
- flooding
- surface water ponding
- drainage-related deterioration
We consider this information when developing maintenance programmes.
We continue to update drainage records to support targeted investment and improve network resilience.
We are also working with Kaarbontech to explore the use of sensors within the drainage network.
Real-time condition and performance data will help us:
- inform maintenance decisions
- target resources towards assets presenting the greatest need or risk
Skills and training
We have an up-to-date training and development plan for staff responsible for highways asset management.
We support professional development through recognised professional training schemes, including those provided by organisations such as:
- the Institution of Civil Engineers (ICE)
- the Institution of Highway Engineers (IHE)
We contribute towards the cost of professional membership and professional development where required for relevant highways roles.
We employ a professionally qualified engineer with responsibility for the management of highway structures. This expertise is provided either in-house or through contracted arrangements.
We define competence requirements for key highways asset management roles and take steps to address any identified skills gaps through training, development and contractual arrangements where appropriate.
We also support early career development through a range of opportunities, including:
- apprenticeships
- traineeships
- pre-apprenticeship programmes
- sponsored qualifications, such as HNCs, HNDs, degrees and MScs
- graduate development schemes
Evidence summary
We maintain an up-to-date approach to training and development for highways asset management staff.
We support continuing professional development through recognised professional institutions.
A number of employees hold memberships with organisations such as ICE, IHE, and the Chartered Institution of Highways and Transportation (CIHT).
Professional memberships are funded by individuals. We support attendance at:
- continuing professional development (CPD) events
- technical training
- professional development activities
We define competence requirements for key roles, including professionally qualified engineers responsible for highway structures.
We build capability, address skills gaps and support succession planning using:
- apprenticeships
- graduate development opportunities
- contractor-led training
More information about skills and training
We support early career development through our corporate apprenticeship programme, including opportunities in highways maintenance and civil engineering.
Apprentices gain practical experience across a range of highways disciplines. This helps develop future technical and operational professionals.
We work closely with contractors and supply chain partners to promote:
- skills development
- knowledge sharing
- collaborative learning
This includes CPD, product awareness and carbon-efficiency training delivered with partners including Kiely Bros and Heidelberg Materials.
Training covers:
- surface dressing
- surfacing materials
- construction techniques
- sustainable maintenance practices
We identify training requirements and career development opportunities through the Council's Let's Talk process.
Learning opportunities include:
- site visits
- supplier events
- dedicated skills days
A recent example is a collaborative training and skills event with Multivo. This gave staff practical exposure to emerging technology and innovation in highway asset management.
Adapting roads to withstand climate pressures
Environmental factors can affect asset condition, performance and resilience. These include:
- heavy rainfall
- prolonged periods of heat
- freeze-thaw cycles
- storms and other extreme weather events
We've updated our asset management policy and strategy to reflect this.
We've also identified a resilient network and agreed this with senior decision-makers. The resilient network was last updated on 3 April 2023.
We formally record locations that are repeatedly affected by extreme weather, including flooding, storms and other weather-related impacts.
To improve network resilience, we currently use:
- targeted drainage upgrades and maintenance
- natural flood management and sustainable drainage systems (SuDS)
- targeted slope stability, ground stability and landslip mitigation measures
- an appointed adverse weather manager
- heat-resilient materials or surface treatments
We have not implemented:
- tree planting or shading for heat management
We have measured and benchmarked greenhouse gas emissions from our highways maintenance service using a recognised industry standard.
We've also engaged with the DfT-funded ADEPT Live Labs 2 Programme. This is to understand how to improve operational efficiency and support decarbonisation across the service.
Evidence summary
Climate resilience is a key part of our asset management approach.
We monitor locations affected by:
- flooding
- scour
- landslips
- other weather-related impacts
Where appropriate, our maintenance and renewal programmes include:
- targeted drainage improvements
- resilience measures
- slope stabilisation works
We take the increasing impact of extreme weather on network performance and reliability into account when making investment decisions.
We have successfully measured and benchmarked greenhouse gas emissions. This is as part of the ADEPT Carbon Leadership Programme.
