Route Management Strategy Guidance

Version 2, November 2003 - Contents

  1. Introduction
  2. Inputs
  3. Strategy Elements & Outputs
  4. Key Stages
  5. Report Format
  6. Review

Figures

Appendicies

Route Management Strategy Guidance

1. Introduction

1.1 What is a Route Management Strategy?

1.1.1 Route Management Strategies '…is a technique being developed by the Highways Agency to provide a framework for managing individual trunk routes as part of wider transport networks. Route Management Strategies will interlock with local transport strategies (set out in Local Transport Plans) within the context established by Regional Planning Guidance'. (Reference Para 3.1.34 'A New Deal for Transport: Better for Everyone').

1.1.2 The Route Management Strategy (RMS) process has been developed to :

1.1.3 The development of RMSs assists the HA to achieve its objective which is:

1.1.4 The development of an RMS will be administered and delivered by the HA, with the assistance of consultants, through undertaking a Route Management Strategy Study.

1.1.5 It should be noted that whilst a RMS will be focused upon a particular route, the impact which other routes may have upon it and the impact that the route may have on others should be considered within the study. This would be particularly applicable where an issue on one route can be resolved through an outcome on another.

1.1.5 An RMS comprises the following elements:

1.1.6 The overall impact of the Route Outcomes on the Policy Objectives, Route Functions and Problems, is contained within a Strategy Impact Statement. This statement can also be used to identify potential actions which may contribute to delivering the Route Outcomes.

1.1.7 Policy Objectives are wider planning, economic and transport objectives that are pertinent to the route.

1.1.8 Route Functions and Performance describe the current roles of the route, those it is intended to serve in the future and assesses how well the route performs these.

1.1.9 The Land Use and Development Control Statement outlines the HA's approach to future land use and development issues which materially affect the route.

1.1.10 Route Problems and Issues are matters of concern to the HA, stakeholders or the public that may prevent the Policy Objectives being met or hinder the performance of Route Functions.

1.1.11 Route Outcomes set out what the HA will seek to achieve for the route over the 10 year period of the RMS. They should contribute to Policy Objectives, improve the performance of the route consistent with its future Functions and seek to address Route Problems and Issues. Some of the Outcomes may point towards individual projects and investigations which will subsequently be developed by the HA as a Route Management Plan.

1.1.12 Figure 1 below illustrates the relationships between the strategy elements and shows the key role of the Route Outcomes. The figure shows that each element is influenced by other elements and that the development of the Route Outcome is an iterative process.



Figure 1 - Route Management Strategy Element Relationships

1.2 Network Performance

1.2.1 The Highways Agency has initiated the development of a network performance regime, so that knowledge of network conditions drives the outputs from the programme development cycle. A network performance regime would have the multiple purposes of:

1.2.2 This is still in the early stages of development, but by early 2004 some preliminary outputs will become available that should be relevant to individual RMSs, and will be included in the suite of documents produced for the Forward Planning Guidance.

1.3 This Guidance

1.3.1 This Guidance sets out how a RMS Study will be carried out. It replaces the previous Guidance issued in January 2002 and is intended for use by the HA in managing the process, consultants developing the RMS and Project Board members assisting in the process.

1.3.2 This Guidance provides a flexible approach to undertaking any RMS Study which allows for the size and nature of the RMS to be reflected in the amount of work which needs to be undertaken and is sensitive to the extent of study and consultation that has already been undertaken on a route.

1.3.3 The remainder of this Guidance document is set out in five sections which describe:

1.3.4 Throughout this document there are a number of 'hint boxes'. These are intended as useful suggestions and are not mandatory.

 

1.4 Best Practice

1.4.1 Based on the lessons learnt from previous RMS Studies, a Best Practice Document is being produced. This will be accessed electronically through the RMS Community on the HA Portal. It will provide advice on undertaking each key event including consultation methods & seminar methodology and will include other useful references including relevant policy documents, HA & other initiatives and suggested consultees.

1.4.2 In order to keep the Best Practice site up to date, the Consultant will be approached by the Best Practice Guidance team following each Key Event and be asked to complete a questionnaire. An example of this questionnaire can be found at the Best Practice site. The Project Owner and Sponsor will also be asked to contribute to this.

1.4.3 At the outset of any Route Management Strategy, the Project Owner should contact the Best Practice Guidance team to provide their own details and those of the Project Sponsor and Consultant.

1. Introduction

2. Inputs

2.1 Introduction

2.1.1 An RMS brings together:

2.1.2 The relationship between the RMS process and these inputs is illustrated in Figure 2 and described in detail below:

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Figure 2 - Route Management Strategy Inputs

2.2 Inputs

2.2.1 The inputs to a Route Management Strategy study are as follows:

Government Policies and Objectives

2.2.2 The Government's policies and objectives and how these are being achieved are set out in:

2.2.3 These documents are designed to guide and inform the development of transport policy at a national level.

2.2.4 A number of the Planning Policy Guidance Notes are likely to be relevant to the development of an RMS study, in particular PPG 13 - Transport. The objectives of PPG13 - Transport, are to integrate planning and transport at the national, regional, strategic and local level to:

2.2.5 PPG13 sets out the circumstances where it is appropriate to change the emphasis and priorities in provision between different transport modes, in pursuit of wider Government objectives.

Regional and Local Plans

2.2.6 It is essential that the development of RMSs are aligned with regional and local plans. The relevant policy documents are described below:

2.2.7 Regional Transport Strategies are included within Regional Planning Guidance (RPG). They are developed in accordance with Planning Policy Guidance Note 11 (Regional Planning Guidance) and are the responsibility of Regional Planning Bodies. The main purpose of RPG is to provide a regional spatial strategy within which local authority Development Plans and Local Transport Plans can be prepared. It should provide a broad development strategy for the region over a fifteen to twenty year period. By virtue of being a spatial strategy it also informs other strategies and programmes. In particular, it incorporates a Regional Transport Strategy which provides the regional context for the preparation of local transport plans and also contributes to the longer term planning framework for the Regional Development Agencies' Regional Eeconomic Strategies. RMSs will be influenced at an early stage of their development by existing Regional Transport Strategies and in due course will influence (and be influenced by) further updates.

2.2.8 The format of Development Plans is dependent on the nature of the local authority.

2.2.9 A Structure Plan (Shire Counties) provides the strategic planning framework for development and use of land consistent with national and regional policy on a county-wide basis, identifying the key planning issues and providing the mechanism through which the growth of the County is distributed. A Local Plan (District Councils) provides specific and detailed guidance on where development can take place and the factors that will be taken into account when considering proposals for development. A Unitary Development Plan (Metropolitan and Unitary Councils) contains both of the above within a single document. The outputs from the above policy documents are to be accommodated and considered as part of the formulation of RMS studies. As strategies are developed the relationship with future development plans will evolve.

