Communications
| Authority | Department of Infrastructure |
|---|---|
| Date received | 2018-08-06 |
| Outcome | All information sent |
| Outcome date | 2018-08-06 |
| Case ID | 559938 |
Summary
A request was made for the Department of Infrastructure's National Infrastructure Plan, and the authority disclosed the full 54-page National Infrastructure Strategy document dated May 2017.
Key Facts
- The Department of Infrastructure released the National Infrastructure Strategy in response to the request.
- The strategy aims to guide infrastructure providers on future investments up to the year 2050.
- The document outlines two overarching principles: looking to the future and ensuring value for money.
- The response included 2 documents totaling 54 pages.
- The strategy was published in May 2017 following an audit of the Island's infrastructure condition.
Data Disclosed
- 2018-08-06
- May 2017
- 54 pages
- 2 documents
- £1 billion
- 15 years
- 2050
- January 2017
Original Request
Department for Infrastructure's National Infrastructure Plan
Data Tables (8)
| Asset | Buffer Zone | Comments |
|---|---|---|
| Low Voltage underground cables & overhead lines | N/A | Not considered strategic and relatively low cost to divert. |
| 33kV Overhead Lines | 20m each side of the overhead line route. | Provides a safety zone if poles or wires fail plus space for failure containment stay positions. |
| 11kV Overhead Lines | 9m each side of the overhead line route. | Provides a safety zone if poles or wires fail and consistent with the Permitted Development Order. |
| 33kV & 11kV underground cables and fibre optic routes. | 3m each side of the cable route. | Provides a minimum 6m working corridor for cable repairs or replacement. |
| Substations | 2m outside substation perimeter fence and no restriction to HGV access. | Provides separation from substation perimeter earth. |
| Sewerage pipes and water transmission mains. | 3m each side of the pipeline route. | Provides a minimum 6m working corridor for repairs or replacement. |
| Now 2017 | Asset Life | 2050 | Beyond 2050 | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Combined Cycle Gas Turbine (Manx Utilities) | Completed in 2003, the asset life of the CCGT is generally considered to be 2035. | With regular maintenance and improvement works when required, its life could be extended to 2050. | Possible with careful, continued maintenance and improvement works. | ||||||||
| Diesel generators | These run occasionally, and act primarily as the Island’s back-up generation. Their expected life is considered as “running hours”. Owing to the infrequency with which they operate, it is not possible to give an accurate end of life date. | With regular maintenance and improvement works when required, its life could be extended to 2050. | With regular maintenance and improvement works when required, its life could be extended to 2050. | ||||||||
| MU Interconnector (sub-sea cable) | Completed in 2000 with the average design life of 40 years (up to 2040). | With regular maintenance and improvement works when required, its life could be extended to 2050. | MU would expect the cable to last up to an additional 20 years beyond its design life of 40 years (until approximately 2060). Regular maintenance and improvement works when required will assist with this. | ||||||||
| E-llan communications fibre optic interconnector | Completed in 2000 with a design life of 45 years | With regular maintenance and improvement works when required, it could last its design life, and possibly beyond. | Possible with careful, continued maintenance and improvement works. |
| Now 2017 | Asset Life | 2050 | Beyond 2050 | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Regional Sewage Treatment Strategy Phase 1 | Process elements - Anticipated design life of 25 years (minimum 20 years); Civil engineering elements – anticipated design life of 60-100 years. | With regular maintenance and improvement works when required, it could last its design life. | Possible with careful, continued maintenance and improvement works for the civil engineering elements. Process elements will need to be replaced. | ||||||||
| Regional Sewage Treatment Strategy Phase 2 | When completed this scheme will include process elements with an anticipated design life of 25 years (minimum 20 years); Civil engineering elements – anticipated design life of 60-100 years. | With regular maintenance and improvement works when required, it could last its design life. | Possible with careful, continued maintenance and improvement works for the civil engineering elements. Process elements will need to be replaced. | ||||||||