We are reviewing the findings to identify opportunities to reduce carbon emissions. We are also exploring ways to strengthen carbon management within highways planning and service delivery.
More information about resilience activities
Westmorland and Furness has an extensive rural highway network. This network is exposed to:
- flooding
- landslips
- coastal influences
- increasingly frequent severe weather events
We maintain records of known resilience hotspots and use this information to inform:
- inspections
- maintenance programmes
- capital investment programmes
To improve network resilience and reduce the impacts of extreme weather, we carry out:
- targeted drainage improvements
- culvert maintenance
- embankment stabilisation works
- bridge works
As part of our highway hierarchy review, we are undertaking a resilience network review. This will help us better understand the effects of current and future climate pressures on key transport routes.
This work includes assessing the resilience of critical structures and bridges on the strategic network. The findings will support future investment and risk-based asset management decisions.
We continue to strengthen our asset management and lifecycle planning approaches to respond to changing weather patterns and emerging climate risks.
A comprehensive MetDesk climate review has informed our winter service and wider adverse weather arrangements. This helps ensure forecasting and operational planning reflect changing climate trends.
We use enhanced weather intelligence to support operational decision-making and resilience planning, including:
- expanded forecasting domains
- rainfall forecasting
- WX Horizon road surface temperature forecasting
- a network of 17 strategically located weather stations
Together, these measures help ensure the highway network remains resilient, adaptable and better prepared for future climate challenges.
Innovation
Our procurement and contracting approaches encourage and reward innovative practice.
We regularly review innovative materials and maintenance techniques. Where they are proven to be effective, we incorporate them into day-to-day highway maintenance activities.
We trial new innovations. We share the findings publicly or through professional networks.
Evidence summary
We actively promote innovation across the highways service through the adoption of new technologies, materials and ways of working.
We maintain a dedicated annual innovation fund through the highways budget. An internal bidding process allows teams to apply for funding to deliver innovation trials and pilot projects.
Recent initiatives include:
- AI-enabled road condition surveys
- smart drainage monitoring
- lower-carbon construction materials
- digital asset management improvements
We work closely with contractors, suppliers and industry groups, including the LCRIG North West Materials Group, to evaluate emerging technologies and share learning.
Where appropriate, successful innovations are incorporated into day-to-day service delivery.
More information about innovative activities
Innovation is an important part of our asset management approach. It supports improvements in:
- safety
- efficiency
- sustainability
- customer service
We maintain a dedicated annual innovation fund. This allows officers to submit business cases for trial projects and evaluate new technologies, materials and delivery methods before wider implementation.
Current initiatives include:
- climate resilience studies
- AI-enabled condition surveys
- carbon reduction measures
- smart asset monitoring
- alternative surfacing materials
- electric plant and equipment trials
- service improvements
We review the outcomes of these initiatives and share learning across the service. This helps ensure lessons learned inform future investment decisions and operational practices.
Examples of innovations that we've adopted
Materials and treatments
Over 10 years, we've worked with our surfacing contractor to develop and implement an innovative single-layer asphalt solution. This is based on an asphalt concrete specification.
The material is designed to provide the performance of a conventional surface course while being laid in a single layer of up to 120mm depth, depending on aggregate size and design requirements.
This approach is beneficial on our extensive rural road network. Traditional resurfacing would require separate binder and surface course layers. The single-layer solution allows schemes to be completed in a single paving operation, reducing construction time and disruption.
Benefits include:
- improved structural performance of the road
- reduced material wastage through retention of existing construction
- fewer construction vehicle movements to and from site
- reduced plant movements on site
- shorter road closures and less disruption to road users
- compatibility with warm-mix production methods, helping to reduce embodied carbon
During 2025 to 2026, we delivered 23 surfacing schemes using this approach. Approximately 17,400 tonnes of material were laid across the highway network.
Other material innovation activities include:
- warm-mix asphalt
- bio-binder trials
- low-carbon surfacing solutions
- the Alston Carbon Exemplar project
We have also participated in the ADEPT Live Labs 2 programme through innovative street lighting trials in Ambleside.
