Our Highway Network
East Sussex County Council is responsible for maintaining most roads and pavements in the county.
Our highway network is vital for keeping local communities safe and connected, and for supporting the economic growth of the County. It is the most valuable publicly owned asset managed by East Sussex County Council and has a current value of around £5.54 billion.
Roads we look after
We repair and maintain most roads and pavements in East Sussex.
Search the map of roads we maintain.
Read more about East Sussex Highway maintenance services.
Roads we do not look after
We do not look after private or unadopted roads.
We also do not look after trunk roads. They are maintained by National Highways (previously Highways England). The trunk roads in East Sussex are:
- A21 outside of Hastings
- A26 between the A27 and Newhaven
- A27 and most of the A259, east of Pevensey (excluding Hastings)
District and Borough councils collect litter and carry out street sweeping.
Our highway network
We are responsible for:
- 3,120 km (1939 miles) of roads
- 2482 km (1542 miles) of footways (pavements)
- 763 km (474 miles) other public rights of way
- 201 km (130 miles) of cycleways
- 2499 km (1533 miles) of road markings
- 100,000 drains
- 505 km (314 miles) of ditches
- 766 grit bins
- 513 bridges
- 2 tunnels
- 246 retaining walls
- 43,695 road signs
- 40,000 safety bollards
- 26 hectares of wildlife verges and 20 hectares of meadow verges
- 55,000 individual trees (estimated)
- 50 ornamental shrub sites
- 4468 km of vegetated verges
- 35 km of hedges
- 37,500 streetlights
- 66 signal-controlled junctions
- 140 signal-controlled crossings.
Adopted and private roads
What are adopted roads?
An adopted road is a public highway maintained and repaired at public expense by the local highway authority. East Sussex County Council inspect, repair and maintain adopted roads. All adopted roads are open to the public unless restricted by the highway authority.
Other highways, such as Public Rights of Way (PROW), are not inspected or maintained to the same level.
Find adopted roads in East Sussex
Read about the process for how roads are adopted.
What are private roads?
Private roads are roads that have not been adopted by the County Council. The owner of the road has the responsibility to maintain them. The owner may be the residents of a road, a third party, or a developer. Owners can restrict access to private roads.
What are private streets?
Private streets are also known as unadopted public highways and are different to private roads. Private streets are also maintained by the owners rather than the County Council but are open to the public.
What are public rights of way?
Rights of way are legally recorded public highways across privately owned land. They are not inspected or maintained to the same level as adopted highways such as roads and pavements. Find out more at About public rights of way | East Sussex County Council.
Road maintenance funding
Where does the funding come from and what is it spent on?
This page explains how road maintenance is funded and why we have to prioritise certain repairs.
Funding for highway maintenance comes from Council tax, business rates and Government grants. Each year councillors weigh priorities and agree two spending plans for the council. These are the revenue budget and the capital programme. They both include funding for maintaining the highway.
Revenue funding
This usually comes from council tax and business rates. This is approximately £40 per household or business a year.
We use this funding on day-to-day reactive maintenance work to keep the highway safe including:
- Highway Asset Inspections – Carrying out regular inspections of highway assets to identify defects (e.g. potholes) and other issues. ‘Highway Assets’ is the term we use for all parts of the highway that we look after so this includes everything from roads and pavements to bollards and traffic lights.
- Drainage Maintenance – Routine cleaning and maintenance of the highway drainage system.
- Control of Vegetation – Routine verge cutting, hedge cutting and weed control.
- Road Markings – Maintenance of all centre lines, junction markings and other lines.
- Winter Service – Gritting, provision of grit bins, snow clearance, weather prediction etc.
- Structures – Routine and general maintenance of bridges, culverts, subways and retaining walls to prevent deterioration and keep them safe.
- Street Lighting and Intelligent Transport Systems – Inspecting, managing and maintaining systems including streetlights, illuminated bollards.
- Traffic Signals - Inspecting, managing and maintaining systems including traffic lights and pedestrian crossings.
- Reactive and Emergency Response – 24/7 service to repair defects causing a danger to users e.g. potholes. Also responding to other emergencies that compromise the safety or operation of the highway network e.g. an oil spill, flooding, storm events, etc.
- Network Management - Minimising disruption to the highway network by coordinating roadworks, road closures, traffic orders, lane rental etc. Also through licensing items such as skips, dropped kerbs, furniture etc. and dealing with any unlawful obstructions.
- Third Party Claims – Handling red and green claims. Red Claims are claims against the Council from third parties. E.g. someone claiming for compensation if they have hit a pothole and damaged their car. Green Claims are claims we make against others for damage to the highway network e.g. if a lorry driver reversed into a streetlight.
Capital funding
The Department for Transport (DfT) gives capital grants to local highway authorities for highway maintenance. This funding is allocated using a needs-based formula, considering the highway assets each authority manages. In the past the Council has borrowed additional capital funding.
Capital funding is used to improve the highway and reduce the cost of maintenance in the long term. It can usually only be used for certain types of preventative maintenance work that extend the life of roads. This includes:
- Protection e.g. Sealing the surface of the highway and protecting it from damage caused by water and UV light.
- Intervention maintenance e.g. Resurfacing a road if the surface of the road has deteriorated beyond preventative treatments but the base below is still in good condition.
- Structural maintenance if there are underlying issues e.g. Re-laying the ‘foundations’ of a road.
- Improvement works to change a specific characteristic to improve safety or to prevent damage e.g. Adding skid resistant surfacing or improving drainage to prevent damage to the road because of flooding.
Note, the Government sometimes specifies that their capital grants can be used on reactive work such as repairing potholes or on preventative work to prevent potholes forming in the first place.
You can find more information about our spending in our latest Transparency Report.
DfT Structures Fund
The Council has applied for additional funding from the Department for Transport Structures Fund. Further information is available on the Structures Fund page.
Highway policies and the asset management approach to maintenance
Our approach to asset management and highway maintenance
East Sussex County Council’s approach to highway asset management is set out in our Highway Asset Management Strategy. It emphasises a risk based, data driven methodology to maintain and enhance the county’s road infrastructure where possible. This strategy aims to optimise the use of available resources, ensuring safety, sustainability and value for money.
Key components:
- Risk-based maintenance – prioritising maintenance activities based on the likelihood of and impact of asset failures, focusing resources on areas where they are most needed to prevent deterioration and ensure safety.
- Resilient network identification – this is a network of critical routes, essential for economic activity and access to key services. This network receives prioritised maintenance to ensure functionality during adverse conditions.
- Lifecycle planning – by considering the entire lifespan of highway assets, the strategy supports timely interventions that extend asset life and reduce long term costs.
- Performance monitoring – regular assessments and surveys, such as SCANNER inform the condition of the network, guiding maintenance decisions and investment planning.
- Stakeholder engagement – our strategy involves collaboration with stakeholders, including local communities and transport partners, to ensure we align maintenance activities with user needs and expectations.
Copies of our policies and strategy can be found at Highway policies
What we are doing to follow best practice and deliver innovation efficiency
We keep up to date with best practice guidance and regularly review our policies and approach to maintenance.
We continually seek to improve through innovation and technology including:
- Having an Innovation Lead who coordinates innovations and assesses new technologies.
- Holding quarterly Continuous Improvement and Innovation groups that explore various workstreams.
- Sharing information and learning around systems, processes and products across the business and with other local authorities.
- Belonging to the South East Local Councils Roads Innovations Group.
- Participating in a Materials Forum to explore new materials.
For example, recently we have started using drones for structural inspections of bridges.
What we are doing to reduce disruption from streetworks
We coordinate streetworks to ensure that all works are planned and coordinated effectively and disruption is minimised.
Permit scheme
East Sussex Highways run a roadworks permit scheme to coordinate all roadworks carried out by the council and others. This helps us to:
- reduce disruption to communities and road users,
- check that work has been completed to a good standard, and
- encourage better practices.
We can issue fines for breaking permit rules or for working without a permit.
