Unsupported Screen Size: The viewport size is too small for the theme to render properly.

Highways UK

Maximising the ‘co’ in collaboration at Highways UK

Maximising the ‘co’ in collaboration at Highways UK

Why should we – what’s at stake?

For this week’s behind the scenes blog for the Local Authority Hub at Highways UK on 6-7 November 2019, I’m exploring this question with Ashley Prior FCIHT, Head of Highways Services at Solihull Metropolitan Borough Council.

Ashley reflects on his experience with the team at Proving Services, who run the Future Highways Research Group, at Cranfield University. Solihull Council is a member of the group, and have been using the tools that the team have developed to improve value for money in highways contracts.

Ashley begins: ‘In my previous experience, I had built trust and respect and maximised the input from the contractor and supply chain – seamlessly as one, using Early Contractor Involvement (ECI), which we had termed walk, talk and build.

So when I joined Solihull Council as Head of Highways, I was surprised to find issues between the client and the contractor, and the contract was not delivering to its full potential.

What did this look like?  Sniping, blame, over-promising, under delivery, incorrect treatments, no challenge, duplication – “we’d better do it as they won’t bother” – late bills, poor communication, invoices in dispute.

I naively thought I could correct this through the application of my previous experience in early engagement, walk, talk and build projects (where members of both team meet on site to plan to design and delivery of the project). My style was: “we’ll just talk to them and sort it out” ! Unfortunately this didn’t work. I thought to myself: “you’ve agreed on site, how can it go wrong”? “Aren’t you talking”?

It was clear that my instinctive approach to building trust was not working for all and that we were going to need some structure and some leadership bravery to try something new’.

Ashley explains that the book ‘Tribes’ by Seth Godin was invaluable in helping to understand the benefits of creating connections with those from inside and outside our own teams, and that this should be the primary aim of any organisation seeking to improve. He explains that it’s about making connections across networks and realising that these are fundamentally about people – trust, respect and communication.  Our effectiveness is borne of the links we create at all levels both within and beyond our own organisations.

Does this feel familiar?

I wonder how much of Ashley’s experience feels familiar to you? As a sector we are aware we could do much better at collaborative styles of working. Many attempts have been made, through various working groups, reports, guides, standards and policies to integrate these needs into practical on-the-ground approaches.

But many readily accept we haven’t achieved as much as we need to, deeply or quickly enough.

We are, after all, working to change decades of mindsets and mentalities, across many organisations, whilst delivering business as usual, and adjusting to shifting political and cultural priorities.

Here is a classic example: We (the client) have decided we need a large, all encompassing contract which takes 2 to 3 years to set up and cost millions of pounds to prepare. The contractors have vast resources which we make scant use of.

We no doubt think of contractors – ” the last lot weren’t much good – these are bound to be better”

But why should this be when we are all still the same, with our same attitudes and tendencies to keep things close to our chests!

How would you solve it?

Now, back to Ashley’s experience in Solihull. How did he solve it? Proving Services have created a series of tools that help the Future Highways Research Group members to improve aspects of contract performance around efficiency, effectiveness and aligning to strategic goals.

Ashley explains: ‘The elephant in the room was that each team did not appreciate the other’s worlds and their primary objectives. The mutuality approach developed by Proving Services built on their successful analysis of what makes a good contract, with all its associated inputs and outcomes. The same approach of identifying core factor sets had been applied to mutuality and this allowed both leadership teams to jointly review the current status of the contract.

The specific factor set for mutuality includes things like: communication, trust, joint messaging, mobilisation and decommissioning. Each factor is considered and scored in terms of level and confidence. The lower scores tend to jump out and provide a starting point.

We agreed the top themes which included roles, responsibilities and accountabilities, communication  ,behavioural competencies and trust indicators and then scheduled workshops to follow.

Meetings were hosted by a nominated impartial officer and included representatives at different levels from either side.

Over a number of sessions the relationship improved and the last one I attended was very positive and honest, with good feedback from both parties – few complaints, and good quaility work. Not perfect, but certainly improving.

We are working together over the coming years to improve the contract through the establishment of a Service Improvement Plan which has agreed objectives for each year of the contract; we also have an innovation forum and share apprentices through an agreed training programme.