This work explored:
- lower-height lighting columns
- directional lighting focused on pedestrian routes
The approach aims to:
- provide lighting where it is needed most
- reduce energy consumption
- lower carbon emissions
- minimise light pollution
- simplify future maintenance through lower and more accessible column heights
Digital and data
We continue to increase the use of digital technologies to support evidence-based asset management and maintenance decisions.
We use AI-enabled road condition surveys alongside traditional condition data to provide enhanced network intelligence and support maintenance prioritisation.
We have a long history of innovation in this area. This includes participation in the DfT-supported Digital Inspector trial before the Covid-19 pandemic.
We now use Vaisala RoadAI, which is PAS2161 compliant, to support highway inspections.
Video surveys and artificial intelligence help trained highway inspectors by:
- identifying road condition issues
- collecting inventory information on signs
- collecting inventory information on road markings
- collecting information on other highway assets
We have also participated in beta testing of emerging Vaisala technologies, including automated pothole detection tools. These tools are now used to supplement inspector observations.
Digital asset management systems combine:
- inspection information
- condition information
- maintenance information
- performance information
This supports improved lifecycle planning and investment decisions.
We are also trialling smart drainage monitoring technology to provide real-time asset condition and performance information.
We continue to work with Vaisala to explore connected vehicle data and assess how emerging datasets may complement:
- SCANNER data
- SCRIM data
- road safety information
Winter service innovation has also been strengthened through a comprehensive climate and weather review carried out with MetDesk.
This review informed:
- the redesign of forecast domains
- an increase in the number of weather domains across the Council area
We now operate a network of 17 strategically located weather stations, including:
- paired high and low altitude locations
- battery-powered sensors
Enhanced forecasting includes:
- rainfall prediction
- improved road condition forecasting
- WX Horizon road surface temperature forecasting
We also use Stormchain, a dedicated incident and severe weather recording system, to improve:
- situational awareness
- incident management
- post-event learning
We have further strengthened organisational resilience through participation in "Worst Day Ever" emergency planning exercises.
Vehicles, plant and equipment
We are exploring the use of:
- lower-emission vehicles
- electric plant
- electrically powered construction equipment
This work supports the reduction of carbon emissions associated with highway maintenance activities.
Trials of electric plant and paving equipment are being undertaken alongside wider fleet decarbonisation initiatives.
Working with our Corporate Fleet Service, we are reviewing the pool vehicle fleet to identify opportunities to reduce vehicle emissions while maintaining operational capability.
We are also reviewing depot infrastructure and electrical capacity requirements. This is to support the future expansion of electric vehicle charging facilities.
Additional innovation includes the use of specialist maintenance equipment and treatment techniques designed to:
- improve productivity
- reduce intervention times
- minimise disruption to road users
Delivery and process innovation
We use a collaborative delivery model that encourages innovation from both internal teams and external partners.
A dedicated innovation funding process allows officers, service teams and contractors to submit proposals for:
- innovation trials
- service improvements
Innovation extends beyond materials and technology to include operational resilience and emergency planning.
We have implemented Stormchain as a dedicated platform for recording and managing incidents, including severe weather events affecting the highway network.
This supports:
- real-time information sharing
- improved coordination
- post-event learning
We have also undertaken a resilience "worst day" exercise involving duty officers and partner organisations. This tested:
- emergency response procedures
- decision-making processes
- service continuity arrangements
We are evolving procurement arrangements to support a mixed-economy delivery model that combines internal resources with specialist contractor expertise.
This approach:
- encourages market innovation
- increases flexibility
- provides opportunities to trial new techniques, materials and delivery methods
We actively encourage contractors, suppliers and delivery partners to propose innovative materials, technologies and ways of working through:
- regular engagement
- contract management arrangements
- collaborative trial projects
Successful initiatives are evaluated and, where appropriate, incorporated into future programmes and specifications.