Coordinating works
All organisations who carry out roadworks plan ahead up to four years in advance so that work on the highway can be coordinated. Regular meetings with regional highway and utility committees take place to help ensure smooth collaboration.
We can also stop newly repaired roads from being dug up soon after maintenance work is done. This is a Section 58 restriction under the New Roads and Street Works Act 1991.
It stops utility companies from digging up the road:
- for 3 years after full reconstruction, or
- for 2 years after resurfacing.
The only exception is if there is an emergency or if new services need to be installed.
Ensuring lasting repairs by utility companies
Utility companies that dig up roads to repair equipment must restore the road to a high standard. The 'New Roads and Street Works Act' (NRSWA) allows them to make temporary repairs, but they must make these permanent within 6 months.
We meet regularly to discuss repair materials and methods. They are encouraged to minimise long-term road damage by using innovative methods.
This includes:
- repositioning equipment,
- using trenchless technology that avoids digging, and
- using the latest technology that offers value for money.
East Sussex Highways use 'New Roads and Street Works Act' (NRSWA) qualified inspectors. They check that repairs meet required standards.
We inspect their works within 6 months of the work being completed. If the quality is not good enough, the company must redo the work and a higher number of inspections will be carried out on their work in future. This helps to improve performance and protect the road.
Lane rental scheme
To further support our efforts to minimise congestion on the network, East Sussex was among the first local authorities to introduce a lane rental scheme in April 2025.
The scheme allows local authorities to charge for the time that street and road works occupy the highway on the very busiest streets at the busiest times. In East Sussex this is 5.9% of the highway network. Charges apply to works promoted by both utility companies and local highway authorities on the local road network. This encourages people carrying out roadworks to work as efficiently as possible.
Daily charges are:
- £1,500 for a lane closure
- £2,500 for a road closure
Once the costs of running the lane rental scheme are covered, the surplus money will be available for highway improvements, innovation and measures to further improve disruption and congestion-caused by works across the county.
Climate change, resilience and adaptation
Decarbonising maintenance
We are aiming to deliver an average 13% carbon reduction year on year from 2025 to 2030. We work closely with out highway maintenance contractor who have a plan called 'Bridging the gap', which contains targeted actions to reduce carbon.
Understanding the risks the network faces from the changing climate
Changing weather patterns present growing risks to roads and highway infrastructure. Key challenges include:
- Flooding – Heavy rain overwhelms drains, damages road surfaces, and weakens structures.
- Heat – High temperatures soften road surfaces, causing deformation and material failure.
- Freeze-thaw cycles – Repeated freezing leads to cracks and potholes.
- Storms and high winds – Cause fallen trees, damage to signs and structures, and blockages.
- Coastal erosion and sea level rise – Threaten roads near the coast.
These risks mean councils must build greater resilience into the network—using better materials, improving drainage and targeting investment where roads are most vulnerable.
Our data led approach to asset management gives opportunities for us to identify areas of greatest risk from changes in climate. In recent years we have mapped our flooding hotspots and we are currently exploring areas at risk of erosion.
Additional information
You can find more information on our policies and services at the links below:
Monitoring road condition
How we monitor the condition of roads
The Ministry of Housing Communities and Local Government (MHCLG) require all local authorities to gather data on the condition of local roads. We collect condition data on all A, B and C roads annually using a SCANNER (Surface Condition Assessment for the National Network of Roads) survey. SCANNER surveys use special vehicles with sensors to check road condition. They help us understand how good or bad a road surface is, so we can plan repairs and improvements. Roads are then placed into one of three categories:
- Green “good condition”: where no immediate work is needed, they are safe and smooth to drive on.
- Amber “needs attention soon”: these roads are showing early signs of wear and tear. They are most in need of preventative maintenance.
- Red “poor condition”: these roads are likely to have cracks, potholes, edge wear or uneven surface. They will usually require major maintenance intervention.
The SCANNER surveys provide up-to-date information on road conditions. This regular assessment allows for timely interventions and supports the council's asset management strategy.
For roads not covered by SCANNER, such as unclassified roads, the council employs other methods like Course Visual Inspections (CVI) to monitor their condition. This approach ensures a comprehensive understanding of the entire road network's health. The information is shared with the Department for Transport which helps them to understand the state of the national road network.
From 2026/27 a new methodology will be used based on the BSI PAS2161 standard. Local Highway Authorities will be required to use a supplier that has been accredited against PAS2161. This new standard will categorise roads into five categories instead of three to help the Council and the Government gain a more detailed understanding of road condition in England. This includes:
- Category 1: No deterioration: Not considered for maintenance.
- Category 2: Minor (and/or aesthetic) deterioration: Light maintenance, such as minor patching, may be required.
- Category 3: Moderate deterioration: Localised intervention or mid-life preventative maintenance (e.g., surface dressing, patching) is needed.
- Category 4: Moderate to severe deterioration: Rehabilitative maintenance, such as full carriageway resurfacing, may be required.
- Category 5: Severe deterioration: Structural maintenance, including full carriageway resurfacing or reconstruction, is necessary.
Condition data
You can find the latest condition data in our Transparency Report.
Reasons for decline in condition
The overall condition of roads in East Sussex has been gradually declining.
In 2024 we carried out a modelling exercise to work out how much it would cost to maintain East Sussex’s carriageway network in its current condition. The modelling looked at the whole lifecycle of our carriageways using data on the condition, typical deterioration rates, costs of treatments and inflation. The exercise found that it would cost £23m per year to keep carriageways in the same condition overall. It is important to note that this figure applies only to carriageways. It does not include the investment required to maintain other critical highway infrastructure such as footways, drainage systems, bridges, signs, or lighting columns. However, we are planning further exercises to look at these too.
Over the last seven years, East Sussex Highways has faced a fluctuating level of investment in carriageway maintenance. The funding available to spend on carriageways has been significantly less than the amount needed to achieve this. This major funding shortfall, combined with inflation and rising costs, has meant we have not been able to invest as much in preventative maintenance as needed to prevent long term decline.
The first roads to show signs of decline are usually the local unclassified roads. These were often not constructed as robustly as more major roads and without maintenance they will generally deteriorate more quickly. However, with limited funds we must prioritise our A and B roads, which are key for business, transport and emergency services. It is not a choice we take lightly, but it is widely regarded as the most effective way to manage risk and keep the county moving with the resources we have.
However, we do continue to inspect all parts of the highway for hazards and repair them promptly to ensure the highway stays safe for users.
Maintenance plans
Making the most of the funding available
We take a focused, risk-based approach to maintaining East Sussex’s roads, prioritising the areas where investment will have the greatest impact on safety, travel and the local economy.
This means targeting our busiest and most important routes, including A and B roads and key local routes that form our resilient network. These are essential for emergency services, public transport and keeping people and businesses moving.
For quieter, less-used roads (such as many rural or residential streets), we use cost-effective maintenance methods and carry out repairs as needed to keep them safe and serviceable.
This approach ensures we make the best use of available funding while continuing to maintain a safe and reliable road network across East Sussex, in line with our Local Transport Plan.
Maintenance plans
We will balance our investment between preventative maintenance—such as surface dressing and patching, which extend the life of roads—and more extensive work to rebuild key routes and structures where greater intervention is needed.
We have a strong focus on preventative maintenance, as it allows us to treat more roads and reduce long-term costs. However, we also recognise the importance of targeted structural repairs on roads and bridges in poorer condition, where more significant work is required.
Together, this approach ensures we are maintaining as much of the network as possible while also improving those areas that need more substantial intervention. All work is prioritised using a risk-based approach, focusing on where it will have the greatest impact on safety and help prevent further deterioration.
View the full programme, including road and structure works on the East Sussex Highways Schemes webpage.
Potholes and safety repairs
We continue to keep roads and pavements safe through reactive maintenance—fixing issues as they arise.
This includes repairing potholes, addressing any defects that are considered to be dangerous and responding quickly to urgent problems reported by residents or identified through inspections.