| Meary Veg Treatment Plant | Completed in 2014, the assets have an expected service life of 25 years. | With regular maintenance and improvement works when required, it could last its design life. | |||||||||
| Sulby Water Treatment Works | Completed in 2005, the main items of the process plant have an anticipated service life of 25 years – building and civil engineering elements have an asset life of 60-100 years. | With regular maintenance and improvement works when required, it could last its design life. | |||||||||
| Douglas Water Treatment Works | Completed in 2008, the main items of the process plant have an anticipated service life of 25 years – building and civil engineering elements have an asset life of 60-100 years | With regular maintenance and improvement works when required, it could last its design life. | |||||||||
| Offshore Gas pipeline | Completed in 2000 with the average design life of 50 years (up to 2050). | With regular maintenance and improvement works when required, it could last its design life, and possibly beyond. | With regular maintenance and improvement works when required, it could last its design life, and possibly beyond. | ||||||||
| Fuel jetty | Estimates suggest that there is limited remaining useable life left in this asset (5-10 years), and this asset will need replacing before 2050. It is identified | Likely to have been replaced before 2050. | Likely to have been replaced before 2050. |
| Now 2017 | Asset Life | 2050 | Beyond 2050 | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| as a probable future replacement project by DOI. | |||||||||||
| Energy from Waste Plant (SUEZ / DOI) | Completed in 2004, the current contract August 2029 | With regular maintenance and improvement works when required, its life could be extended to 2050. | Possible with careful, continued maintenance and improvement works. | ||||||||
| Highways (DOI) Roads | Average design life of 40 years | With regular monitoring, maintenance, and improvement works when required, its life could be extended beyond the design life. | Design life of 40 years from date of construction. Regular review required, and schedule of monitoring will prolong life. | ||||||||
| Highways (DOI) Bridges and retaining walls | Nominal design life between 50 and 120 years. Typical age: 40-180 years | With regular maintenance, and improvement works when required, life of structures can be extended beyond the design life. Bridges are assessed against a number of performance and safety criteria for improvement and occasionally reconstruction. | Design life of 120 years from date of construction. Regular review required, and ongoing maintenance will prolong life. | ||||||||
| Pulrose Bridge | Current bridge completed in 1930s. A project is currently underway for imminent replacement (scheduled for 2019). Future design life of replacement bridge will be 120 years. | Life of new bridge will extend beyond 2050. | Design life of 120 years from date of construction. Regular maintenance will ensure life well beyond 2050 | ||||||||
| Douglas Stone Bridge | Built in 1930’s, remaining life expected to be in region of 30 years. | With increasing maintenance demand the structure should remain adequate until 2050. | Likely to require reconstruction in longer term. | ||||||||
| The Quarterbridge | Old bridge widened in 1930s. Remaining life in region of 30-40 years. Capacity of existing bridge is not likely to meet traffic demands within 15-20 year period. | Structure condition reaches limit prior to 2050. Performance criteria exceeded within period. | Likely to require replacement /extension or additional bridge prior to 2050. A replacement will take life well beyond 2050. |
| Now 2017 | Asset Life | 2050 | Beyond 2050 | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Douglas Lift Bridge | Completed in 1998 with a design life of 50 years. Mechatronic elements are a major component. | With regular monitoring, maintenance, and improvement works when required, its life should last beyond 2050. | Likely to require major upgrade of partial replacement in longer term. | ||||||||
| Douglas Harbour Breakwater & main piers | Life likely to extend beyond 2050. (Sections may need to be strengthened or upgraded). | With regular maintenance, and improvement works when required, its life should be last beyond 2050. However, obsolescence will develop with changes in shipping requirements. | Possible with careful, continued maintenance and improvement works. However, adequate functionality may become more difficult. | ||||||||
| Douglas Harbour Linkspan | Completed in 1995 with an end of life in 2040’s. Recently completed its mid- life refurbishment. Being considered as part of the Douglas Outer Harbour Master Plan. | Likely to be replaced before 2050. | A replacement will take life well beyond 2050. | ||||||||