Join Ashley Prior (Solihull Metropolitan Borough Council) and Andy Perrin (Proving Services) live at the Local Authorities Hub at Highways UK, on 6 November 2019, to learn more about the Ashley’s experience, Proving Services tools, and share your experiences of building more effective collaborative teams with your supply chains. 

Tickets are free, and attendance is accredited for CPD by CIHT. See what else is available for Local Authorities, and secure your place today.

[image credit: “Hyman Pyramid” by lamped is licensed under CC BY-NC-SA 2.0 ]

Are you ready for an emergency? Find out at Highways UK

Are you ready for an emergency? Find out at Highways UK

In this week’s blogpost, I catch up with the John Lamb and Dom Donnini representing LGTAG, and Sarah Reeves from TRL, who are helping local highway authorities develop better on-the-ground responses to emergency situations. Join them at Highways UK on 7th November 2019 through this three-part series:

  • 10:25-10:40, Jacobs Theatre, John Lamb ‘A new sector response to climate change’
  • 11:50-12:05, Burges Salmon stage, Nigel Riglar, ADEPT ‘Helping local authority highways teams better understand and respond to climate risks’
  • 13:15-14:00, Local Authority Hub, this session (Are you ready for an Emergency?) with John Lamb, Dom Donnini and Sarah Reeves

LGTAGs immediate past president John Lamb starts by setting the scene:

‘The winter of 2015-16 was marked by a series of severe weather events that, over the course of the winter, were to record £1.6Bn of physical and economic damage. Cumbria was inundated even before storm Desmond hit in early December; West Yorkshire was likewise already recording saturated ground conditions and localised flooding in advance of Storm Desmond on Boxing Day.

Colleagues in Lancashire saw Chinooks called in to repairs river walls in Croston whilst troops were also deployed in North Yorkshire with the collapse of Tadcaster Bridge becoming a sad poster image of modern weather impacting historic assets.

Teams worked tirelessly to respond.  The rebuild was only completed during 2018-19 and some bridges in Lancashire remain closed as debate continues on whether Preston City Council or County Council are liable; communities still losing out years on.’

With first-hand experience of responding to severe flooding in Calderdale, it’s clear John is passionate about sharing his experience and knowledge to help other local authorities and response teams deal with these sorts of situations.

‘Don’t be complacent’ says John.  ‘Just because you had a flood a few years ago, does not mean ‘the big one’, or simply ‘a bigger one’ won’t land again soon.  It is the intensity and frequency of severe weather that will catch many local authorities off-guard.  2019 had the hottest July ever followed by record flooding in key counties and the 7th wettest August in over a century.’

Reviewing historic events and responses prior to current work has shown a long-term trend of increased intensity and increased collateral damage and community severance. Working with DfT, independent research has been commissioned and recommendations have been formed to help Councils re-appraise how they need to prepare. That report is subject to official approval, however, selected senior Council Directors with recent experience are now reflecting on the findings as part of a ‘Task & Finish’ review into how Council teams must become more aware and better equipped.


Communication, co-ordination, collaboration

Dom Donnini, who was Director of Highways Infrastructure and Property in Cumbria County Council during Storm Desmond and a whole series of other incidents, says that better collaboration and co-ordination between Highways England, the Police and Local Authorities is vital. In one instance, a decision was made outside of the Local Resilience Forum, to close the M6, and not consult with the neighbouring local highways authorities onto who roads the traffic was diverted. Without knowledge of the conditions on the local network, such as floods, closures and diversions, not only does additional traffic add to congestion, in such circumstances as severe weather events it could also lead to personal safety risks for drivers and others.’

I asked Dom what he thought the secrets to success of good stakeholder management were. He says ‘to be good at it, we need:

  • to take complex concepts and turn them into simple to understand messages
  • someone to sit down with an engineer to understand what they are trying to achieve and why
  • to be able to translate this for different audiences, so that it makes sense to and helps them.