Emergencies and winter services
Winter service
You can find out how we maintain roads in winter, including gritting routes and grit bins, on the East Sussex Highways website:
Winter service plan - East Sussex Highways
Emergencies
You can find out more about how the Council plans for emergencies in our Emergency Planning section:
To report an emergency on the highways, call East Sussex Highways on
0345 60 80 193.
For non-emergencies, you can report it online.
Contact us about roads and pavements
If you think there is an emergency issue on the highways, call East Sussex Highways on
0345 60 80 193.
For non-emergencies or other enquiries, you can report it online.
Share your experience of our services, good or bad, at East Sussex Highways feedback.
East Sussex Highways social media:
Write to East Sussex Highways:
East Sussex Highways
The Broyle
Ringmer
Lewes
East Sussex
BN8 5NP
2026 Highway Maintenance Transparency Report
Introduction
The Department for Transport (DfT) requires all local highway authorities in England to publish an annual highways maintenance transparency report. These reports help people to understand how an authority is maintaining and investing in their highway networks, including work on potholes and planned maintenance.
The following report was published in September 2026.
How we maintain local roads, pavements, and the wider highway network in East Sussex
A1 – What we are responsible for maintaining
East Sussex County Council is responsible for maintaining most roads and pavements in the county.
Our highway network is vital for keeping local communities safe and connected, and for supporting the economic growth of the County. It is the most valuable publicly owned asset managed by East Sussex County Council and has a current value of around £5.54 billion.
- 3,120 km (1939 miles) of roads
- 2482 km (1542 miles) of footways (pavements)
- 763 km (474 miles) other public rights of way
- 201 km (130 miles) of cycleways
- 513 Bridges
- 4468 km (2776 miles) of vegetated verges
- 37,500 street lights
- As well as many other assets including drains, ditches, signs, bollards and trees.
We do not look after private or unadopted roads.
We also do not look after trunk roads. They are maintained by National Highways. The trunk roads in East Sussex are:
- A21 outside of Hastings
- A26 between the A27 and Newhaven
- A27 and most of the A259 east of Pevensey (excluding Hastings)
District and Borough councils collect litter and carry out street sweeping.
Key challenges
East Sussex has a large and varied highway network, and delivering an effective service involves balancing the differing needs of busy urban centres, historic communities, rural areas and key coastal routes.
The network faces a range of challenges, including ageing assets, increasing traffic demands, climate-related risks and ongoing financial pressures.
Maintaining a safe, reliable and resilient highway network, while minimising disruption and supporting local communities and businesses, requires careful planning, strong partnerships and an evidence-led, risk-based approach.
A2 – Road conditions in East Sussex
Councils use road condition surveys to assess the state of their roads. The results are grouped into three categories:
- Green – the road is in good condition and no further investigation or treatment is required
- Amber – the road may need maintenance soon
- Red – the road is in poor condition and should be considered for maintenance
The published official statistics for road condition include more detail about the methodology, timing and coverage of this data
| Year | Percentage of road in red category | Percentage of road in amber category | Percentage of road in green category |
|---|---|---|---|
| 2023 | 5 | 33 | 62 |
| 2024 | 4 | 28 | 67 |
| 2025 | 5 | 30 | 64 |
| Year | Percentage of road in red category | Percentage of road in amber category | Percentage of road in green category |
|---|---|---|---|
| 2023 | 6 | 31 | 63 |
| 2024 | 5 | 26 | 69 |
| 2025 | 6 | 28 | 66 |
| Year | Percentage of road in red category |
|---|---|
| 2023 | 13 |
| 2024 | 17 |
| 2025 | Not available* |
A2.4. - Additional information on carriageway condition
*Please note: Although a CVI survey of U roads was carried out, the results were not considered accurate or representative of actual road condition.
This was due to the to the specialist road condition survey contractor engaged by the Council (separate from the highways term maintenance contractor) being unable to provide sufficient qualified inspectors during the agreed survey period, resulting in surveys being undertaken in February 2025 when winter conditions are affected the quality and consistency of visual inspections. The DfT therefore advised the Council to submit a nil return.
A3 – What we are doing about potholes and other road defects
A3.1. – What is a pothole?
A pothole is a loss of material from the highway surface that creates a sharp-edged depression.
We risk assess potholes and other defects, such as rutting and cracks, to decide how quickly they need to be repaired. Bigger potholes are generally higher risk, but inspectors also consider factors such as location and highway use.
All defects that present a significant safety or serviceability risk are repaired or made safe within 2 hours, 5 days or 28 days, depending on risk level. Sometimes we may need to make a temporary repair, but permanent repairs are completed within 28 days.
Our Highway Inspection Manual and Investigatory Matrix set out the full criteria. You can see these and our other highway policies at Highway policies | East Sussex County Council.
The normal minimum intervention levels are shown below but inspectors may arrange for repairs of smaller potholes where other risk factors apply.
| Highway Asset | Normal Pothole Intervention Level |
|---|---|
| Carriageways | 40mm deep and 300mm wide in all directions |
| Footways and cycleways | 20mm deep and 200mm wide in all directions |
A3.2. – What we are doing to tackle potholes
During 2025/26, East Sussex Highways repaired 22,453 potholes that met our safety defect criteria.
Our approach to identifying, assessing and prioritising potholes is set out in the Highway Inspection Manual and Investigatory Matrix. These documents ensure a consistent, risk-based approach to managing potholes and other highway defects.
We prioritise permanent repairs and aim to fix defects right first time wherever it is safe and practical to do so. Temporary repairs are used only where an immediate hazard must be made safe or where additional traffic management is needed before a permanent repair can be completed. All temporary repairs are followed by a permanent repair.
We have carried out a Lean improvement project to reduce repeat visits, improve efficiency and make the best use of available funding. Where traffic management is already in place, repair teams will complete other repairs within the same work site, including previously unrecorded defects found while on site. This helps reduce disruption for road users, avoid repeat traffic management costs and improve overall network condition.
We monitor all repairs carried out by our contractors. Where a defect exceeds its target repair date, a performance failure is recorded, with further failures recorded every 28 days until the repair is completed. This encourages the contractor to prioritise overdue defects.
Alongside reactive repairs, we carry out preventative maintenance such as larger patch repairs, mastic treatments, jet patching, surface treatments and resurfacing to reduce deterioration and prevent potholes from forming. Smaller defects that do not require immediate repair are recorded and used to help target future maintenance and investment.
A3.3. How members of public can report potholes and other highway defects
Members of the public can report potholes and other highway defects, including drainage, signs, street lighting and vegetation issues, through the East Sussex Highways online reporting service or FixMyStreet. Reports submitted through our website are logged in our customer service system and automatically transferred to our highway asset management system, for assessment and action.
The East Sussex Highways Information Hub enables residents to view reported issues, track repair progress and see planned works in their area. A 24-hour telephone service is also available for reporting highway defects and emergency issues.
Report a defect: East Sussex Highways Report a Problem
A3.4. What happens after a pothole is reported
When a pothole or other highway defect is reported, it is recorded in our asset management system and assessed against our highway safety inspection criteria. Where further assessment is needed, a highway inspector will visit the site to determine the appropriate action.
Defects that present an immediate risk to highway users (Category 1) will be addressed within 2 hours. Category 2 defects are addressed within 5 days, and Category 3 defects within 28 days. See B3.1 for details about categories.
Customers can track the progress of their report online and are notified when the defect has been resolved and the case closed.