| Douglas and Peel Tidal Flapgates | Design life of mechanical and electric/electronic systems 50 years | With regular maintenance, and improvement works when required, its life should last beyond 2050. | Likely to need major upgrade in due course. | ||||||||
| Peel Breakwater and associated structures | The breakwater was constructed in the 19th century. Its remaining life is expected to be at least 40-50 years with good maintenance. | With regular monitoring, maintenance, and improvement works when required, its life should last beyond 2050. | Possible with careful, continued maintenance and improvement works. | ||||||||
| Existing Sea Defences (Promenades and Baie-ny- Carrickey defences) | Typically built or with major improvements in 1930’s but with older sections. Remaining life 30-40 years or possibly longer. | Some sea defence elements are likely to reach the end of their useable life within this period. Replacements may be required, but maintenance and monitoring will extend life as far as possible. | Modifications to structures and some replacements will be needed after 2050. | ||||||||
| Harbour flooding and wave overtopping protection works to be | Existing programme of works over 20 years - average design life of 120 years. | Programme designed to provide adequate defence well beyond 2050. | Design life is to cope with 2115 sea level rises. |
| Now 2017 | Asset Life | 2050 | Beyond 2050 | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| undertaken (DOI) – Climate Change adaptation | |||||||||||
| Fluvial Flooding - Climate Change adaptation (Manx Utilities) | The formal river flood protection schemes have an asset life of approximately 60-100 years. | With regular monitoring, maintenance, and improvement works when required, its life should last beyond 2050. | |||||||||
| High pressure gas pipeline (Manx Utilities) | Commissioned in 2003 with a design life of 40 years. However, with regular maintenance and repair works when required that it will last beyond its 40 years then. | Design life of 40 years from date of construction. Regular review required, and schedule of monitoring will prolong life. | |||||||||
| Runway | Average design life of 50 years. | With regular monitoring, maintenance, and improvement works when required, its life could be extended beyond the design life. | Possible with careful, continued maintenance and improvement works. |
| Provider | Responsibility | Contact details |
|---|---|---|
| Department of Infrastructure | Highways | Department of Infrastructure Customer Services Ellerslie Depot Old Church Road Crosby Isle of Man IM4 2HA Telephone:+44 1624 850000; Emergency number: +44 1624 672000 |
| Ports | Marine Operations Centre 2nd Floor Sea Terminal Building Douglas and Inner Harbour Office Douglas Telephone: +44 1624 686628 (24 hour) Port Security Ports Division Sea Terminal Building Douglas IM1 2RF Telephone:+44 1624 686631 or +44 1624 686632 | |
| Airport | Isle of Man Airport Ballasalla Isle of Man IM9 2AS Telephone:+44 1624 821600 | |
| Waste | Waste Management Unit Murray House Mount Havelock Douglas Isle of Man IM1 2SF Telephone:+44 1624 686535 | |
| Department of Environment, Food and Agriculture | Coastal Erosion | Thie Slieau Whallian Foxdale Road St John's Isle of Man IM4 3AS |
| Telephone:+44 1624 685835 | ||
|---|---|---|
| Manx Utilities Authority | Energy generation | PO Box 177 Douglas Isle of Man IM99 1PS Telephone:+44 1624 87687 |
| Natural Gas transmission | ||
| Sewerage and water | ||
| Fluvial flooding | ||
| e-llan Communications | ||
| Manx Gas | Natural gas and LPG distribution | Manx Gas Ltd Murdoch House South Quay Douglas Isle of Man IM1 5PA Telephone:+44 1624 644444 |
| Manx Telecom | Telecommunications provider | Manx Telecom, Isle of Man Business Park, Cooil Road, Braddan, Isle of Man IM99 1HX Telephone:+44 1624 624624 |
| Sure | Telecommunications provider | 33-37 Athol Street, Douglas, Isle of Man, IM1 1LB Telephone: +44 7624 247 247 |
| Wi-Manx | Provider of provider of network, data centre, cloud, voice and hosting solutions | Wi-Manx Limited 1st Floor Heywood House Ridgeway Street Douglas Isle of Man IM1 1EW Telephone:+44 1624 641188 |
Full Response Text
1
GD 2017/0025
THE NATIONAL INFRASTRUCTURE STRATEGY
May 2017
2
Minister’s Introduction
The Island’s infrastructure is of paramount importance to our everyday Island life. It allows
for the efficient movement of people and goods both across the Island, and off the Island. It
provides us with the power and telecommunications we need for our homes and businesses.