2.2.10 Local Transport Plans play a fundamental role in the Government's ten-year transport plan. Local Transport Plans are prepared in accordance with the Guidance on Full Local Transport Plans issued in March 2000. Their content reflects Central Government's policy aims and objectives as specified within the Transport White Paper and are at the heart of the new deal for integrated transport. Strategies and objectives outlined within these documents will provide an input into RMSs and aid in their development. Subsequently, when RMSs have been developed, they will in turn, provide input into the development of Local Transport Plans.

2.2.11 Minerals Local Plans set out the policy framework against which future mineral working proposals will be assessed, while ensuring that there is adequate provision to meet an authority's needs. The plans consider current rates of mineral production and likely future requirements and identifies where additional resources might be required. The effects of these changes on the trunk road network must be considered within the RMS.

2.2.12 Waste Local Plans set out the broad land use framework for future waste management covering all forms of waste including household, commercial, industrial and construction wastes. These plans may affect the functions which a route performs.

2.2.13 The Planning Green Paper entitled 'Planning : Delivering a Fundamental Change' was published in December 2001 for public consultation which ended on 18th March 2002. The proposals in the Green Paper aim to shorten the time taken to process/determine planning applications and to simplify the planning system by:

2.2.14 The RMS Study may identify tensions between these strategies and plans as they relate to the RMS. It is generally the role of the Strategy Group (see section 4.0) to resolve such tensions and feed back the outcome to the relevant authorities.

Multi-Modal, Road Based, Route Management Strategies and Other Studies

2.2.15 Multi-Modal and Road Based Studies have been carried out by Government Offices in partnership with Regional Planning Bodies. When an RMS study is within the area of influence of a multi-modal study it is important to establish whether there are any matters under consideration that may influence the RMS study. Similarly, progress on the development of the RMS should be conveyed to the multi-modal/road based study team. It will be important to ensure that any overlap between the two studies is treated in such a way as to integrate the two processes and minimise confusion to those consulted (i.e. public, stakeholders etc.). Consideration of the recommendations from the study should be given including whether they have been confirmed, their likely timing and the need to plan before their implementation.

2.2.16 It will be necessary to consider adjoining routes as part of any study. This will include any RMSs that have been undertaken or are underway and any recommendations from them.

HA Aims, Plans & Initiatives

2.2.17 The HA should inform the RMS Study Consultants of the status of its' policies and initiatives. Of particular relevance are likely to be:

2.2.18 Although these policies and documents are likely to change over time, the general principle that the HA will have overarching aims and objectives, initiatives and methods of providing funding to deliver these will remain. Where possible the most up to date information will be illustrated on the HA Portal within the RMS Community.

2.2.19 The bidding and allocation process will ultimately provide the means of delivering many of the outputs that will achieve the RMS. Relevant solutions should be identified from these where they may be applicable to the route. This process is governed by a suite of documents produced under the general heading of Forward Planning Guidance. These documents are being revised and will include information on priorities for investment and an overview of network performance and the work required to achieve the 10 Year Plan outcomes. These documents will therefore provide a useful input to RMSs.

2.2.20 In HA document entitled "Managing the Strategic Road Network", and commonly referred to as the "Core Brief" describes how the HA will be managing its' network and sets out some broad priorities. It also contains detailed lists of existing schemes in the Targeted Programme of Improvements (TPI) and priority action sites for local interventions. This document is updated monthly and should therefore be consulted throughout an RMS.

Other Authorities' National Policies & Initiatives

2.2.21 Through consultation with relevant bodies, the Consultant should identify other relevant plans, policies & initiatives. These are likely to originate from sources such as:

Current Situation

2.2.22 The RMS study will need to form an understanding of the route, based primarily on existing information and knowledge. This understanding is intended to:

2.2.23 An understanding of the current situation is likely to be gained through a number of ways including:

2.2.24 The Project Sponsor should seek, through the Managing Agent, to have as much information as possible available for the RMS Consultant at the start of the project.

2.2.25 The RMS study should seek to collate and examine all relevant studies carried out within the previous five years. The Agency will provide a list of organisations and contacts who may have undertaken studies. The Agency will also provide information on current maintenance, study and improvement programmes.

Consultation with Stakeholders and Other Representative Bodies

2.2.26 The RMS Study needs to ensure that all the necessary organisations are contacted (including the Managing Agent(s) for the route), who have information on previous studies, knowledge of conditions and an involvement with the development of the RMS study. These bodies will be contacted at the various stages during the study, however it is important that they are consulted before preparing the Initial RMS.

2.2.27 Certain routes have been the subject of extensive consultation through Multi-Modal and Road Based Studies. The RMS study should review the output of any such consultation on a route, as this should provide an early indication of the problems affecting a route, as perceived by stakeholders and the public.

Public Consultation

2.2.28 Public Consultation is a necessary part of any RMS Study. There are two elements of public consultation which may apply to an RMS:

2.2.29 Initial consultation may or may not be necessary depending on existing knowledge of the public's views on the route. In some cases, there may be a strong desire to seek the views and knowledge of the public on issues relating to the route. However in others, e.g. where consultation has been undertaken as part of a multi modal study, initial consultation may be unnecessary. In general, this initial consultation exercise should be used to gather public opinion on problems and issues along the route, however the HA may wish to gather further information on other specific issues.

2.2.30 Consultation on the Draft RMS is mandatory in delivering a Strategy which considers the views of all stakeholders and the public. The point in the process at which this happens can vary and will depend upon the size and nature of the route, local influences and other events which may influence the study.

2.2.31 Generally, the consultation on the draft strategy should be timed to fit in with any other studies or announcements which the HA need to make in the local area. It should be emphasised that Cabinet Office rules require that the mandatory public consultation should allow at least twelve weeks for consultees to submit their responses.

2.2.32 The general focus of this exercise is to ensure that all relevant issues have been taken into consideration and that the Route Outcomes reflect the priorities of users and those affected by the route. Further advice on the timing and scope of consultation is provided in section 4.4.

2. Inputs

3. Strategy Elements and Outputs

3.1 Introduction

3.1.1 This section describes the strategy elements and outputs that make up an RMS and sets out the processes by which they are developed. The majority of this work is likely to be undertaken by the Consultant appointed by HA to assist in carrying out a RMS Study.