A4 – What we spend to maintain the highway network and where the funding is coming from
| 2024-25 | 2025-26 | 2026-27 (Projected) | |
|---|---|---|---|
| Total spend on highways maintenance | £45,925,271 | £39,957,499 | £43,150,755 |
| 2024-25 | 2025-26 | 2026-27 (Projected) | |
|---|---|---|---|
| Carriageways | £25,832,901 | £18,895,805 | £20,241,948 |
| Footways | £790,310 | £1,427,767 | £1,191,837 |
| Structures (for example bridges or tunnels) | £4,275,341 | £5,265,365 | £9,329,571 |
| Drainage | £4,415,094 | £4,402,215 | £2,009,367 |
| Street lighting | £3,685,096 | £3,564,410 | £3,493,424 |
| Other assets | £3,119,986 | £2,787,055 | £2,742,128 |
| Shared across the above categories | £3,806,543 | £3,913,882 | £4,142,480 |
| Funding sources for highways maintenance | 2024-25 | 2025-26 | 2026-27 (projected) |
|---|---|---|---|
| Funding received through the Department for Transport / UK Government | £16,859,078 | £21,848,669 | £22,747,127 |
|
[if applicable]: Additional highways maintenance funding provided by the Council or third parties |
£29,066,193 | £18,108,829 | £20,403,628 |
| Total | £45,925,271 | £39,957,499 | £43,150,755 |
A5 – Our maintenance plans for this year
A5.1 – Our plans for highways maintenance for 2026-27
Resurfacing: Deliver approximately 13 km (8 miles) of carriageway resurfacing during 2026/27, targeting roads where intervention is required to improve condition, safety and long-term resilience.
Preventative surface treatments: Deliver approximately 46 km (29 miles) of preventative treatments, including surface dressing, to extend carriageway life and reduce future deterioration.
Carriageway patching in advance of surface dressing in 2027/28: Prepare approximately 20km (12 miles).
Patching programme: Deliver approximately 7000 m² (8,372yd2) of planned patching works, targeted using defect history and hotspot data to address recurring defects, repeat visits and locations where repairs have been affected by poor underlying carriageway condition.
Reactive maintenance: Continue targeted reactive repairs, including pothole repairs and safety defects, to maintain a safe and serviceable network.
Footway renewals: Renew approximately 1.8 km (1.1 miles) of footways, prioritising locations based on condition, risk and accessibility.
Other highway assets: Continue planned maintenance across drainage, structures, street lighting and highway safety infrastructure to support network resilience.
As well as maintenance as part of wider improvement schemes.
A5.2 - Full list of planned carriageway and footway works
Further details of planned highway maintenance schemes for 2026/27 are available on the East Sussex Highways planned works programme page.
A5.3 – How decisions are made on our maintenance plans
Highways maintenance decisions are guided by our Highway Asset Management Policy, Highway Infrastructure Asset Management Strategy 2025–2030 and supporting Highway Infrastructure Asset Management Plans. These set out how we make decisions across the highway network based on evidence and risk.
We use information about highway condition, safety inspections, customer reports, road hierarchy, traffic levels, risk and local knowledge to identify priorities. This helps us target funding where it will have the greatest benefit, while balancing safety, reliability, affordability and value for money.
Maintenance plans take a whole-life approach, applying the right treatment at the right stage in an asset's life. This may range from preventative treatments and patching through to resurfacing where more substantial repairs are required. This helps to extend asset life and make best use of available funding.
We improve efficiency through coordinated work planning, data-led decision making, performance monitoring and working in partnership with our contractor.
Transparency report – Technical Annex
B1 - Highways maintenance funding and spending figures
| Financial year | 2024-25 | 2025-26 | 2026-27 (projected) |
|---|---|---|---|
| Highways maintenance capital funding allocated through DfT | £14,949,000 | £21,002,000 | £21,739,000 |
| Other DfT capital funding utilised by local authority for highways maintenance | £1,910,078 | £846,669 | £1,008,127 |
| Other Government capital funding allocated by local authority to Highways Maintenance | £25,739 | £363,756 | £160,848 |
| Other capital funding allocated to highways maintenance | £18,385,476 | £4,491,379 | £9,373,397 |
| Total Capital funding allocated to highways maintenance | £35,270,294 | £26,703,805 | £32,281,372 |
B1.1.2 - Additional information on funding figures
Highway maintenance activities are funded through a combination of Government grants, council tax, business rates, borrowing and other external funding sources.
These are categorised as either capital or revenue funding. The table at B1.1 above shows the sources of capital funding allocated to highway maintenance activities.
Further details about each type of funding:
The ‘highways maintenance capital funding allocated through the Department for Transport (DfT)’ is fully invested in the Council's Highways Structural Maintenance Capital Programme.
‘Other DfT capital funding’ includes the Traffic Signals Fund spent on upgrading traffic lights. Also included are Local Transport, Bus Service Improvement Plan and Active Travel Fund grants supporting local and public transport improvements, where part of the funding has been used to renew or replace existing highway assets. The funding listed just includes those elements relating to maintenance.
‘Other Government capital funding’ includes Local Growth and Levelling Up Fund grants for projects whose primary objectives may be economic growth, accessibility, local transport improvements or place-making, but which also include highway maintenance elements.
‘Other capital funding’ primarily comprises locally funded investment, including council borrowing, which supports the delivery of the Highways Structures and Street Lighting capital programmes. Council borrowing and developer contributions also support maintenance elements of local transport, economic growth or place-making projects, primarily funded from government grants.
B1.2 - Spending
| Please confirm that you understand the answers provided in this section (B1.2.1) relate to your compliance under the 2026-27 local highways maintenance incentive funding requirements, as set out to your authority via letter to your chief executive in April and as published online. | Yes |
|---|
| Financial year | 2024-25 | 2025-26 | 2026-27 (projected) |
|---|---|---|---|
| Total highways maintenance capital spend | £35,270,294 | £26,703,805 | £32,281,372 |
| Total highways maintenance revenue spend | £10,654,977 | £13,253,694 | £10,869,382 |
| Total spend | £45,925,271 | £39,957,499 | £43,150,755 |
B1.2.2 - Additional information on total spending figures
The table in B1.2 above shows the total highway maintenance capital spend from table B1.1. It also shows total highway maintenance revenue spend.
Revenue funding is used for day-to-day routine and reactive maintenance work to keep the highway safe including: highway inspections, drainage maintenance, routine vegetation control, road markings, winter gritting, routine maintenance of structures, street lighting, traffic signals, reactive and emergency responses and repairs, network management and rights of way maintenance.
B1.2.3 Spending on carriageways by type of spend in financial year 2025-26 and 2026-27 (projected)
| Carriageway spend related maintenance type | Capital 2025-26 | Revenue 2025-26 | Capital 2026-27 (projected) | Revenue 2026-27 (projected) |
|---|---|---|---|---|
| Preventative carriageway maintenance | £5,003,081 | £0 | £9,011,840 | £0 |
| Structural carriageway maintenance | £3,483,904 | £0 | £3,112,503 | £0 |
| Planned carriageway repair / patching programmes | £3,864,237 | £0 | £1,994,560 | £0 |
| Carriageway spend related maintenance type | Capital 2025-26 | Revenue 2025-26 | Capital 2026-27 (projected) | Revenue 2026-27 (projected) |
|---|---|---|---|---|
| Reactive carriageway repairs / patching (temporary repairs) | £0 | £0 | £0 | £0 |
| Reactive carriageway repairs / patching (permanent repairs) | £11,244 | £1,696,387 | £241,729 | £870,579 |
| Reactive carriageway repairs / patching (total) | £11,244 | £ 1,696,387 | £241,729 | £870,579 |
| Carriageway spend related maintenance type | Capital 2025-26 | Revenue 2025-26 | Capital 2026-27 (projected) | Revenue 2026-27 (projected) |
|---|---|---|---|---|
| Other carriageway‑related spend | £2,438,793 | £1,158,468 | £4,583,511 | £249,900 |
| Carriageway spend related maintenance type | Capital 2025-26 | Revenue 2025-26 | Capital 2026-27 (projected) | Revenue 2026-27 (projected) |
|---|---|---|---|---|
| Total | £14,801,258 | £ 2,854,855 | £18,944,143 | £ 1,120,479 |
B1.2.4 - Additional information on spending on carriageways by type of spend
The table above shows only the capital and revenue expenditure that has been allocated to carriageway (road) maintenance activities. This includes carriageway maintenance elements delivered as part of wider public realm, economic growth and major infrastructure projects where expenditure relates to the renewal, replacement or maintenance of the highway asset. It does not include work on other assets such as footways (pavements), cycleways, drainage, street lighting etc.