It services our buildings with fresh water and treats the sewage and waste produced. The
demands on our infrastructure are forever shifting with changes to our population, our
economy and technological advances. Much of our infrastructure has been constructed over
a long period of time and built at a rate to support our social and economic growth.
In meeting its commitment in the Programme for Government, the Department of
Infrastructure has undertaken an audit of the condition of the Island’s infrastructure, and
considered how it is meeting the Island’s current and future social and economic needs. This
National Infrastructure Strategy provides a number of broad principles and statements that
are intended to guide the Island’s infrastructure providers when making decisions for future
investments.
There are a number of factors which will impact on both the need for, and the performance
of our infrastructure; as these factors change, so too will our infrastructure.
The valuable work of the Strategic Infrastructure Group representing Island infrastructure
providers will continue to provide the platform to ensure there is ongoing collaboration in
providing the most right infrastructure to meet the Island’s needs.
Looking to our Island’s future, there are many unknowns. It is my aim to ensure we are
preparing for that future in the best way we can. This Strategy will be regularly monitored to
ensure that it will continue to take account of future needs. It will consider the Island’s
future population, future economy, emerging technologies, and climate change and will set
out any known responses to these factors.
Hon. R K Harmer MHK Minister for Infrastructure
3
- Introduction
1.1.1 Resilient and reliable infrastructure is critical to ensuring that an economy can flourish. Investing in infrastructure can increase long-term economic growth while failure to can have a significant negative impact on economic growth.
1.1.2 The Island’s infrastructure is generally in a good condition, having benefited from over £1 billion investment over the last 15 years along with the successful implementation of good maintenance programmes for assets. Many of the improvements that have been made in this time have ensured that the infrastructure meets both our current and future needs. However it is important that the Isle of Man identifies its future infrastructure challenges and opportunities if it is to remain a desirable place to live, work and invest in.
1.1.3 The National Infrastructure Strategy presents an audit of the Island’s current infrastructure, sets out the current available capacities for each key asset and identifies any known issues with supply. It then examines a number of factors which could impact on the future provision of the Island’s infrastructure, followed by an assessment of these factors against the Island’s infrastructure. Finally, consideration is given to the obsolescence of each of the Island’s key assets.
1.1.4 The National Infrastructure Strategy has the overarching aim to set out a strategy which will:
ensure there is an integrated, reliable, secure and resilient provision of Island wide infrastructure that meets the social and economic needs of the Island up to 2050.
1.1.5 In order to achieve this aim the National Infrastructure Strategy includes a number of statements which are intended to set out specific actions that are required. These are set out in bold throughout the document where appropriate.
1.1.6 In preparing the strategy it was apparent that there were two fundamental issues which needed consideration by all infrastructure providers when making decisions. These have been classified as overarching principles and if the aim is to be achieved it is essential that all infrastructure providers are guided by these principles in making decisions on future investment.
