This section focuses on asset management practices that underpin how the authority plans, prioritises and delivers highways maintenance. It is intended to provide confidence that decisions are evidence led, risk based and aligned to whole life value, in line with the Code of Practice for Well Managed Highways Infrastructure.
Asset Management Strategy and Policy
The questions in this section (B5.1) relate to the asset management condition set out in the 2026–27 local highways maintenance incentive funding requirements. Completion of this section forms part of the evidence required to meet this incentive funding condition.
| 5.1.1 |
Please confirm that you understand the answers provided in this section (B5.1) relate to your compliance under the 2026-27 local highways maintenance incentive funding requirements, as set out to your authority via letter to your chief executive in April and as published online. |
Yes |
| 5.1.3 |
Please provide the date it was last reviewed or updated |
January 2024 |
| 5.1.4 |
Please provide proof of the review or update. |
| |
The link for the committee report is at:
29/01/2024 - Environment, Climate Emergency and Transport Committee Report |
| |
| 5.1.5 |
If your asset management policy or strategy has not been reviewed or updated since 1 August 2024, please confirm that it will be reviewed or updated by 30 September 2027 and provide a brief timetable for doing so. |
| |
Wirral Council’s Highway Infrastructure Asset Management Policy and Strategy are currently being revised. Both documents are on the Environment, Climate Emergency and Transport Committee forward plan and are due to be presented to committee for approval in January 2027. |
Further context
| Following a review of the existing Policy and Strategy documents in Autumn 2025, a decision to delay the update was made to align the documents with the updated Well-Maintained Highways Code of Practice, due for release in September 2026, the new Wirral Council Plan and the proposed restructure of Wirral Council Highways and Infrastructure service. |
Key aspects of highways asset management approach
Asset data
This section seeks to establish whether asset management decisions are supported by appropriate and up‑to‑date condition data.
| Asset type |
Asset inventory held? (None / partial / full) |
Condition data held? (None / Partial / Full) |
| Carriageways |
Full |
Full |
| Footways and cycleways |
Full |
Partial |
| Structures |
Full |
Full |
| Drainage assets |
Partial |
Partial |
| Street lighting |
Full |
Partial |
| Traffic signals |
Full |
Partial |
Further context
| A contract has been recently awarded to periodically survey all highway gullies and record data on the condition and silt levels to then produce a risk-based cleansing schedule, ensuring maintenance operations are needs focused and provide maximum value for money. |
Asset data integration and management
This section seeks to understand the maturity of how asset data is managed and integrated to support planning and investment decisions.
Asset data integration
How is asset inventory and condition data for your key highway assets primarily managed? (please indicate one option with an X)
| Discrete spreadsheets or documents held by individual teams |
|
| Multiple digital platforms with limited integration |
|
| A single digital platform or a set of connected platforms used across the highways service |
X |
| Other (please set out in further context) |
|
Further context
| In addition to managing asset inventory and condition data on a single integrated asset management platform, we also use GIS (Geographic Information Systems) software to integrate with corporate databases and open-source data from organisations such as Ordnance Survey and the Environment Agency. We are using these varied data sources to strengthen our approach to investment prioritisation using highway asset risk indexes. |
Lifecycle planning and investment decision‑making
This section focuses on whether the authority uses lifecycle planning to inform maintenance investment decisions, rather than relying solely on reactive demand or short‑term pressures.
| ID |
Question |
|
| 5.4.1 |
Do you use lifecycle plans for carriageways to support maintenance investment decisions? |
No |
| 5.4.2 |
Do you use lifecycle plans for footways to support maintenance investment decisions? |
No |
| 5.4.3 |
Do you use lifecycle plans for structures to support investment decisions? |
No |
Evidence Summary
| Wirral Council has developed a 40-year life cycle Maintenance strategy for carriageways and are currently commissioning an Asset Management consultant to carry out lifecycle planning for carriageways, using this model, which will influence investment decisions. Lifecycle planning for structures is also being developed in-house using the SAVI toolkit, while a decision was made not to use lifecycle planning for footways at this time due to the relatively slow deterioration rate and frequency of condition surveys. In addition to informing investment decisions, lifecycle modelling information will be used to communicate maintenance challenges and opportunities to stakeholders and partners. |
This section focuses on whether the authority monitors the effectiveness of its asset management approach and uses performance information to inform ongoing investment and prioritisation decisions.
| ID |
Question |
Answer |
| 5.5.1 |
Do you have a defined set of key performance indicators (KPIs) to monitor the outcomes of your highways asset management approach? |
Yes |
| 5.5.2 |
Are these KPIs reviewed on a regular basis (at least annually)? |
Yes |
| 5.5.3 |
Are KPI trends used to inform maintenance planning, prioritisation or changes to forward programmes or investment decisions? |
Yes |
| 5.5.4 |
Have you conducted a value for money review or peer review of your service in the last 3 years |
Yes |
B5.5.5 - Evidence Summary
| We measure the success of our highway maintenance service using a range of key performance indicators (KPIs), including road condition, repair times and customer feedback. These measures are reviewed regularly and reported through our Performance Plan, which is formally reviewed every two years. Performance trends are used to help prioritise maintenance programmes and guide future investment decisions. We also participate in the National Highways and Transport (NHT) Public Satisfaction Survey and benchmark our results through the NHT Customer Quality Centre (CQC), helping us compare performance with other authorities and identify opportunities for continuous improvement and value for money. |