Note on the ‘other carriageway related spend:’ East Sussex Highways delivers maintenance services across a range of highway assets through an integrated services contract with Balfour Beatty Living Places. As these services are delivered through a single contract, it is not possible to proportionately attribute all contract costs to the individual carriageway maintenance categories reported in Table B1.2.3. Where costs cannot be directly attributed, they have been reported within "Other carriageway expenses".
B2 – Highway Maintenance Activity (Surface Treatments and Repairs)
| Financial year | Road receiving preventative road surface treatments (length, km/miles) | Road receiving planned structural maintenance (length, km/miles) | Area receiving planned repair / patching programmes (m² / yd²) | Area receiving reactive repair / patching (permanent methods) (m² / yd²) | Area receiving reactive repairs / patching (temporary methods) (m² / yd²) |
|---|---|---|---|---|---|
| 2025-26 | 69.5 km (43 miles) | 2.4 km (1.5 miles) | 22,970 m² (27,476 yd²) | 48,026 m² (57,439 yd²) | 0 m² (0 yd²) |
| 2026-27 projected | 46 km (28.6 miles) | 13 km (8.1 miles) | 28,000 m² (33,488 yd²) | n/a | n/a |
| Does table B2.1 reflect all your carriageway-related road surface treatments & repair activities (for example, including pothole repairs)? If no, please add further information on any other types of treatments (planned to be) delivered and their extent in the table below. | Yes |
|---|
B3 – Pothole repairs
This section sets out how authorities identify and repair potholes and other defects in carriageways, and how this activity fits within their wider maintenance approach. The Department for Transport is clear that prevention is better than cure: planned, preventative maintenance should be the foundation of a well-managed network, reducing the need for repeated reactive interventions
B3.1 – Pothole/Defect intervention criteria
| Pothole/Defect category name (as used by your authority) | Minimum investigatory or definitional threshold (e.g. depth, area, width – include units) | Additional risk or contextual factors considered (e.g. road hierarchy, traffic levels, location in carriageway) | Target response time – make safe | Target response time – permanent repair |
|---|---|---|---|---|
| Category 1 | Meets the following criteria: ‘A defect, hazard or incident that has potential to be a very serious threat to life or health or create major disruption on the highway network. Prompt attention is required because they represent an immediate and imminent hazard or because there is a risk of short-term structural deterioration.’ In normal circumstances where there are no significant additional risk factors, potholes that are greater than or equal to 100mm deep and at least 300mm wide in all directions will fall into this category. | On site judgement taking into consideration factors such as location and usage | 2hrs | Maximum of 28 days |
| Category 2 | Meets the following criteria: “A defect, hazard or incident that is unlikely to pose an immediate or imminent serious hazard, but where there is a significant risk to highways users or risk of short-term structural deterioration. Such defects may have safety implications, although of a far lesser significance than Category 1 defects, but are more likely to have serviceability or sustainability implications.” In normal circumstances where there are no significant additional risk factors, potholes that are greater than or equal to 60mm and less than 100mm deep and at least 300mm wide in all directions | On site judgement taking into consideration factors such as location and usage | 5 days | Maximum of 28 days |
| Category 3 | Meets the following criteria: “A defect, hazard or incident that is deemed not to represent an immediate hazard or risk of short-term structural deterioration. Such defects may have safety implications, although of a far lesser significance than Category 1 defects, but are more likely to have serviceability or sustainability implications.” In normal circumstances where there are no significant additional risk factors, potholes that are greater than or equal to 40mm and less than 60mm deep and at least 300mm wide in all directions | On site judgement taking into consideration factors such as location and usage | 28 days | Maximum of 28 days |
| Observation | Potholes approaching investigatory levels or excessive potholing | On site judgement taking into consideration factors such as location and usage. | These are non-intervention defects that provide the highway authority with asset condition intelligence across its network. | Not applicable |
| Other - Planned/Preventative Maintenance Defects | Defects that do not meet Category 1, 2 or 3 intervention criteria independently, but are identified as suitable for treatment as part of a planned maintenance activity (e.g. jet patching, patching programmes, preventative repairs, or where multiple defects exist in proximity). | Consideration given to defect clustering, rate of deterioration, road hierarchy, traffic volumes, whole-life asset management, operational efficiency, and opportunities to undertake repairs alongside other planned works. | n/a | Repairs completed through programmed maintenance works in accordance with local priorities and available resources. |
B3.2 – Number of potholes filled
| Number of potholes filled in 2025-26 (estimate) | 22,453 |
|---|
| Planned repair / patching programmes | Planned structural maintenance programmes | Reactive repair using temporary repair methods | Reactive repair using permanent repair methods |
|---|---|---|---|
| [no data held – see note below] | [no data held – see note below] | 0 | 22453 |
B3.2.3 - Additional information on numbers of potholes resolved, by treatment type
120 patching programmes were completed in 2025-26. While we know how many planned patching repairs have been completed and their total size, we do not record how many individual potholes were repaired within those patches. We also do not record how many potholes are addressed under planned structural maintenance programmes.
As a result, the figure of 22,453 shown above reflects only recorded safety defects repaired under our reactive programme.
Temporary repairs are sometimes used to make defects safe under our reactive programme, but all are permanently repaired within 28 days. Therefore the number of temporary repairs has not been included.
Caution for readers – Authorities have different criteria for identifying potholes and different methodologies for counting how many they have filled or resolved. Summing the figures in the above table across authorities will therefore not provide a reliable estimate of the total number of potholes filled across England.
B3.3 - Prices of pothole interventions
| Unit/average cost of a permanent pothole repair on your network (reactive) | Not held | Unit/average cost of a temporary pothole repair on your network (reactive) | Not held |
|---|
B3.3.1 - Additional information on pothole prices
We do not record the cost of repairing individual potholes because repairs are delivered as part of a wider highway maintenance contract. The Core Contract budget (£12.5 million in 2026/27) funds the activities required to keep the network safe and operational.
This includes the treatment of up to 31,500 highway defects that meet our safety intervention criteria each year, including potholes and other defects such as overgrown vegetation, cracking and rutting. It also includes inspections, drainage maintenance, vegetation control, road markings, winter gritting, maintenance of structures, street lighting and traffic signals, emergency repairs, and other network management activities. Where defect numbers exceed forecast levels, additional costs may be incurred.
B3.4 - Defect repair quality
| ID | Question | Yes/no |
|---|---|---|
| 3.4.1 | Do you set requirements to those delivering repairs about the longevity of both a) planned repairs/patching and b) reactive repairs using permanent methods? | Yes |
| 3.4.2 | If yes, do you base your material and process specifications on these longevity requirements? | Yes |
| 3.4.3 | Do you regularly monitor the appropriateness of the carriageway interventions chosen by your workforce or contractor and the quality of work delivered? | Yes |
| 3.4.4 | If yes, do you systematically record information about expected and delivered longevity of repairs? | Yes |
B3.4.5 - Evidence Summary
The Highways and Infrastructure Services Contract requires the delivery of a right first time service, supported by an ISO 9001 accredited quality management system, inspections, audits, performance indicators and continuous improvement arrangements.
Completed works are subject to quality inspections, including routine sample inspections undertaken by the Supervisor. Inspection findings, defects, audit outcomes and performance data are recorded and reviewed through established contract governance arrangements, including performance monitoring and annual service reporting.
This information is used to assess the quality of repairs, drive service improvements and support contractor performance management.