Overarching principle 1 - to look to the future: When preparing for future infrastructure projects, there will be a forward looking, collaborative approach between infrastructure providers and Government Departments. Consideration must be given to the future social and economic needs of the Island as well as any emerging trends and technologies. Infrastructure will be designed to ensure international and national obligations are met, as appropriate.
Overarching principle 2 - to ensure value for money:
In order to ensure the full design life of each of the Island’s strategic assets is met,
appropriate monitoring and maintenance programmes in line with relevant valid
standards for asset management should be prepared and adhered to. These should
be taken into account prior to the consideration of total replacement or renewal of
that asset.
4
1.2 The Programme for Government and how this relates to the National Infrastructure Strategy
1.2.1. The Programme for Government was published in January 2017 and includes three Strategic Objectives:
an inclusive and caring society;
an Island of enterprise and opportunity; and
a financially responsible Government.
1.2.2 There are a number of outcomes included in the document which directly relate to the National Infrastructure Strategy, namely;
we have Island transport which meets our social and economic needs;
we have an infrastructure which supports social and economic wellbeing;
we have utilities that support our Island communities and businesses; and,
we have a natural and built environment which we conserve and cherish and
which is adapted to cope with the threats from climate change.
1.2.3 This indicates that infrastructure has a key role to play in supporting the growth of the economy, enhancing the quality of life of our people and supporting our Island’s international reputation.
1.3 Monitoring and review
1.3.1 The National Infrastructure Strategy has been prepared by the Department of Infrastructure with input from colleagues across Government Departments, the Manx Utilities Authority and infrastructure providers in the private sector (details of these are provided at Appendix 5). Additional supporting information was collated by the Department as part of the formulation of this National Infrastructure Strategy. This information can be requested from the Department. Appendix 6 contains a list of key documents used.
1.3.2 Although this strategy has been developed with a view to the future make-up of our infrastructure for the Island, there are many external factors which could make our future very different to how we currently envisage it. There are a number of trends which can be carefully watched for all sectors of infrastructure provision across the Island, and the providers will already consider these when future planning. There are however circumstances over which the Island has no direct control, for example, global politics and global economies, changes in legislation in other jurisdictions which may inadvertently impact upon the Isle of Man (e.g. UK and EU legislation and the uncertainties surrounding the UK’s planned withdrawal from the EU) as well as technological developments. Consumer behaviour and consumer choice must also be taken into consideration as they have the potential to change the success (or otherwise) of these technologies and the demands placed on the Island’s infrastructure.
1.3.3 It will be necessary to review the strategy periodically taking into account the ever changing social and economic requirements of the Island, as well as monitoring the external factors which could impact the Island’s infrastructure provision. The timing of such a review will be dependent on the availability of baseline data. At this stage it is envisaged that a review would be carried out on an annual basis but the necessity 5
of this will be evaluated as the project moves forward. A monitoring report will be produced following the review.
1.3.4 This monitoring report will be available to all infrastructure providers to ensure that
there is a common understanding regarding the Island’s future infrastructure
requirements. This will result in better programming of infrastructure improvement
and maintenance works. It will also allow providers to make better long term
decisions taking into account the factors influencing their sector but also with an
understanding of other sectors and the challenges facing them.
1.3.5 Having a better understanding of future infrastructure requirements will also enable
more certainty as to when substantial financial investment will be needed. For
Government owned infrastructure this will assist greatly in forward financial planning.
Statement 1
The Department of Infrastructure will undertake a regular cycle of review of the National Infrastructure Strategy and will produce a monitoring report thereafter.
6
- Overview of the Island’s current infrastructure
2.1 Introduction
2.1.1 The following section of the strategy will present an audit of the Island’s current infrastructure. For the purposes of this strategy, the Island’s infrastructure is considered to include:-
highways;
ports, harbours and airport;
energy generation and supply;
flood and coastal defences;
waste;
sewerage and water supply; and,
telecommunications.