3.1.2 Figure 3 illustrates the development of these elements as a linear process. As Route Outcomes are developed, it is necessary to re-examine the other elements. This iterative process should assist in developing a robust strategy with appropriate Route Outcomes.

Figure 3

Figure 3 - Route Management Strategy Process

3.1.3 Figures 4 to 8 illustrate the various inputs, relationships and outputs associated with each strategy element. Where necessary, examples have been provided to assist in this process. The overall effect of the Strategy should be assessed and will be summarised within a Strategy Impact Statement (SIS). The SIS and other elements are described in more detail below.

3.2 Policy Objectives

What are they?

3.2.1 Policy Objectives are wider planning, economic and transport objectives which are pertinent to the route. They provide a rationalised collection of other national and regional objectives to which the final RMS would aim to contribute.

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Figure 4

Figure 4 - Policy Objectives

How are they identified and developed?

3.2.2 Objectives which are relevant to the route should be identified and listed under the Government's five objectives for transport (Environment, Safety, Economy, Accessibility and Integration). Objectives which are similar should be grouped together with the aim of rationalising the objectives into a manageable number.

3.2.3 Sources for National Objectives have been identified in section 2.0 and include:

3.2.4 Regional and Local Objectives can be found in:

3.2.5 An example Policy Objective is "to ensure safe, easy access to facilities for non-motorised users in local and rural centres". This was derived from two sources as illustrated below.

Policy Objective Source Quote from Source
'to ensure safe, easy access to facilities for non-motorised users in local and rural centres' New Deal for Transport 'Encourage healthy lifestyles, reduce reliance on private car, make it easier to walk and cycle more.'
  PPG 13 'Ensure safe, easy access to facilities in local and rural centres.'

3.2.6 Within the individual policies there are likely to be a number of targets which have been set. These can also be identified and considered when developing the Route Outcomes. This analysis will be helpful when considering how the final strategy might contribute to other plans and policies, e.g. 10 Year Plan, Local Transport Plans etc.

3.2.7 These Policy Objectives should be used when identifying the Route Functions and considered when developing the Route Outcomes.

3.3 Route Functions and Performance

What are they?

3.3.1 This element sets out the current roles of the route, those it is intended to serve in the future and assesses how well the route performs these. Functions are based on the nature of journeys that occur on the route and the relationship between the route and other parts of the national and local transport infrastructure and regional land use development.

3.3.2 Consideration of the functions will direct the study towards the problems that it should be seeking to resolve.

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figure 5

Figure 5 - Route Functions and Performance

How are they identified and developed?

Existing Functions

3.3.3 The HA's view of the existing and future functions of the route will include the general functions that a trunk road would be expected to perform. These should incorporate the objectives of the HA. The following functions are a summary of these:

The HA will also identify other functions which are specific to the route.

3.3.4 Where applicable, the Policy Objectives should be translated into Route Functions. This should ensure that the functions which the route is, or should be, performing in support of a Policy Objective are recognised.

3.3.5 Strategy Group meetings may also generate additional functions based on the views of the Group. The Consultant may also wish to consult with a Wider Reference Group consisting of representative bodies with an interest in transport to gain their understanding of what the route does.

3.3.6 When specifying Route Functions, account should also be taken of any role the route may serve in catering for Heavy, High or Abnormal Loads. The consultant will contact the Abnormal Loads team within Traffic Operations Directorate (TOD) to establish the possible role of the route and appropriate procedures and guidance. However, care should be taken not to overlook informal use by abnormal loads.

3.3.7 Any existing Origin/Destination information should be collated to provide an improved understanding of journey purposes on the route.

Future Functions

3.3.8 Future functions for the route should be developed by agreement, resolving any conflicts through the use of facilitated workshops if necessary. This exercise may result in revisions to existing functions, the removal of existing functions or the provision of new functions. The following should be considered:

3.3.9 It is important that the strategic functions of the route are safeguarded. It should also be noted that any function which the route performs should only be removed after careful consideration of what the consequences might be.

Function Performance

3.3.10 The performance of the functions should be examined. Where poor performance is identified, it should be possible to examine the problems and issues that cause this.

3.3.11 The Functions should also be interrogated to identify conflicts that exist between the functions of the route. Conflict should be acknowledged and considered when developing Route Outcomes.

3.3.12 The effect of future problems on the performance of the functions should also be examined. Future problems are likely to be identified through consideration of the Land Use & Development Control Statement.

3.3.13 Future performance is intrinsically linked to what can be achieved on the route through Route Outcomes.

3.4 Land Use & Development Control Statement

What is it?

3.4.1 The Land Use and Development Control Statement (LU&DCS) sets out:

3.4.2 It will have a major influence on the overall RMS as it will affect the future functions of the route, identify problems and issues and may generate Route Outcomes. It is also an important stand alone document that provides the Development Control Strategy for the route which will allow the HA to contribute effectively to the development and formulation of policy documents at all levels of government and allow an open and transparent approach to individual planning applications.

3.4.3 The Development Control Strategy will expand on the advice provided in Circular 4/2001 which sets out the HA's overall Development Control Policy.

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Figure 7

Figure 7 - Land Use & Development Control Statement

What is involved?

3.4.4 In some instances, a Land Use Audit or corridor study may have been undertaken. This should be reviewed and if necessary, made consistent with this LU&DCS. In some cases it may be appropriate for a LU&DCS to be developed by the Development Framework or RMS Consultant outside of the RMS Study.

The Existing Planning Context

3.4.5 The Consultant should examine all relevant planning and policy documents as part of the study. In particular the following documents should be considered which are discussed in more detail in section 2.0.:

3.4.6 The relationships between these should be set out and key findings summarised. Potential impacts for the route should be identified.

Any new documents which should be considered will be identified in the RMS Portal

Land Use Development Pressure

3.4.7 The HA will provide details of future development and their status. It may be beneficial for the Consultant to meet with the HA's Development Control team(s) and Local Planning Authorities in order to gain a fuller understanding of the issues relating to the route.

3.4.8 Consultation should be undertaken with the Regional Development Agency(ies) (RDA) and Local Planning Authorities so that the future aspirations of the area affecting or affected by the route can be determined. Where appropriate, the status of any growth or regeneration areas etc should be determined. An understanding of possible time scales should be gained.

3.4.9 These discussions should also examine the expectations of the RDAs and Local Planning Authorities regarding the role of the route in enabling development. Key findings should be summarised and potential issues identified, such as those that compromise safety and level of service.

Impact Assessment

3.4.10 The Consultant should provide an initial assessment of the impacts of potential development. How this should be achieved will be agreed with the Project Owner/Sponsor and will depend on the nature of the route and the developments.