A core part of this is the need to make more effective use of social media. Take the example, says Dom, of recording and sharing footage of bridge abutments from diver surveys which clearly showed people what the problem was [scouring from floodwaters undermining the foundations]. That is powerful, and makes it much easier to explain why the bridge was closed.’

I ask Dom whether he thinks there’s any way to help improve our stakeholder engagement skills?

‘Yes, I think so’, says Dom. He continues ‘I think the answer is to leverage the Tier 1 suppliers who work with both Local Authorities and Highways England; to help them to improve their stakeholder engagement skills amongst their staff.’


The role of multi-agency partnerships

Co-ordination and co-operation in the event of civil emergencies is already co-ordinated through the Local Resilience Forums (LRF’s) which are multi-agency partnerships made up of representatives from local public services, including the emergency services, local authorities, the NHS, the Environment Agency and others. These agencies are known as Category 1 Responders, as defined by the Civil Contingencies Act.

LRFs are supported by organisations, known as Category 2 responders, such as Highways England and public utility companies. They have a responsibility to co-operate with Category 1 organisations and to share relevant information with the LRF. The geographical area the forums cover is based on police areas.

LRFs also work with other partners in the military and voluntary sectors who provide a valuable contribution to LRF work in emergency preparedness.

The LRFs aim to plan and prepare for localised incidents and catastrophic emergencies. They work to identify potential risks and produce emergency plans to either prevent or mitigate the impact of any incident on their local communities.

A key finding of recent analysis is that Highways Authorities must themselves take a leading role in understanding the new and growing risks affecting our transport networks. Recent events have shown that there are many examples where transport systems have been affected in ways that LRF’s have not yet fully started to understand, plan for, and practice against.

How well do you know your Local Resilience Forum?

Incentivising improvements in resilience

Five years on from the Transport Resilience Review in 2014, and the occurrence of subsequent extreme weather events, infrastructure failures and security incidents costing lives and millions of pounds in damage to property, businesses and infrastructure, Resilience Shift (funded by Lloyds Register Foundation and supported by Arup) commissioned a Resilience Primer for Roads (along with a sister document for Rail) written by TRL and published in May 2019.  It states:

‘Resilience in infrastructure systems is the ability to prepare for identified shocks and stresses, to respond to and recover positively from those events that you cannot predict or avoid, and adapt to changing conditions. Resilience must focus on the ability of the system to continue to function, considering technical resilience alongside community and organisational resilience.’

Sources of disruption affecting local highways and the wider road industry are identified in the Primer for Roads as:

  • planned events (Olympic Games, G8 Summit, HS2, and disruption caused by major infrastructure and house building schemes)
  • unplanned events (extreme weather, infrastructure failure / damage, civil unrest, terrorism incidents, major transport hubs closed)
  • new trends (changes to technology/mobility models and the climate)

The Roads Primer provides examples and recommendations on how to incentivise resilience across the value chain, so that consideration of resilience is embedded within the industry. The Primer discusses the challenges, highlights good practice across the UK and internationally, and provides a 6-step model identifying opportunities for achieving critical mass in resilience:

TRLs Sarah Reeves will provide an overview of the objectives and key recommendations of the resilience primer. She will also share some of the approaches to incentivising resilience identified, including findings from other countries which are transferable to the UK local authority context.

The DfT-commissioned research of Resilience and Response was developed alongside the Resilience Shift Primer for roads.  It is expected that when the former is published, the key findings of both will be essential complementary building blocks in thinking differently about the nature and scale of how we make our networks more resilient.


Join John Lamb, Dom Donnini (LGTAG) and Sarah Reeves (TRL) live at the Local Authorities Hub at Highways UK, on 7 November 2019, to learn about the guides, tools and support services being developed to help local authorities cope with emergency situations, and share your experiences. 

Tickets are free, and attendance is accredited for CPD by CIHT. See what else is available for Local Authorities, and secure your place today.

[image credit: Dom Donnini]



Learning about Permitting – at Highways UK

Learning about Permitting – at Highways UK

Continuing my series of blogposts exploring the background behind the sessions on the Local Authority Hub at Highways UK on 6-7 November 2019, this week takes me into the world of permitting, courtesy of Jeff Elliott, Highways Network Manager at West Sussex County Council and co-chair of the South East Highways And Utilities Committee (SE HAUC).