B3.5 - Public reporting system for defects and other issues
| ID | Question | Answer |
|---|---|---|
| 3.5.1 | Are defect reports from the public routinely used as an input into maintenance planning and inspection regimes? | Yes |
| 3.5.2 | Do you inform users about the outcomes from their feedback, including when no action is to be taken? | Yes |
B3.5.3 - Evidence Summary
Public reports are received through the East Sussex Highways website (Jadu CRM), FixMyStreet, telephone contacts and stakeholder enquiries. Reports are recorded in Confirm, our highway asset management system, where they are assessed and, where required, inspected to inform maintenance planning, prioritisation and inspection activities.
Reports that do not meet current intervention criteria are retained and may be used by the Asset Management team when developing future maintenance programmes. Evidence is held within customer service records, Confirm case records, inspection records, maintenance programmes and performance reports.
Customers receive automated updates on the outcome of their report, including where no action is required, and can track progress throughout the process.
B3.5.4 - Tools used for reporting
East Sussex Highways provides online defect reporting through its website and supports reports via FixMyStreet. Reports submitted through the website are managed through Jadu CRM and integrated with Confirm, our highways management system. The Information Hub also enables residents to view existing reports, monitor repair progress and see planned works in their area.
B4 – Maintenance of highway structures
| ID | Question | Answer |
|---|---|---|
| 4.1.1 | Number of highway structures on your highway network | 633 |
| 4.1.2 | Number of highway structures with interim measures in accordance with CS470 applied? | 2 |
| 4.1.3 | Number of structures due a General Inspection in 2025-26 in accordance with CS450 | 295 |
| 4.1.4 | Number of General Inspections carried out in 2025-26 | 291 |
| 4.1.5 | Number of structures due a Principal Inspection in 2025-26 in accordance with CS450 | 71 |
| 4.1.6 | Number of Principal Inspections carried out in 2025-26 | 67 |
B5 – Asset Management
This section focuses on asset management practices that underpin how the authority plans, prioritises and delivers highways maintenance. It is intended to provide confidence that decisions are evidence led, risk based and aligned to whole life value, in line with the Code of Practice for Well Managed Highways Infrastructure.
B5.1 - Asset Management Strategy and Policy
| 5.1.1 | Please confirm that you understand the answers provided in this section (B5.1) relate to your compliance under the 2026-27 local highways maintenance incentive funding requirements, as set out to your authority via letter to your chief executive in April and as published online. | Yes |
|---|
| Please provide a link to your authority’s published highways asset management policy and strategy. |
|---|
| You can find a copy of our policy and strategy on the East Sussex County Council website: Highway asset management policy Highway asset management strategy |
| Please provide the date it was last reviewed or updated | Date: September 2025 |
|---|
| Please provide proof of the review or update. Free text - 50 words |
|---|
| A copy of the decision by the Lead Member for Transport and Environment to adopt the new asset policy and strategy can be found on the Council’s website: Lead Member for Transport and Environment on Monday, 8th September, 2025. Please see agenda item 14 – Review of Strategic Highway Policies and Asset Management Plans. |
Key aspects of highways asset management approach
To get a sense of how each local highway authority is implementing best practice for asset management, we ask that you provide the following information across a sample of key areas.
B5.2 - Asset data
This section seeks to establish whether asset management decisions are supported by appropriate and up‑to‑date condition data.
Please complete the table below for your key highway assets.
| Asset type | Asset inventory held? (None / partial / full) | Condition data held? (None / Partial / Full) |
|---|---|---|
| Carriageways | Full | Full |
| Footways and cycleways | Full | Partial |
| Structures | Full | Full |
| Drainage assets | Partial | Partial |
| Street lighting | Full | Full |
| Traffic signals | Full | Full |
5.2.1 - Further context
We maintain a comprehensive inventory and condition record for visible drainage assets, including gullies, manholes and other surface features. As underground drainage pipework is not directly visible, information on the condition of the pipe network is more limited and is developed through targeted CCTV surveys during site investigations. Asset records are updated as new information becomes available, supporting ongoing improvements to our drainage inventory and future maintenance planning.
B5.3 – Asset data integration and management
This section seeks to understand the maturity of how asset data is managed and integrated to support planning and investment decisions.
B5.3.1 – Asset data integration
How is asset inventory and condition data for your key highway assets primarily managed?
| Options: | |
|---|---|
| Discrete spreadsheets or documents held by individual teams | |
| Multiple digital platforms with limited integration | |
| A single digital platform or a set of connected platforms used across the highways service | x |
| Other (please set out in further context) |
B5.3.2 - Further context
Our primary highways asset management system is Confirm. The system holds inventory and condition data for all highway asset groups except vegetation assets. Vegetation data is periodically imported into Confirm to ensure users have access to a consolidated and up-to-date asset view. Reactive and cyclical maintenance activities are also managed through Confirm, providing an integrated picture of asset condition, maintenance history and operational activity.
B5.4 – Lifecycle planning and investment decision‑making
This section focuses on whether the authority uses lifecycle planning to inform maintenance investment decisions, rather than relying solely on reactive demand or short‑term pressures.
| ID | Question | Yes / No |
|---|---|---|
| 5.4.1 | Do you use lifecycle plans for carriageways to support maintenance investment decisions? | Yes |
| 5.4.2 | Do you use lifecycle plans for footways to support maintenance investment decisions? | No |
| 5.4.3 | Do you use lifecycle plans for structures to support investment decisions? | Yes |
B5.4.4 - Evidence Summary
Lifecycle planning is embedded within the Authority’s asset management approach and provides evidence-based support for investment decisions across carriageways and structures. Maintenance programmes are developed using condition survey data, inspection records, inventory information, deterioration trends, risk assessments and whole-life cost (WLC) principles.
During scheme design WLC provides a treatment schedule that feeds into scheme prioritisation. This is undertaken through analysis of asset condition and need, ensuring funding delivers the greatest network benefit and prevents more costly interventions later. Evidence of this approach includes UKPMS condition data, structures condition assessments, forward works programmes, asset management plans and reports used to support programme development, prioritisation and funding decisions.
B5.5 – Performance monitoring and continuous improvement
This section focuses on whether the authority monitors the effectiveness of its asset management approach and uses performance information to inform ongoing investment and prioritisation decisions.
| ID | Question | Answer |
|---|---|---|
| 5.5.1 | Do you have a defined set of key performance indicators (KPIs) to monitor the outcomes of your highway’s asset management approach? | Yes |
| 5.5.2 | Are these KPIs reviewed on a regular basis (at least annually)? | Yes |
| 5.5.3 | Are KPI trends used to inform maintenance planning, prioritisation or changes to forward programmes or investment decisions? | Yes |
| 5.5.4 | Have you conducted a value for money review or peer review of your service in the last 3 years | No |
B5.5.5 - Evidence Summary
Carriageway condition trends, maintenance delivery outcomes and asset performance information are monitored to assess the effectiveness of the Authority's asset management approach. Condition data and performance indicators are reviewed regularly to understand whether investment and prioritisation decisions are achieving intended outcomes and maintaining or improving network condition. Measures include carriageway condition, asset data completeness, delivery of continuous improvement actions and the balance of investment between preventative and reactive maintenance. Evidence supporting this approach includes condition survey data, performance reports, maintenance programmes, asset management documentation and governance records used to inform future investment decisions.
The 2021 Highways Services Re-Procurement Project included a detailed options appraisal based on the HM Treasury Five Case Model, assessing a wide range of service delivery models to identify the option offering the best opportunity for value for money, efficiency and continuous improvement. This work was supported by independent benchmarking and sector expertise through Proving Services Ltd, together with oversight, challenge and input from a Scrutiny Member Reference Group.