3.4.11 Within the RMS Study, a simple approach to impact assessment is likely to be taken. It is only necessary to gain a basic understanding of what is likely to happen to the route within the 10-year period. If more detailed work is required then this should be identified within a Route Outcome to be developed as an Action within the Route Management Plan.

3.4.12 Any method should take account of the following:

3.4.13 A plan should be provided which identifies anticipated land use along the corridor. This assessment should be used to identify future problems and issues and to assess the impacts on the Functions.

Development Control Strategy

3.4.14 The Development Control Strategy will be developed by the Consultant in conjunction with the HA. This will be used in responding to planning applications and development plan consultation. It will also assist in the future management of the route.

Outputs

3.4.15 It may be helpful to draft the LU&DCS so that it can be issued as a free standing document as well as being an integral part of the RMS document. The expected contents of this document are:

3.4.16 The "Existing Planning Context" will identify the relevant planning authorities, planning systems and documents which are applicable to the route. Any policies will have been summarised within the Policy Objective section or the main RMS report.

3.4.17 An understanding of the "Land Use Development Pressures" affecting the route are essential in order to understand the Future Problems and Issues to be addressed along the Route.

3.4.18 The "Development Control Strategy" should consider each of the issues identified above and provide guidance to both the HA and other relevant parties (e.g. developers, LA's, RPB's etc.), on how the route will be managed in the future. Reference must be made to Circular 4/2001 and if necessary a copy appended. Final responsibility for the Development Control Methodology should rest with the HA however it is likely that this will be developed by the Consultant.

3.4.19 The Strategy should provide advice on the following:

3.4.20 "Development Plan Representations" should provide the following information:

3.4.21 "Approach to Individual Plan Applications" should provide the following information:

3.4.22 Should this process indicate a need for interventions on the route a "Route Outcome" should be identified.

3.5 Problems and Issues

What are they?

3.5.1 Route Problems and Issues are matters of concern to the Agency, stakeholders and the public. During the RMS Study it will be necessary to examine the extent to which perceived problems and issues and real problems and issues prevent the Policy Objectives being met or hinder the performance of Route Functions.

3.5.2 Where problems occur there is likely to be a reduction in performance, which can be identified at a network or route level. An understanding of the problems and issues should demonstrate how the route is performing against its functions, how it compares with other routes and illustrate why it might not be performing as desired.

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Figure 7

Figure 7 - Problems and Issues

How are they identified and developed?

3.5.3 Route Problems can be identified through a number of methods which are not specific to the Route Management Strategy process. The Consultant should make the most use of existing information before undertaking any detailed investigative measures or data collection.

3.5.4 Route Problems will be identified through a number of methods including:

3.5.5 It is important that both existing and future problems are considered. Whilst there is likely to be significant knowledge relating to existing problems, consideration of land use and policy changes will be required to understand future problems. This is likely to be undertaken when developing the LU&DCS.

3.5.6 In developing the Strategy and helping others to understand the issues along the route, a network comparison against other routes should be provided. This could include some comparisons of congestion and safety from data provided to area teams as part of the forward planning process. . Specific issues identified within the Forward Planning Guidance should also be considered.

3.5.7 Consideration of the route's performance against its functions is likely to have identified a number of problems. These problems should also be considered in more detail in this element.

3.5.8 In understanding the current conditions it will be necessary to collate existing information as well as conducting fresh observations or studies. It may also be useful to conduct a Route Tour involving the Strategy Group, and potentially, other selected members of a Wider Reference Group. This will allow more detailed problems to be considered on site.

3.5.9 A Constraints Plan may be developed which will aid in developing potential solutions and understanding other issues relating to the route. As well as environmental and other physical barriers, development sites could also be included.

3.5.10 Consultation with the Wider Reference Group is advisable to gain a wider appreciation of problems experienced by users of the route. For example, the interests of non motorised users may not be fully represented by the Strategy Group and problems which they experience may not be easily identifiable.

3.5.11 Where appropriate, Initial Consultation may have been undertaken which will provided an understanding of the public's views on problems and issues along the route. In other cases the Route Manager or Managing Agent may have sufficient knowledge in this area.

3.5.12 Further work may be necessary to understand the problems in sufficient detail. This may involve, for example, data collection, accident investigations or analysis of vulnerable user facilities. A work programme should be agreed between the Project Sponsor and Consultant.

What do you do with them?

3.5.13 By stating the Problems and Issues at the time of the RMS Study it will be possible to measure the effects of the strategy as time progresses. Identification of problems and issues will assist in understanding the performance of the functions and will assist in the development of Route Outcomes and future interventions along the route.

3.5.14 A suitable method of presenting the problems should be developed, preferably geographical. Representation of performance in a map-based format is likely to be particularly useful during consultation phases of the study.

3.5.15 A Performance Report may be produced for the HA's use. This is likely to contain the bulk of any technical data which is not considered suitable for the main report. This report should be appended separately to the Route Management Strategy and may include the following information:

The RMS Portal will include a list of relevant measures of performance or route charateristics

Economy Traffic Flow Data
Congestion Data
Delay/Queuing information at junctions
Safety Accident Numbers
Accident Rates
Severity Ratios
Accessibility Non Motorised User Access Studies
Hansard Sites and other Noise Hotspots
Status of a Biodiversity Action Plan
Relevant Air Quality Management Areas
Integration Qualitative assessment of the facilities for public transport and their usage.

3.6 Route Outcomes

What are they?

3.6.1 Route Outcomes set out what the HA will seek to obtain from the route over the 10 year period of the RMS. They should contribute to Policy Objectives, improve the performance of Route Functions, support the LU&DCS and address Route Problems and Issues.

 Figure 8 - Route Outcomes

How do you develop them?

3.6.2 Development of the Route Outcomes requires a complete understanding of the route, its Functions, Policy Objectives, Land Use and Problems. Two stages are suggested which are intended to simplify the process as much as possible:

Initial Route Outcomes - Step 1

3.6.3 Initial development of the RMS will have identified problems which affect the performance of the Functions of the route and prevent Policy Objectives from being achieved. The first step to be undertaken is to identify the Problems that prevent Policy Objectives being achieved or functions performed. This will allow initial Route Outcomes to be developed.

3.6.4 It is likely that a number of problems will be associated with any one Policy Objective or Route Function and thus a number of Initial Route Outcomes will be developed. An example is provided below.