I started our chat not knowing much about permitting, so I asked Jeff to explain the basics to me. It soon became clear why Jon Munslow — Head of LGTAG National Highways Asset Management Board — recommended this topic, and why Jeff’s insights are so relevant for Local Authorities right now.

Jeff will be sharing his experiences and answering your Permit Scheme questions on the Local Authority Hub (stand G50) at Highways UK on 6th November 2019. Jeff’s session fits into a three-part series starting at 11:15am with DfT’s Street Manager team, followed by Jeff on Permitting, and then Elgin and team on the new live road closure service from one.network.


Why is Permitting important right now?

Jeff explained to me that in summer 2018 the Secretary of State for Transport (who at the time was Chris Grayling) wrote to all 153 English Local Highway Authorities (here’s a copy of the letter published by Gateshead Council) recommending they implement a Permit Scheme by 31 March 2019.  The letter shares the findings from research published in June 2018 into the effectiveness of Streetworks Permit Schemes, and states:

‘The Government believes that operating a street works permit scheme is a far more effective way of proactively managing street and road works on the local road networks than operating under the older, more passive street works noticing system’.

It continues: ‘In addition to the benefits described above, I am convinced that permit schemes are the best way of reducing the congestion caused by street and road works. Furthermore, they will also help to enhance the benefits of the new street manager digital service which will transform the planning, management and communication of works.’


Noticing, or Permitting?

Under the current Noticing system (which has been in place before talk of Permitting arrived), when a utility company wants to dig up the road to do work on their equipment, they send a notice of intent (Electronic Transfer of Notices, or EToN) to carry out their works to the Local Highway Authority.  The Local Highway Authority can challenge by exception if there are conflicts in timing or other needs from others for that bit of road. But they can’t control when or for what works notices are submitted.

Under a Permit scheme, there is a greater need for the Local Highway Authority to review, check and co-ordinate activities related to the intention to undertake works.


Pressure on resources 

As Jeff knows from experience of implementing Permit schemes in many authorities across the south of England, it requires additional staff, training, and a cultural shift to make it a success.

Introducing a Permit Scheme involves extra work for a Local Authority used to running a Noticing system. For many, it is simply not clear how the benefits outweigh the costs and risks of change.

Listening to the concerns of colleagues, Jeff set about finding ways to lessen the difficulties.  He is learning from his own experience, and sharing this with other councils to help them implement Permit Schemes that generate tangible value and benefits to the Authority, utilities companies, and road users.

Jeff’s experience has taught him that:

  • Using a Cost Benefit Analysis (CBA) tool helps to get teams thinking how a Permit Scheme can bring additional benefits / save costs elsewhere. Jeff helped develop a basic CBA tool available from DfT, but recognises that other tools are available.
  • The approach needs to be tailored to each local authority’s needs — a seaside town will have different needs from a city / metropolitan borough or rural county.
  • It is important to recognise that once you have the team and the system set up, there are many other benefits over and above simply complying with permit scheme requirements.


The cultural shift – challenges and benefits

The biggest change and challenge is ultimately a cultural one. The team who run a Permit Scheme are funded by the charges levied on utility companies.  This charge pays for the Local Highways Authority to provide a co-ordination and facilitation service with tangible benefits to the utility companies. These benefits may include secured road booking slots, and opportunities to coordinate works with others and reducing costs.

Local Highways Authorities did not charge for the services under the Noticing scheme, so this is a big change. But, with the team and systems in place, it is also possible to better co-ordinate licensing of activities under a Section 50 notice, such as the placement of skips and scaffolds, and closure of roads for street parties / events.  Although these activities do not need a Permit or Notice, and no charges are levied, the licensing activities still need to be coordinated.

The ability to manage permitting and licensing together via a dedicated team, gives the Local Highways Authority greater ability to co-ordinate what happens on their network. It also places them in a stronger position to reduce congestion and delays through better coordination.


So where does Street Manager fit in?