B6 - Maintaining footways and cycleways
| ID | Question | Answer |
|---|---|---|
| 6.1.1 | Do you have a defined footway hierarchy (e.g. based on footway function and usage levels) that underpins a risk‑based approach to inspection frequencies and maintenance programmes? | Yes |
| 6.1.2 | For 2026-27, please provide the length of footways that you have earmarked for structural maintenance / reconstruction / renewal | 1.8 km (0.70 miles) |
| 6.1.3 | For 2026-27, please provide the length of footways that you have earmarked for preventative maintenance treatments | 0 km |
| 6.1.4 | Are priority footways and cycleways included in your winter service (e.g. gritting or snow clearance), and in a routine programme for keeping them clear of overgrown vegetation and debris (e.g. sweeping, cutting back)? | No |
| 6.1.5 | For 2026-27, are you planning to deliver structural or preventative maintenance to cycleways which is not yet covered as part of your carriageway maintenance programmes or footway maintenance programmes (e.g. segregated cycleways that are not shared with pedestrians or motorists). If yes, please set out the length of such cycleways that you have earmarked for: | No |
| a. Structural maintenance / reconstruction (in km) | 0 | |
| b. Preventative maintenance treatments (in km) | 0 |
B6.1.6 - Please provide any brief additional information you consider helpful in explaining your approach to maintaining footways and cycleways
Footway and cycleway maintenance schemes are prioritised using condition survey data, asset hierarchy, risk and network usage. In addition to condition, consideration is given to routes serving vulnerable users and key community facilities, including schools, care homes, health centres, hospitals, town centres and public transport interchanges.
Inspection findings reported defects and recurring deterioration patterns are also considered when identifying locations for maintenance or renewal. This approach helps ensure available funding is targeted where it will deliver the greatest benefit in terms of safety, accessibility, network resilience and asset performance.
B6.1.7 - Evidence Summary
Evidence supporting this approach includes footway condition survey data, safety inspection records, maintenance programme development processes, annual investment programmes and asset management documentation. Scheme selection is undertaken using a risk-based asset management approach to ensure funding is directed to locations where it will provide the greatest long-term benefit.
The Authority is further developing its asset management framework through an evolving suite of Asset Management Plans, including dedicated Footway and Cycleway Asset Management Plans scheduled for publication in early 2027, which will provide greater transparency in lifecycle planning, investment prioritisation and performance monitoring.
B7 – Drainage
| ID | Question | Answer |
|---|---|---|
| 7.1.1 | Please provide an estimate of your drainage maintenance expenditure split (in percentages) between: | |
| a) Reactive (incident- or failure-driven) maintenance | 27% | |
| b) Planned maintenance (routine/cyclical and/or risk-based) | 73% | |
| 7.1.2 | Does your authority utilise a digital drainage management platform, covering asset inventory, inspection history, sensor data, and risk scoring? | No |
| 7.1.3 | Do you maintain a record of locations where drainage issues are known to cause or contribute to carriageway deterioration or surface water ponding? | Yes |
| 7.1.4 | Do you utilise smart sensors or other remote monitoring technologies to monitor performance of your drainage assets. If yes please provide some high-level information in bullet points below | No |
B7.1.5 - Evidence Summary
Drainage maintenance is delivered through a combination of planned and reactive activities. The Authority maintains records of known drainage issues, including flooding hot-spots and locations where drainage defects contribute to carriageway deterioration or surface water ponding. Customer reports of flooding are prioritised and considered alongside drainage investigation reports, CCTV survey records, inspection findings and asset data when developing maintenance programmes. Evidence supporting this approach includes the Drainage Asset Management Plan (2025), cyclical gully and ditch maintenance programmes, drainage asset records held in Confirm and records reviewed through the Asset Condition Information Group (ACIG).
B7.1.6 – Further context on approach to drainage asset management
The Authority undertakes cyclical maintenance of gullies and ditches and carries out targeted drainage investigations where recurring issues are identified. CCTV surveys are used to improve understanding of underground asset condition and inform future maintenance requirements. Drainage asset performance, condition information and emerging risks are reviewed through the Asset Condition Information Group, supporting risk-based maintenance planning and continuous improvement of drainage asset knowledge.
B8 – Skills and training
| ID | Question | Answer |
|---|---|---|
| 8.1.1 | Do you have an up-to-date training and development plan for those responsible for highways asset management in your authority? | Yes |
| 8.1.2 | Do you or your main highways contractors support professional development through a recognised professional training scheme (e.g. Institution of Civil Engineers (ICE) or Institution of Highway Engineers (IHE))? | Yes |
| 8.1.3 | Does your authority contribute towards the cost of professional membership or professional development required for relevant highways roles? | Yes |
| 8.1.4 | Do you employ a professionally qualified engineer (e.g. Chartered Engineer (CEng) or equivalent competence) with responsibility for the management of highway structures (either in house or through a contracted arrangement)? | Yes |
| 8.1.5 | Does your authority define competence requirements for key highways asset management roles and take steps to address any identified gaps (either directly or through contractual arrangements)? | Yes |
| 8.1.6 | Do you or your main contractors support early career development in your local area, for example through apprentice schemes, traineeships or pre-apprenticeship programmes, sponsored qualifications (e.g. HNC/HND, degree, MSc), graduate schemes etc | Yes |
B8.1.7 - Evidence Summary
Evidence supporting this approach includes training and development plans maintained by both ESCC and Balfour Beatty Living Places, competency requirements defined through job descriptions and person specifications, and competency-based recruitment and appraisal processes.
ESCC uses the UKRLG Highways Competency Framework to identify required competencies and development needs. Where gaps are identified, these are addressed through training, mentoring, professional development and specialist support. Balfour Beatty supports professional development through recognised institutions including ICE and IHE, providing access to CPD, accredited training, mentoring programmes and support towards professional registration.
B8.1.8 – Further context on skills/training
Early career development is supported through both ESCC and Balfour Beatty Living Places. Through the contract Social Value Plan, the contractor delivers annual commitments focused on apprenticeships, employment opportunities, work experience and skills development for local people. ESCC works closely with its apprenticeship team to provide apprenticeship opportunities wherever possible, including apprenticeships in Arboriculture, Business Administration and GIS. The organisations also work collaboratively to provide T Level placements, work experience opportunities, internships and apprenticeships, offering experience across both the contractor and contract management functions.
B9 – Adapting roads to withstand climate pressures
Climate and environmental factors, such as heavy rainfall, prolonged heat, and freeze-thaw cycles, are integral to effective highways asset management, as they influence asset performance, deterioration rates and long-term resilience. Understanding both the impacts of a changing climate and the carbon implications of maintenance activities supports better decision-making, helping authorities to optimise durability, manage risk and deliver best whole life value from their assets.
| ID | Question | Yes/no |
|---|---|---|
| 9.1.1 | Have you updated your asset management policy and strategy to reflect the increased probability of extreme-weather and/or geohazards now and in the future? | Yes |
| 9.1.2 | Have you identified your resilient network and agree this with senior decision-makers | Yes |
| 9.1.3 | If yes when did you last update this. | 09/2025 |
| 9.1.4 | Have you identified locations that are repeatedly affected by extreme weather (e.g. flooding, heat damage, storms)? | Yes – Formally recorded |
| 9.1.5 | Which climate‑adaptation measures are currently implemented on your network? | |
|---|---|---|
| - Targeted drainage upgrades or maintenance | Yes | |
| - Natural flood management / SuDS | Yes | |
| - targeted slope / ground stability / landslip mitigation | Yes | |
| - Heat‑resilient materials or surface treatments | No | |
| - Tree planting / shading for heat management | No | |
| - Other (please specify) | No | |
| - None of the above | No |
| 9.1.6 | Have you measured and benchmarked the greenhouse gas emissions from your highways maintenance service using a recognised industry standard? Or do you have arrangements in place to do this, such as by signing up to the DfT funded ADEPT Carbon Leadership Programme. | Yes |
|---|---|---|
| 9.1.7 | Have you formally engaged with the DfT funded ADEPT live labs 2 Programme, to understand what lessons your authority can utilise to increase the efficiency of your operations and support decarbonisation efforts? | No |
B9.1.8 - Evidence Summary
Climate resilience is embedded within the Authority's Highway Asset Management Policy, Highway Infrastructure Asset Management Strategy and Highway Network Resilience Plan. A Resilient Network was formally reviewed and updated in September 2025 and is used to support investment and maintenance decisions affecting critical routes. The Authority maintains records of flooding hot-spots, drainage-related issues and locations susceptible to geotechnical instability, which are used to inform maintenance planning and prioritisation. Climate adaptation measures include targeted drainage improvements, cyclical drainage maintenance, sustainable drainage systems and slope stabilisation works. Evidence includes the Highway Network Resilience Plan, Drainage Asset Management Plan and associated asset records.