Route Function Problem Initial Route Outcome
Forms part of the Trans European Network Route between Felixstowe and Holyhead Lack of overtaking opportunities To increase or improve overtaking opportunities
Unreliable journey times To improve journey time reliability

3.6.5 Through this exercise it will become clear that each function is affected by a number of problems and that each problem relates to a number of initial Route Outcomes. This may lead to a large number of Initial Route Outcomes.

Initial Route Outcomes - Step 2

3.6.6 The next step requires a rationalisation of the Initial Route Outcomes to develop a cohesive strategy. Similar Initial Route Outcomes should be grouped together to provide a manageable number of Route Outcomes. These are likely to contribute to a number of Route Functions and Problems. It is essential that the Final Route Outcomes address each of these to some degree.

Final Route Outcomes

3.6.7 Route Outcomes should be agreed following the RMS Seminar. This could be undertaken in conjunction with the Strategy Group, possibly in a Value Management Workshop.

Presentation

3.6.8 For each Route Outcome the Consultant should provide as much supporting information as possible. This will allow a greater understanding of what the Route Outcome is intended to do which will help the Route Manager in developing solutions and the Route Management Plan.

3.6.9 Each Route Outcome should contain the following information:

3.6.10 It should be possible to summarise all the relevant information for each Route Outcome in the form of an A4 table.

3.6.11 The Route Outcomes will have been developed to focus on the Functions which the route is performing. An explanation of how the performance of the proposed functions for the route will be changed by the Route Outcome should be provided.

3.6.12 Additional information should be provided to explain the Problems which the Route Outcome is seeking to address. This may require the identification of locations where these have been identified.

3.6.13 A reference to the Policy Objectives which the Route Outcome is trying to achieve should be made.

3.6.14 Possible Actions which may contribute to the Route Outcome should be identified. These may include:

*It is entirely legitimate for an RMS to identify the scope for a major road improvement, but an RMS cannot of itself directly lead to the inclusion of such a scheme in the TPI. However, a recommendation of this nature emanating from an RMS will be progressed by the HA in dialogue with the relevant Regional Planning Body.

3.6.15 Where a LNMS is suggested, it may be possible to give examples of schemes which may be considered. Where TPI schemes have already been identified and funding is committed, more information should be provided. This may be appropriate where a Multi-Modal Study or Road Based Study has been undertaken. Issues and actions which are beyond the scope of the Agency to deliver should be fed back to the appropriate body.

3.6.18 For some Route Outcomes it may be possible to identify targets. These targets may be identified from an examination of specific policies as well as understanding the problems on the route. Where possible, measurable targets should be set, especially for Route Outcomes which are addressing safety and congestion problems. This will depend to some degree on the availability of data.

3.6.19 In addition to, or as part of the targets set, a timescale for achieving the Route Outcome may be considered.

3.7 Strategy Impact Statement

What is it?

3.7.1 A Strategy Impact Statement (SIS) is not an element in itself, but sets out the likely impact of the Route Outcomes. It sets out the Key Route Outcomes to which the HA will give priority, and examines the combined effect of these on the route.

3.7.2 Tables should be provided which illustrate the impact of the Key Route Outcomes on:

3.7.3 Potential Actions may have been identified within the Route Outcomes. These should be considered and the impact of these Actions on the Key Route Outcomes set out. It should be possible to identify priority actions which will address the Key Route Outcomes.

What happens next?

3.7.4 Actions will need to be identified which will contribute to the Key Route Outcomes identified within the SIS. This will be undertaken by the HA and will result in a Route Management Plan.

Route Management Plan

3.7.5 Following the completion of the RMS, a Route Management Plan will be developed by the HA providing the implementation plan for actions which will contribute to the Route Outcomes.

3.7.6 Whilst some potential actions will have been identified during the study, the level of detail to which these can be investigated in the study is limited. The HA will therefore need to consider how to develop them following the study. Forward Planning Guidance documents will contain advice on the development of the Route Management Plan. Further details of the Route Management Plan are provided in Section 4.5.

Feedback to other policies and plans

3.7.7 In many cases the Route Management Strategy will identify issues relating to existing plans and policies, such as Local Transport Plans and Regional Planning Guidance.

3.7.8 It is expected that the RMS will assist the HA in providing an input into the continuing development of Regional Planning Guidance, by articulating the constraints under which the route operates and identifying opportunities for improvement.

3. Strategy Elements and Outputs

4. Key Stages

4.1 Introduction

4.1.1 In developing a RMS, there are a number of key events which need to be undertaken in the course of the study. These are:

4.1.2 The successful completion of these events will require input from a variety of bodies, including the Project Board, the Strategy Group, the Wider Reference Group and the public during the course of an RMS study. To achieve this, various activities have to be carried out. This section sets out the purpose of these events and suggests activities which may be undertaken.

4.1.3 Some activities may involve decisions or actions by the HA or Strategy Group which will be necessary to facilitate the study process. Others might contribute to the development of the RMS, through technical work. These are illustrated in summary form below which also sets out potential meetings. Figure 9 overleaf also provides a possible approach to the basic process and timeframe. These activities and events are described below in more detail but should be tailored to meet the needs of the particular route.

  RMS Initiation Production of Initial RMS RMS Seminar & Consultation Publication of Final RMS
Potential Meetings Internal HA Meeting

HA + Others		 Strategy Group Meeting

Project Board Meeting		 Seminar

VM Workshop		 Project Board Meeting

Strategy Group Meeting

HA Meeting
Activities Agree members of the Project Board and Strategy Group.

Confirm the members of the Wider Reference Group.

Appoint Consultant.

Identify consultation strategy (pre-seminar, at-seminar, post-seminar).		 Agree the format of the Seminar.

Consultation with Wider Reference Group		 Undertake Consultation

Receive views.		  
RMS Elements HA to set out their understanding of the RMS Agree the Initial RMS Present the Initial RMS

Agree the Draft RMS

Consult on the Draft RMS		 Agree and publish final RMS

4.1.5 Although developed after the RMS, this section also describes the development of the Route Management Plan.

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Figure 9

Figure 9 - RMS Process

4.2 Route Management Strategy Initiation

Purpose

4.2.1 The purpose of this event is to start the RMS process by setting out the HA's understanding of what the route does, what it should be doing in the future and what its problems are in performing these functions.

4.2.2 The HA should consider the study from a Network perspective. The HA's Network Strategy (NS) and Traffic Operations Directorate (TOD) will meet to discuss their aspirations for the route and the problems which prevent these aspirations being met.

4.2.3 It is an opportunity for the HA to provide their Initial RMS which will then be adjusted to reflect other opinions as well as technical assessment.