The introduction of Street Manager means that Local Highways Authorities and utilities companies will need to synchronise Permitting, streetworks (utilities) and roadworks (local authorities) data in their current systems with Street Manager. And Street Manager will provide a single syndicated source of data on all English streetworks, available to all registered users (i.e. Local Highway Authorities and utility companies), but not the general public.


Implications for local highway authorities

Before the various new means of managing our public roadspace settle down, it is hard to predict what the benefits will be for local authorities. What resources will they require? How much will the new services actually cost in total cost of ownership?  What will the ROI will be and how many other services, such as asset management systems will they have to keep live, and for how long? Jeff is helping people to navigate this landscape.

Jeff is exploring pragmatic approaches to the recommendation from the Secretary of State that all English Local Highway Authorities will have a Permit Scheme in place by April 2020.  Jeff is supported by DfT in his knowledge-sharing work. His recommendations on this topic include:

  • When setting up a permit scheme, set aside part of the income to pay for a licence for a commercial provider to aggregate your streetworks, permitting and other roadspace activity and publish this to the public, apps and satnavs.
  • Manage both permitting and licensing through the systems and teams you set up.
  • Explore cost-effective solutions to integrate Street Manager with other activities, such as the management of Section 50 licenses.
  • Apply your Permit Scheme in a standardised way following good practice and learnings of others as this supports those needing to book road space and reduces their costs whilst maximising the Network Management benefits.


What can the private sector do to support the changes? 

For those authorities who have outsourced their traffic management services, private sector companies (such as Balfour Beatty, Ringway etc) will be faced with figuring out how best to design and implement a Permit Scheme.

Whilst the overall responsibility and duty of the Traffic Manager role sits with the Local Highway Authority, choices about how to design and implement the Permit Scheme will need to be managed thoughtfully.  There is an opportunity to benefit from shared learning across local authority clients, whilst also understanding and respecting the special requirements of each Local Highway Authority.


Join Jeff Elliott at the Local Authorities Hub at Highways UK, on 6 November 2019, to learn more about Permitting, and benefit from his experience to help you make the best of your Permit Scheme. 

Tickets are free, and attendance is accredited for CPD by CIHT. See what else is available for Local Authorities, and secure your place today.


[Image credit: Creative Commons “2013_05_290001” by Gwydion M. Williams is licensed under CC BY 2.0]

image of homepage of the HIRAM website

Building the business case for resilience – HIRAM at Highways UK

Building the business case for resilience – HIRAM at Highways UK

On 5th February 2014, storms severely damaged the railway line along the South Devon coast, causing significant disruption to road and rail passengers as all rail services west of Exeter were suspended for two months to allow reconstruction of the line.

In this week’s behind the scenes look at the Local Authority Hub at Highways UK on 6-7 November 2019, I report on what I’ve learnt from Jon Munslow, South Gloucestershire Council, and Chair of the LGTAG National Highways Asset Management board, about how the 2014 storm led the South West Highways Alliance to develop the Highways Infrastructure Resilience Assessment Model, or, HIRAM Decision Support tool that helps build the business case for resilience.

Jon points out that for busy highway asset management teams, it might not be immediately obvious how HIRAM can help with the day job. We face the challenge of years of long-term funding decline for maintenance. Yet we are also experiencing how severe weather is damaging our ageing infrastructure, with increasing frequency, and that the financial costs and economic impacts of repair / rebuilding can be significant.

Through the inspirational story of HIRAM’s development, we will explore how this affordable, open source tool helps you identify the parts of your network at risk from severe weather, and justify the case for investment to mitigate that risk.

But first, back to winter 2013/14…

The Transport Resilience Review, published in 2014 states: ‘Over the winter of 2013/14 we experienced some of the most extreme weather across the UK that had been seen for many years. The succession of storms brought the highest winter rainfall across southern England since records began in 1766, resulting in widespread flooding, and extensive wind and coastal damage.’

There has been little let up since. Local authorities up and down the country, as Category 1 responders under the Civil Contingencies Act 2004, have been hard hit by more severe and frequent severe weather events year on year.


Economic impacts of not Investing in transport resilience

A key observation in the 2014 Resilience Review was that ‘the economic rationale for investing in transport resilience is currently poorly developed and needs to be strengthened’.