Examples include:
- smart traffic signal technologies
- innovative patching techniques
- specialist surfacing treatments
- carbon reduction projects
Workforce and capability
We recognise that innovation depends on a skilled and capable workforce.
Officers engage with regional and national innovation networks, including:
- ADEPT
- LCRIG
- Live Labs programmes
We also contribute to national industry development through involvement with professional bodies, including representation on the IHE Highway Inspectors Board.
Training initiatives include:
- carbon literacy training
- professional development activities
- knowledge-sharing events delivered with contractors, suppliers and industry partners
We actively encourage professional membership and development through organisations such as:
- IHE
- ICE
- CIHT
- IPROW
Formal training plans support workforce development across the highways service and help staff remain aware of:
- emerging technologies
- changing industry practices
- opportunities to improve service delivery
We have also established governance arrangements to ensure:
- innovation trials are evaluated
- lessons learned are captured
- proven solutions are incorporated into future service delivery
Working with utility companies to reduce disruption to road users
We routinely monitor and enforce the quality of utility works as part of our street works management activities.
We have completed a senior-endorsed assessment to determine whether a lane rental scheme would be suitable for our area.
We seek input from utility companies when developing highway maintenance programmes. This helps us coordinate works and reduce disruption to road users.
We have carried out and published a permit scheme evaluation within the last three years.
We have also completed a traffic-sensitive review within the last three years.
Evidence summary
Between April 2025 and March 2026, we completed 14,250 street works inspections. This resulted in 3 prosecutions for non-compliance.
We routinely monitor utility works through:
- inspections
- permit processes
This helps ensure compliance with statutory requirements and quality standards.
We hold regular coordination meetings with utility companies and internal teams to:
- minimise disruption
- identify opportunities for collaborative working
We reviewed the permit scheme in 2023. A further review is planned for 2026.
We have also completed a senior-level assessment of a lane rental scheme as part of wider network management considerations.
Find more information about our permit schemes
More information about working with utility companies
We work closely with utility companies, developers and internal highway teams to coordinate activities and minimise disruption to road users.
We consult utility companies when developing highway maintenance programmes. This helps identify opportunities for collaboration and avoid conflicts on the network.
Phase one of the Traffic Sensitive Network Review was completed in 2026. Phase two is currently being delivered in partnership with GeoPlace.
This review helps ensure traffic-sensitive designations remain focused on routes where disruption would have the greatest impact. It also helps inform future network management decisions.
Find more information about our street works permit scheme
Contract management and commercial assurance
We retain in-house technical expertise to independently assess maintenance interventions proposed by contractors.
We routinely analyse actual unit costs for core highways maintenance activities delivered under contract. This includes activities such as road surface treatments and pothole repairs. We compare this information against benchmarks and historic performance.
We use defined KPIs to monitor highways maintenance contracts. We actively monitor these KPIs to manage contract performance.
We support permanent repairs being completed on the first visit wherever it is safe and appropriate to do so.
Evidence summary
We periodically assess contract rates and costs against:
- historical data
- market benchmarks
This helps us ensure value for money.
We use defined contract KPIs to monitor:
- performance
- quality
- delivery
Our contract management arrangements support:
- robust governance
- quality assurance
- continuous performance improvement
More information about contract management
We use an informed client approach and maintain suitably qualified in-house technical staff.
This allows us to:
- oversee contractor activities
- scrutinise contractor recommendations
- challenge proposals where required
This provides independent assurance that maintenance interventions are:
- appropriate
- cost-effective
- aligned with asset management objectives
We monitor commercial performance through periodic reviews of:
- rates
- costs
- contractor performance
This is particularly important where opportunities for market testing are limited.
We regularly review contract KPIs and use them to drive service improvement and ensure expected outcomes are achieved.
Reactive road repairs are delivered through specialist patching contracts that aim to provide permanent repairs on the first intervention wherever practicable.
While there are no specific financial incentives for single-visit repairs, the contract specification, performance measures and quality requirements support an approach focused on:
- durable repairs
- minimising repeat visits
This contributes to:
- improved network resilience
- more efficient use of resources