Things to do

4.2.4 The Network Strategy Regional Manager should nominate a Project Owner from his/her regional team to steer the RMS. A Project Sponsor will also be appointed and will have responsibility for the day to day management of the study and Consultant appointed. The Project Owner should agree terms of reference with the Project Sponsor at the outset of the study. In some cases, the Project Owner will also act as the Project Sponsor.

Early appointment of the RMS Consultant may be necessary to meet all the timescales required

4.2.5 The Project Owner and Project Sponsor will be responsible for:

4.2.6 The Project Board could comprise the following:

4.2.7 The Project Board will meet regularly to review progress on the study and to resolve any substantive issues arising from the RMS. The Project Board must take responsibility for the RMS and work together to ensure that the final strategy fulfils its purpose. It is the Project Board that will make the decisions at the key stages

4.2.8 An RMS Consultant will be engaged to assist in the development of the strategy. Appropriate framework contracts have been identified and are noted within the RMS Portal.

4.2.9 The Project Sponsor will be responsible for the initiation meeting. This is likely to comprise the Project Board plus any other parties, from within the HA, who will bring additional knowledge of route issues to the table. It is important that all HA staff who need to be invited are involved, in particular TOD. The HA should be able to state:

4.2.10 For some routes, a 'Route Strategy' may have been developed and is likely to provide a significant proportion of the information required.

4.2.11 Other issues should be resolved at this stage and, where possible, information collated from the Route Manager and their Agents which can be handed over to the Consultants. A suggested list of useful information is set out in section 3.5. The HA should also be able to agree:

4.2.12 It may be necessary to establish a Strategy Group to assist in developing the RMS. The role of the Strategy Group would be to assist the study through their knowledge and understanding of the route and its context. They should be able to provide a valuable contribution to the study in terms of reflecting their organisations' views and aspirations. This Group might also have a prominent role in determining the public consultation strategy for the RMS.

4.2.13 A Strategy Group is likely to contain the Project Board plus a selection of the following:

However the make up of the Strategy Group is at the discretion of the Project Board and some of the above may be consulted as part of the Wider Reference Group.

4.2.14 The Strategy Group members should be contacted as early as possible so that the most appropriate people can be identified and prepared for the study.

4.2.15 A Wider Reference Group may also be identified at this stage who will be consulted throughout the study. A suggested list of members is provided within the RMS Portal.

Public Consultation

4.2.16 The Highways Agency will need to consider a consultation strategy for the study. This will include assessing the need for Initial Consultation (informal) as well as the mandatory consultation on the Draft Strategy.

4.2.17 The need for Initial Consultation will depend upon the knowledge that the Route Manager has of his/her route. In some cases, particularly where a Road Based Study or Multi-Modal Study has recently been undertaken, it is likely that a good knowledge of the public's perception of problems and issues will have been gained. In such cases there will probably be no need to undertake Initial Consultation.

4.2.18 Public Consultation must be undertaken after the confirmation of the Initial Route Management Strategy and before the Final Route Management Strategy is published. There are three opportunities when it may be convenient to undertake this:

4.2.19 Pre-Seminar Consultation - consultation is undertaken as soon as the Initial RMS is confirmed as being robust with the RMS Seminar following or being undertaken in parallel.

4.2.20 Concurrent With Seminar Consultation - the RMS Seminar is used to launch the Public Consultation thus gaining additional publicity.

4.2.21 Post-Seminar Consultation - consultation only begins once the Draft RMS is prepared. In some cases there may be other local events which require the consultation to be held back some months after a draft of the Final RMS has been prepared e.g. when awaiting Ministers' response to a Road Based or Multi-Modal Study.

4.2.22 Generally, the public consultation for an RMS should be timed to fit in with any other studies or announcements which the HA need to make.

4.2.23 Consideration of the format of the consultation should be given and agreed at this stage. This will have a major influence of the programme, and cost, of the study. For some routes it may be appropriate to deposit the draft document in public areas for comments where as for other routes there may be a desire to have a more extensive consultation exercise with exhibitions.

Programme

4.2.24 An initial programme should be agreed which will vary depending on the length and nature of the route. This should consider the information required for each event and a realistic time for collating, developing and preparing that information.

Route Management Strategy Elements

4.2.25 Through the initiation meeting it should be possible to set out the draft elements which make up the RMS. These may be based on Route Strategies where they exist.

4.2.26 It is essential that the Functions of the route are established. In particular there needs to be some interpretation of the contribution a route makes to the delivery of the HA's Objectives.

4.2.27 The HA should consider the functions that the route should be performing, both now and in the future. This will ensure that the study delivers a strategy which will lead to the route performing all its necessary functions at a satisfactory level. This may include considering the need to giving greater priority to the key functions of the route.

4.2.28 The HA should be able to assist in identifying Policy Objectives which are relevant to the route. This may simply involve directing the Consultant to particular documents which are relevant at the time of commission.

4.2.29 The status, stage of development and details of Development Plans, Local Transport Plans, the Regional Transport Strategies and Multi-Modal Studies should be established by the Highways Agency prior to the commencement of the study and appropriate contacts established. The consultant should then liaise with these as the RMS Study progresses to ensure consistency and compatibility of goals and targets.

4.2.30 Route Problems which are known by the HA should be highlighted at this time. This may include specific problems at a route level or general problems which affect the routes performance at a network level. Issues within the HA's Objectives that are relevant to the route should be identified.

4.2.31 In contributing to the Land Use & Development Control Policy Document, the HA's experience and knowledge of relevant development control issues should be identified at this stage. Typically, this should include current planning applications, previously rejected applications and future aspirations which are known. It may be that there are close links with the Regional Development Agencies in a particular area. This should allow early identification of aspirations within regeneration or Government Priority Growth Areas to which the route might contribute.

4.3 Production of Initial Route Management Strategy

Purpose

4.3.1 At this event, agreement to the Initial Route Management Strategy should be reached. The Initial Route Management Strategy should provide:

4.3.2 These issues may be discussed at a Project Board or a Strategy Group workshop, which will allow the Consultant to report on their progress and receive comments and guidance. This should lead to confirmation of the Initial RMS for which ownership by all parties is of paramount importance.

Things to do

4.3.3 Prior to this event the Consultant will have developed each of the elements through consultation with the Strategy Group where appropriate.

4.3.4 If the event is to take the form of a Workshop then the consultant may be required to make all the necessary arrangements for the meeting. Alternatively, there may simply be a Project Board Meeting to confirm the Initial RMS.