As reported by the Environment Agency in their 2016 report on the Costs and Impacts of the winter 2013 to 14 floods, ‘The total economic damages for England and Wales from the winter 2013 to 2014 floods were estimated to be between £1,000 million and £1,500 million, with a best estimate of £1,300 million. Residential properties suffered the greatest proportion of flood damages, with 25% of total damages occurring to this sector (best estimate of £320 million incurred by 10,465 properties).’

The significant economic impact of the two-month closure of the rail line at Dawlish, and costly repair of damage to the road network was felt first hand by many of the 14 South West Highway Alliance authorities.

This experience meant they wanted to be better prepared for future events. The question was — how to do that?

It remains difficult to predict the location and severity of severe weather incidents sufficiently far in advance to mitigate with repair works in the days before these hits. But, if it were possible to see which parts of the road network were at a higher risk of damage/collapse from severe weather, would it be possible to justify investment to undertake strengthening works in these at-risk areas?


How HIRAM works

In collaboration with the Environment Agency and a consortium of partners, the South West Highways Alliance, set about the collaborative development HIRAM decision support tool to enable local highways teams to:

  • record the locations/structures most at risk from severe weather across the network (e.g, a bridge that might be at risk of collapse under strong floodwaters);
  • estimate the economic and social costs of disruption if no preventative action was taken (£m/ £bn impacts if that risk was realised);
  • cost the intervention measures needed to reduce the risk of impact in the event of severe weather, and make the case for investment and preventative works to reduce social and economic impacts of future severe weather incidents (£ of strengthening / repair works to reduce the likelihood of the bridge failing under the severe weather event).

To deliver this, the team brought together knowledge and data from disparate sources, and represent them in a single view of the network.  By seeing geological, flooding and asset condition data overlaid together, high risk locations on the network could be identified.  These might be, for example, a town centre bridge over a river that could flood, and where the bridge is also the conduit for utilities / services between both sides of the town.

The map-based tool provides data layers from Local Authority information, local highways asset information, public data on the environment, Environment Agency datasets, climate change datasets, and geological datasets. DfT webTAG datasets are used to inform and calculate the financial impacts.

The benefits from bringing these different datasets together in a single place are:

  • engineers can see where physical highway infrastructure might be at risk of severe weather;
  • organisations can understand the knock-on impacts of risk across the network on the economy and society

The approach provides local highways teams with the quantified evidence they need to make more informed spending decisions on resilience measures, and justify the case for investment.


How do I use HIRAM?

The HIRAM website provides access to the tool. Wilson Pym May are the suppliers of HIRAM tool, which is open source, and builds on their learnings from a project delivered for the World Bank.  It is available for local authorities to use at an affordable cost. Case Studies demonstrate the benefits of the tool in terms of securing additional funding.


What’s next for HIRAM

The team are considering how to expand and update HIRAM to provide additional features and support more local authorities, whilst keeping the tool affordable. Jon would like to explore how LGTAG can support this, and bring added value for its members.

One avenue to explore is what shared learnings there might be with the team behind the DeTECToR (Decision-support Tools for Embedding Climate Thinking on Roads) project.

Sarah Reeves, of TRL, was the Coordinator of the project, and Transport Scotland participated in the UK case study. Sarah explains: ‘this was a Conference of European Directors of Road (CEDR) funded project which produced a software tool that road authorities can use to assess the changing risk to their network from different types of climate hazard, and compare the costs associated with different adaptation actions. The final deliverables are just completed, and will be published shortly. The tools will be made available to CEDR members, of which the UK (Highways England) is one.’

Join Jonathan Munslow (HIRAM/LGTAG) and Sarah Reeves (TRL, DeTECToR tool) live at the Local Authorities Hub at Highways UK, on 7 November 2019, to learn more about HIRAM and DeTECToR tools and share your experiences of evidencing the business case for investment in resilience preparedness. 

Tickets are free, and attendance is accredited for CPD by CIHT. See what else is available for Local Authorities, and secure your place today.