2.1.2 For the purposes of this strategy the definition of infrastructure did not extend to the
hospital, schools or houses. The justification being that they were in some ways
easier to develop than the Islands integral infrastructure. It may be in future reviews
of this strategy that these other items of infrastructure are also given consideration.
2.2
Highways
Background
2.2.1 The Department of Infrastructure (DOI) is responsible for the management of the highway network and has designated each adopted road into a hierarchy based on the following criteria (and shown on Map 2 in Appendix 1).
Primary – multi-modal link1, strategic routes linking urban centres and major
routes within built up areas;
District – multi-modal links, important cross-urban routes, key suburban routes;
Local – multi-modal link, distributor roads linking district routes to local roads;
and,
Access roads.
2.2.2 The quality of the Island’s road network is fundamental to levels of Island connectivity and as such the DOI carries out condition monitoring of the Island’s roads and pavements. The Island’s major roads are surveyed approximately every five years to determine the residual life of their foundation, ride quality and skid resistance. Additionally, safety inspections of all roads and footways are routinely carried out on a monthly, three-monthly, six-monthly or annual basis, depending on the type of road that it is and how busy it is.
2.2.3 The DOI uses all of this information in conjunction with the hierarchy of roads, accident statistics, utility condition and developments, private developments, footfall, local authority feedback, ‘report a problem’ statistics, public requests and budgetary constraints to identify its priorities for road and footway maintenance.
1 In this context, a multi-modal link relates to the types of vehicle the road can carry (it has been designed to accommodate a bus, and therefore, should be able to accommodate most other larger vehicles) 7
Current situation
2.2.4 There are no indications that the current highway network is not meeting the economic and social needs of the Island in terms of capacity. The Island’s roads are still operating within their design capacity with just two identified roundabouts (Quarterbridge and Governors Hill) operating at above a level considered to be at significant congestion. The DOI will continue to monitor the capacity and demand of the Island’s roads.
2.2.5 In terms of quality the Department will continue to monitor this as outlined and use this information to prepare planned programmes of work which will direct resources available to support the varied needs of the Island’s residents, communities and businesses.
2.3 Ports, harbours and airport
Background
2.3.1 As important as travelling around the Island is the ability to move both people and goods to and from the Isle of Man. The Island is reliant on both air and sea travel to achieve this. Both must be safe and reliable and therefore so must the infrastructure that they depend on.
2.3.2 The eight statutory harbours in the Isle of Man can generally be separated into two categories; commercial and leisure. The commercial harbours of Douglas, Ramsey, and Peel, and to a lesser extent, Port St Mary, mix essential commercial activity with leisure use; the Island’s other harbours are primarily for leisure use (Castletown, Laxey, Port Erin and Derbyhaven).
2.3.3 Douglas Harbour is the main port for the Island’s ferry service providing a daily passenger and freight service between the Isle of Man and the UK. This harbour manages an annual passenger through put of around 600,000. 2.3.4 The DOI has responsibility for structures and assets within the Island’s harbours including the linkspan and oil berth. Some of these have been listed in Appendix 4 along with the assets expected lifetimes. It will be essential that these assets are continued to be properly maintained to ensure the safe and reliable operation of the harbours.
2.3.5 The Isle of Man Airport is wholly owned by the Isle of Man Government, and is
operated by the DOI. The airport manages an annual passenger through put of
around 800,000 with flights travelling to a variety of UK (and seasonal European)
destinations.
2.3.6 In 2011, work was completed on the Airport runway project which refurbished the
existing main runway and extended the runway end safety areas (RESAS) to
international recommended dimensions.
8
Current situation
2.3.7 The services provided at the Island’s harbours and airport meet the current social and economic needs of the Island. There is the ability at both of these to accommodate additional capacity should passenger numbers or freight volumes rise in the future. The implementation of the Tynwald agreed Strategic Sea Services Policy will ensure the continued provision of sea services that meet the social and economic needs of the Island.
2.3.8 There are areas within each harbour which could
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