4.3.5 The Policy Objectives will be confirmed together with the Route Functions and Performance.

4.3.6 The Consultant should be able to illustrate the Problems and Issues which exist along the route, and be able to present the causes of these problems in a detailed way. In particular, these should relate back to the functions of the route.

4.3.7 The Land Use & Development Control Statement should also have been developed such that it can be confirmed at this point.

4.3.8 Once confirmed, a decision has to be made on whether the initial RMS is sufficiently developed that it may be issued for the mandatory consultation public consultation before the Route Management Strategy seminar. If such consultation takes place at this stage, the Initial RMS is effectively the Draft RMS (See also section 4.4.12)

4.4 Route Management Strategy Seminar & Consultation

Purpose

4.4.1 The main purpose of the seminar is to present the Initial RMS as work in progress, to give an opportunity to those invited either by attendance or written contribution, to comment on what is proposed. In particular, the Route Problems and Issues which the strategy will aim to address should be agreed.

4.4.2 Public Consultation on the Draft RMS is essential in delivering a Strategy which considers the views of the routes users and those affected by the route. The point in the process at which this happens can vary and should have been determined by the HA in a Consultation Strategy.

The guidance is not specific on the methods of consultation tht should be employed. Best Practice methods are set out on the RMS Portal.

Press Notice

4.4.3 The HA will need to make a press announcement setting out the intention to carry out an RMS study. The timing of this should be chosen so as to create interest only when an opportunity for people to become involved is apparent. i.e. Before Public Consultation or the Seminar. The NS Project Owner for the study should liaise with the Central Office of Information (COI) to seek editorial coverage of the announcement.

4.4.4 A draft Press Notice will be prepared by the HA and will describe why the study is being undertaken and the processes being followed (including consultation opportunities) and will contain an invitation to comment and express views about the route. It will advise of the intention to hold a seminar, and invite expressions of interest to attend and/or contribute. The precise wording of the Press Notice requires a local perspective on the potential Consultees and historic public involvement in route issues. The date and venue for the seminar will be supplied only to those who are invited, and not given in the press notice, to assist in a successful outcome from the seminar by providing a controlled environment. Note that other consultees on the Wider Reference Group will be invited to contribute to the seminar by letter.

4.4.5 At this stage the HA should also contact the HA's Website Manager to arrange the establishment of a web page for the RMS and a copy of the press announcement should be posted on the appropriate section.

Route Management Strategy Seminar

4.4.6 The Seminar will be attended by the Strategy Group and senior representatives from the Wider Reference Group and the public. Attendees will be invited to express/ explain their views, which will be recorded. The consultant will propose a list of those to be invited to attend for HA agreement, and draft invitation letters for the HA to send.

4.4.7 The seminar should be one or less working days, held at a suitable central venue and accessible by public transport. In some cases, for example when a route is very long, there may be a need for two or more seminars to give reasonable opportunity for all relevant parties to attend.

4.4.8 Ideally the seminar should be opened and closed by the NS Regional Director or an authoritative person within the HA who is known to the attendees. The purpose of this is to endorse the status of the RMS process. The substantive business of the seminar should be facilitated by an independent consultant or by the RMS Consultant. Where numbers or personal commitments prevent attendance, comments in writing should be invited.

4.4.9 The seminar will typically comprise the following sessions:

  1. Explanation of Government policies for transport, the HA Objective, the RMS approach and an explanation of relationships with other transport initiatives and their status
  2. Views of key transport operators on the corridor and other contributors would be submitted in advance and circulated to those attending, obviating the need for presentations absorbing the time available
  3. The Policy Objectives can be presented to the Seminar, if time allows, however it is considered that there is little benefit in discussing these as they are pre-determined outside the Route Management Strategy process.
  4. The Route Functions can be presented to the Seminar. These will have been discussed and agreed prior to the Seminar. The performance of the functions may be discussed to assist in understanding the problems and issues along the route.
  5. The Land Use & Development Control Statement could be presented to the seminar. In particular, the effects of future development on the route might be stressed.
  6. The Consultant may be asked to present the Problems and Issues which have been identified at this stage. Views on these problems and any additional problems should be sought. It may be beneficial to attempt to prioritise these problems.
  7. The Consultant may be asked to present the initial Route Outcomes which have been developed.
  8. Views on the usefulness of seminar and other ideas for the RMS should be sought (to be returned within two days). The opportunity for further comment after this should be kept open and all comments should be logged and responded to whenever they are received
  9. An explanation of what happens next and closing statement should be provided.

4.4.10 The output from the seminar should be factually reported by the Consultant and should summarise the issues raised, points of discussion, questionnaire returns and conclusions reached.

4.4.11 The seminar calls for good preparation and a strong chair, to ensure that best use is made of the opportunity which the seminar affords to influence the development of the RMS.

Preparation of Draft Route Management Strategy

4.4.12 Following the seminar it is important to take stock and consolidate the Initial RMS into the Draft RMS. Each of the elements of the RMS should be reviewed and the Strategy Impact Statement prepared.

Public Consultation

4.4.13 A general public consultation strategy will have been identified at the start of the study. This should determine the timing of the exercise and the overall format. The study team will be required to develop appropriate material to make best use of the consultation. It is suggested that the consultation focuses on the following:

4.4.14 Public consultation traditionally refers to actual things that the HA are going to be doing on the route. Explaining what the HA would like to achieve along the route in terms of Outcomes is therefore likely to be a difficult concept to explain. The following ideas may assist in this process:

4.4.15 At the end of the consultation, the consultant will review the responses received and recommend any necessary amendments to the strategy. Responses which are relevant to other bodies, such as multi-modal related issues, should be forwarded to the appropriate bodies.

4.4.16 It should be emphasised that Cabinet Office rules require that Public Consultations should allow at least 12 weeks for consultees to submit their responses. Therefore, the Consultant should allow at least 12 weeks for the submission of responses to the Public Consultation for an RMS.

4.4.17 Guidance on involving the public in HA projects is provided in section 11 of the HA's Communications Strategy, which can be found on the HA Portal.

4.5 Publication of Final Route Management Strategy

4.5.1 The consultant will agree final changes to the document and prepare a report which describes the strategy agreed following Public Consultation. It should be prepared on the assumption that it will be a public document.

4.5.2 The format of this report is set out in Section 5.0 together with any other deliverables which may be required.

4.5.3 Public Consultation will have been undertaken prior to this event and so there will be a need to reflect on feedback from this and agree what changes to the RMS are necessary.

4.5.4 It is anticipated that many of the comments received may relate to location specific problems and are therefore likely to influence the subsequent development of the Route Management Plan as much as the RMS. It is more likely that the Key Route Outcomes, identified within the Strategy Impact Assessment, and the associated Actions will be affected by the consultation.