Our contractor measures and benchmarks greenhouse gas emissions in two ways; ADEPT Carbon Leadership Programme to measure East Sussex Highways as a whole and benchmark against other authorities. We were the fifth local authority to complete the ADEPT Carbon Leadership Programme and receive our certificate. Our results helped inform the Spring Update report alongside the 20 other first authorities to complete the programme. Copies of the certificate and report can be provided as evidence. Separately, we also measure just the contractor carbon (BBLP & supply chain), using the GHG Protocol methodology, to report to ESCC and benchmark/compare our year on year progress.
We have worked with West Sussex County Council to support their Greenprint project by providing a parish to trial the grass cutting. We will share the learning and best practices from their project and look to implement any new approaches where appropriate and feasible.
We have not formally engaged with the ADEPT Live Labs 2 Programme, but we are actively monitoring its projects and outputs to identify lessons and best practice that can be applied within our authority to improve operational efficiency and support decarbonisation objectives.
B9.1.9 - Further context on your adaptation / resilience activities
The Highway Network Resilience Plan 2025-2030 establishes the framework for managing risks associated with severe weather, climate change and other disruptive events. Resilience considerations are integrated within asset management processes through risk-based decision making, lifecycle planning and prioritisation of the Resilient Network. Flooding records, drainage investigations, CCTV surveys and geotechnical assessments are used to improve understanding of asset vulnerability and inform future investment. Drainage Asset Management Plan objectives and Asset Condition Information Group reviews support the ongoing development of asset intelligence and climate resilience planning.
B10 – Innovation
| ID | Question | Yes / No |
|---|---|---|
| 10.1.1 | Do your procurement and contracting approaches encourage and reward innovative practice? | Yes |
| 10.1.2 | Can you demonstrate that innovative materials and practices are regularly reviewed and, where appropriate, integrated into business-as-usual operations? | Yes |
| 10.1.3 | If you have conducted innovation trials, have you shared the findings of these publicly or with professional networks? | No |
10.1.4 - Evidence Summary
Innovation is embedded within the Authority's asset management and service delivery approach. New materials, technologies, plant and working methods are identified through CPD sessions, innovation forums, industry engagement and contractor collaboration. Potential innovations are evaluated through trials and operational assessment before wider implementation.
Recent examples include drone-assisted bridge inspections, AI-supported and video-based condition survey techniques, polymer-modified mastic repairs, robotic drainage investigations and innovative geogrid reinforcement systems.
Evidence supporting this approach includes innovation reviews, CPD activities, project case studies and the Authority's Innovation Toolkit, which is used to capture, assess and share learning across the service.
B10.1.5 - Further context on your innovation activities
The Authority actively promotes innovation through regular CPD events and engagement with industry partners to explore emerging technologies and best practice. Innovations are reviewed through a structured innovation process and captured within the Innovation Toolkit.
Technologies and techniques adopted in recent years include drone inspections for highway structures, video-based carriageway condition surveys, AI-assisted survey analysis, robotic drainage investigations, polymer-modified mastic repair techniques and geogrid reinforcement systems that reduce excavation depths, construction costs and carbon impacts.
Successful innovations are incorporated into business-as-usual operations where they demonstrate improvements in safety, efficiency, sustainability or asset performance.
10.2 – Examples of innovations that have been adopted
Drone-Assisted Bridge Inspections
Implemented: Use of drones to inspect hard-to-access highway structures.
Impact: Improved safety, reduced need for access equipment and road closures, improved inspection imagery.
Scale: Adopted within structures inspection activities, with in-house operator capability developed during 2026.
Polymer-Modified Mastic Repairs
Implemented: Roadmender Elastomac repair system incorporating recycled tyre content.
Impact: Durable repairs, reduced excavation, reduced material waste and lower carbon impact.
Scale: Progressed from trial use in 2025 to an established element of the reactive maintenance service in 2026.
AI-Supported Video Condition Surveys
Implemented: Video-based carriageway condition surveys supported by AI-enabled assessment techniques.
Impact: Improved efficiency, consistency and evidence collection for asset condition assessment.
Scale: Used within carriageway condition assessment and asset management activities.
Geogrid Reinforcement Systems
Implemented: Use of reinforcement grids within resurfacing and surface dressing schemes.
Impact: Reduced excavation depths, lower carbon emissions, reduced costs and improved asset longevity.
Scale: Used on major carriageway schemes and incorporated into surface treatment programmes.
B11 – Working with utility companies to reduce disruption to road users
| ID | Question | Yes / No |
|---|---|---|
| 11.1.1 | Do you routinely monitor and enforce utility works quality as part of your streetworks management? | Yes |
| 11.1.2 | Have you undertaken a senior‑endorsed assessment of whether a lane rental scheme would be suitable for your area? | Yes |
| 11.1.3 | Do you seek input from utility companies when determining your highways maintenance programme to help reduce disruption? | No |
| 11.1.4 | Have you conducted and published a permit scheme evaluation within the last three years? | Yes |
| 11.1.5 | Have you conducted a traffic sensitive review in the last three years? | Yes |
11.1.6 - Evidence Summary
11.1.1 We undertake PBI Inspections monthly (and also routine Inspections), the results are then fully reviewed and results discussed with the Utility during quarterly performance review meetings. Monthly Inspections undertaken and Minutes of performance meetings available if required.
11.1.2 East Sussex implemented a lane rental scheme in April 2025 and it has been running successfully since. Information on the scheme can be found here: East Sussex lane rental scheme | live.eastsussexhighways.com
11.1.4 Three year Permit Scheme evaluation report published 2023 and 2026.
11.1.5 Traffic sensitive review undertaken in 2024, correspondence available if required.
B12 – Managing highways maintenance contracts effectively
| ID | Question | Yes / No |
|---|---|---|
| 12.1.1 | Does your authority retain in‑house technical capability to independently assess maintenance interventions proposed by contractors? | Yes |
| 12.1.2 | Do you routinely analyse actual unit costs (for example £/m² of road surface treatments, or £/pothole repair) for core highways maintenance activities delivered under contract and compare them against benchmarks or historic performance? | Yes |
| 12.1.3 | Do you have defined KPIs for your highways maintenance contract(s), and are they actively monitored by your authority to manage performance? | Yes |
| 12.1.4 | If reactive pothole repairs are delivered by a contractor, do your contracting arrangements incentivise single‑visit permanent repairs where it is safe and appropriate to do so? | Yes |
12.1.5 - Evidence Summary
The Authority retains in-house technical, commercial and contract management capability through its Contract Management Group (CMG), which includes asset management, commercial and performance specialists. Qualified engineers, NEC-accredited Project Managers and Supervisors provide independent oversight of maintenance interventions, programme development and contract delivery.
Contract performance is monitored through 17 Service Performance Indicators and 6 Key Performance Indicators, which are reviewed monthly by the Senior Management Board. Performance measures are linked to contractual incentives, including a Right First Time measure that promotes durable repairs and reduces repeat visits.
Evidence includes performance reports, governance records, programme reviews, technical audits and contractor performance assessments.
B12.1.6 - Further context
Specialist highway structures and Highway Steward functions are delivered through the contractor, supported by established client governance and assurance arrangements. The Authority operates a collaborative client-contractor model, with regular reviews of performance, quality, safety, customer service and value for money. Lessons learned, innovation opportunities and service improvements are jointly reviewed and incorporated into future delivery and programme development where appropriate. This approach helps ensure effective contract management, continuous improvement and alignment between maintenance activities and the Authority's asset management objectives.