[image source: HIRAM website homepage]

What colour is your Umbrella? – Climate change readiness at Highways UK

What colour is your Umbrella? – Climate change readiness at Highways UK

In response to increasingly urgent calls for action from the international scientific community and increasingly strident public protests, the Government in Westminster and many Councils have declared Climate Emergencies. But whilst we can all agree that our climate is changing in ways we can’t easily predict and that we need to be much better prepared to adapt, the increasingly alarmist environment can make clear decision-making difficult.


The challenge for local government technical teams (and something they are well-equipped and experienced at), is looking through the hype and understanding the real issues and priorities that require their attention. All the while, perceiving the particular political focus of the day, and figuring out ways to deliver these requirements in ways that protect and provide for the longer term needs of public, environment, and society.


As Local Authorities Manager for Highways UK, on 6-7 November 2019, I wanted to tackle this topic as part of the programme for the Local Authorities Hub.


What Colour is your Umbrella? – Climate Change Readiness,’ on 7th November, brings together LGTAG, Balfour Beatty, Southampton City Council, the Institution of Civil Engineers and Contented Ltd to explore:
  • how local authorities can evidence their commitment in response to Climate Emergency declarations 
  • financial risks to businesses and investment from climate change 
  • the role of professional organisations to help engineers connect the value of their work to delivery against the UN Sustainable Development Goals.
With a title inspired from the self-help career choice book ‘What colour is your parachute?, this session provides practical help and support to navigate the latest in climate change and climate emergency declarations…


Climate Emergency? Help is on hand – LGTAG
Chair of the LGTAG Strategic Transport Board Dom Proud shares the development of guidance and support from LGTAG to help members figure out how best to support their council’s declaration of a Climate Emergency.
Has your council declared a Climate Emergency? This map of local council declarations can help you find out. 


How what you’re already doing is helping – Southampton City Council
Climate Emergency Declarations may be new but, as the transport team in Southampton City Council are discovering, much of the work they have been doing in recent years such as Clean Air Zone implementation, greening of bus fleets, and supporting cycling and walking already do support the need to reduce our impact on climate change.
We explore:
  • How can local authorities better convey the relevance to Climate Emergency declarations of work already underway?
  • What is the role of narrative and shared learning to raise awareness and enable behaviour change?

See also: Southampton City Council and Balfour Beatty install first Living Green Wall

Why the Task Force on Climate-Related Financial Disclosure matters for business and investment – Contented Ltd
Felicia Jackson, an expert on low carbon sustainable funding at Contented Ltd introduces us to the work of the International Task Force on Climate-Related Financial Disclosure. She is exploring the possible impacts of its efforts to make companies report on the danger they are in from climate change.


In her latest blogpost to accompany this session, Felicia said: ‘Nowhere is the speed of change more apparent that in the area of finance.   Sustainability is is no longer a niche element of financial markets: Bank of England Governor Mark Carney recently gave a speech arguing for the optimising sustainable finance into everyday mainstream financial decision-making.


Where this will have most impact initially is on reporting.  The disclosure of risk and how it’s managed is critical.  Carney said, “To bring climate risks and resilience into the heart of financial decision making, climate disclosure must become comprehensive; climate risk management must be transformed, and sustainable investing must go mainstream.”



Professional development and CPD – Institution of Civil Engineers (ICE) Sustainability Route Map
The Institution of Civil Engineers (ICE) launched their Sustainability Route Map in May 2019. It sets out a 3 year vision and roadmap to transform how engineers engage with the UN Sustainable Development Goals, demonstrating impact in the SDG’s delivery on a project, national and global scale. 


Representatives from ICE will share their insights and plans, and explain why ‘Telling the Story’ features as one of the three core strands to guide delivery of the route map. 


Related blogposts


Attending Highways UK
This is one of a series of interactive, shared learning sessions hosted on the Ringway Local Authority Hub, supported by both ADEPT and LGTAG. See the full programme here


Across the rest of the show, the local authority focused sessions offer over a hundred speakers, making it one of the largest and most significant events for local authority highways professionals in the transport calendar.



[Photo: ‘Excellence in Resilience Planning’ session by LGTAG Immediate Past President John Lamb at Strictly Highways 2019, credit Kamara Photography]
Skip to toolbar