4.5.5 It is expected that an internal HA Meeting may be required to ratify the Final RMS before it is published.

4.5.6 The Final Document should be produced in html format suitable for web publication as well as a hard copy version.

4.6 Route Management Plan

4.6.1 It will be the responsibility of the HA to develop actions which will achieve the Route Outcomes set out in the RMS using advice provided in the Forward Planning Guidance and decisions taken in the bidding process. The HA should consider actions which can realistically be delivered within the 10 years of the RMS. They should then produce a Route Management Plan which includes committed and potential actions with due consideration of the budget and resources available to them.

4. Key Stages

5. Report Format

5.1 Introduction

5.1.1 This section sets out the format that the RMS documents should take. Typical contents of these sections are also suggested however the actual content will be at the discretion of the Route Manger.

5.2 The Route Management Strategy

5.2.1 A typical RMS document contents list may include the following:

  1. Introduction
    • Brief description of the route (including location plan)
    • Brief RMS Overview (what an RMS is and isn't; Guidance document used; RMS Process etc. Refer to overview document which will be appended)
    • Details of the Author and date of production
    • Details of Public Consultation (when, where etc.)
    • Report format
    • Reports/data used in the production of the RMS
  2. Description of the Route
    • Description of the Route (including photos and relevant facts and figures)
    • Plan of the route indicating key features
    • Constraints plan of the route
  3. Policy Objectives
    • Plan of policy areas
    • Written list of policies used
    • Tables with Policy Objectives and Sources
  4. Route Functions
    • How they were derived
    • List of Functions
    • Route Function Performance Tables
    • Discussion of Problems/Conflicts
  5. Land Use & Development Control Statement
    • The Existing Planning Context
    • Land Use Development Pressures
    • Development Control Strategy
      • Approach to Development Plan Representations
      • Approach to Individual Plan Applications
      • Potential Route Outcomes
  6. Route Problems and Performance
    • How they were derived
    • Description of Problems
    • Plan indicating Problem locations
    • Main Problems (from Consultation & Function Analysis)
  7. Route Outcomes
    • How they were derived
    • Route Outcome Summary Sheets
    • Plan indicating location of Route Outcomes
  8. Strategy Impact Statement
    • Impact Tables

5.3 Performance Report

5.3.1 Appended separately to the main report will be the Performance Report. This will be a technical document which is to be presented to the HA only. This should contain any detailed performance data or assessment collated as part of the study. This may include:

The RMS Portal will include list of relevant measures of performance or route characteristics

Economy Traffic Flow Data
Congestion Data
Delay/Queuing information at junctions
Safety Accident Numbers
Accident Rates
Severity Ratios
Accessibility Non Motorised User Access Studies
Environment Hansard Sites and other Noise Hotspots
Status of a Biodiversity Action Plan
Relevant Air Quality Management Areas
Integration Qualitative assessment of the facilities for public transport and their usage.

5.4 Consultation & Seminar Report

5.4.1 A factual report must be produced for the Seminar and any other periods of public involvement. This should set out:

5. Report Format

6. Review

6.1 Introduction

6.1.1 This section sets out the events which will bring about a review of the RMS and what will be expected in a review. The amount of work required in reviewing the Strategy will vary depending on why the review has been prompted.

6.2 General Review

6.2.1 The RMS is unlikely to change drastically over a short period. It is expected that the Strategy will need to be reviewed every 5 years to check on progress and ensure that the Route Outcomes are still appropriate.

6.2.2 Prior to undertaking a general review, it should be checked that there has been no significant changes to the Policy Objectives, Functions and Performance or Land Use. If a significant change has taken place then a Major Review should be undertaken.

6.2.3 A General Review should focus on the Route Outcomes and identify relevant actions which have been carried out to contribute to these. It should be clear which problems the Route Outcome set out to solve and the degree to which these problems have been assessed should be determined.

6.2.4 Targets that were set for the Route Outcomes should be examined and, where appropriate, revised.

6.3 Updating Old Route Management Strategies

6.3.1 A number of RMSs will have been developed using the previous methodology and these will need to be updated during a General Review. Whilst the majority of the knowledge needed for an RMS will have been gained when following the previous Guidance, the format of the Strategy Elements are quite different. The table below highlights these differences.

Strategy Element in this Guidance Change from Guidance v1
Policy Objectives These were not explicitly derived in the previous guidance.
Route Functions The assessment of performance was not related to functions explicitly
Land Use and Development Control Statement Not considered in the previous guidance.
Route Problems & Issues Likely to be covered in sufficient detail in previous RMSs.
Route Outcomes Not considered in the previous guidance although actions likely to have been considered

6.3.2 It is recommended therefore, that this new guidance is followed as part of a General Review of old RMS's originally developed using the previous methodology. If sufficient information is available then the time required in undertaking this work should be small. It is unlikely that consultation will be needed.

6.4 Major Review

6.4.1 In some cases there may be a fundamental change which affects the route and triggers a review. Potential triggers include:

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Figure 10

Figure 10 - Review Process

6.4.2 It is clear that these changes are fundamental to the development of the overall strategy. The triggers should be dealt with as follows:

6.4.3 Policy Objectives - The effects of these changes must be considered before any of the other elements are reviewed. In some cases the Policy Objectives may not be significantly altered and therefore none of the other elements will be changed. Otherwise the effects of a Policy Objective change should be followed through to identify any changes to a Function or a Route Outcome.

6.4.4 Route Functions & Performance - A significant alteration to the function or performance of the route may lead to a significant change in the focus of the RMS. The Key Route Outcomes may need to be revised to ensure that they relate to the major issues on the route which prevent the functions of the route being performed to a satisfactory level. Alterations to Route Functions may also affect the Land Use & Development Control Statement.

6.4.5 Land Use & Development Control Statement - Any significant alteration to the Land Use which effects the route may have an impact on the Functions of the route and may affect the future problems which the route will experience.

6.4.6 In each case the Route Outcomes and the Strategy Impact Statement must be examined to ensure that a robust strategy is being delivered.

6.4.7 This Major Review could then be presented to a workshop which will review progress in implementing the strategy and reconsider the Route Outcomes and Targets of the strategy in the light of any changed circumstances. The workshop may recommend that the strategy remains unchanged or that further analysis and updates are required.

6.4.8 Depending on the level to which the Route Outcomes have been achieved, it may be necessary to undertake public consultation again. This should highlight the progress which has been made as well as indicating any changes to the Route Outcomes which have been necessary.

6. Review