Innovation in road maintenance and repair remains an elusive goal for many local authorities, constrained by entrenched practices and excessive bureaucracy. Despite the promise of new government funding, much of it risks being squandered without meaningful change in how contracts are managed, and innovation is embraced, says Christie Raptaki, CEO and founder of Roadfill.
The Challenge of Potholes: More Funding, Same Problems
Last year’s announcement of an additional £1.6 billion in government funding to help local authorities fill seven million more potholes should have been a breakthrough moment. Yet, it also brings new challenges. Authorities now face growing pressure to demonstrate that this money is being spent effectively, to apply best practices, and to take control of the narrative surrounding road quality and maintenance.
For those dealing with pothole-related damage to their vehicles, local authorities are duty-bound to offer a resolution timeline – 28 days for most repairs, or sooner for hazardous cases. However, this obligation applies regardless of how stretched their budgets are. Simultaneously, public scrutiny has intensified. Social media amplifies complaints, with residents sharing daily images of potholes and calling out authorities by name, often generating political and reputational risks that overshadow genuine infrastructure improvements.
The Bottleneck of Bureaucracy
The real problems begin when local authorities pass the buck to their retained contractors, many of whom operate with multi-layered, bureaucratic structures reminiscent of government departments. These contractors, often locked into 20-year agreements, have little incentive to innovate or improve efficiency.
Subcontracting is common, often cascading through several layers until accountability and quality are diluted.
While some local authorities have started reaching out directly to innovative suppliers like Roadfill, these efforts rarely go beyond exploratory conversations to tick “best practice” boxes. For true efficiency, authorities need to bypass intermediaries and open straightforward, competitive tender processes that prioritise
value and results over entrenched relationships.
A Frustrating Landscape for Innovators
For companies like Roadfill, the current system is less an opportunity and more an endless loop of “trials.” Despite proven technologies that enhance road quality by replacing part of the bitumen in asphalt with more durable and sustainable alternatives, projects are rarely formalised into contracts. Established firms with
decades of experience face the same hurdle: every project is labelled a trial, perpetuating a cycle of short-term thinking.
Climate Change Demands a New Approach
The asphalt recipe hasn’t changed in decades, despite the UK experiencing a vastly different climate compared to 50 years ago. Rising temperatures and erratic weather patterns are accelerating road degradation, yet the industry remains stuck in outdated standards. This disconnect underscores the urgent need for new technologies and modernised road infrastructure standards.
The challenge lies not in the lack of innovative solutions – there are exceptional technologies ready to deploy -but in overcoming the fear of change. Localauthorities and contractors, wary of past failures, often default to conservative choices. This hesitancy stifles progress, even as climate change forces a rethink of long-held practices.
Procurement: A System in Need of Overhaul
The procurement process compounds these challenges. Gaining access to subcontractor lists requires navigating a labyrinth of requirements, yet decisions often boil down to personal connections. Suppliers are rarely allowed direct communication with local authorities, creating a reliance on retained contractors. A
single missed opportunity with a key contact can mean a project goes nowhere.
Even when relationships are established, continuity is lacking. A year spent engaging with one team can be undone by staff turnover or departmental silos. New projects often require starting from scratch, even within the same organisation, perpetuating inefficiency and frustration.
A Call for Change
The reluctance to innovate often stems from a self-protection mindset. Decision- makers fear the risks associated with change, preferring the safety of familiar pathways. This fear undermines the adoption of technologies that could revolutionise road maintenance and repair, leaving infrastructure in a state of gradual decline.
What’s needed is a fundamental shift: streamlined bureaucracy, direct engagement with innovative suppliers, and procurement processes that prioritise results over tradition. By embracing these changes, local authorities can ensure that government funding achieves its intended impact- better, more sustainable roads for all.
Conclusion
Road maintenance in the UK stands at a crossroads. With increased funding and public scrutiny, the opportunity for meaningful change is clear. However, without addressing the systemic barriers to innovation and efficiency, the cycle of frustration will continue. By adopting a bold, forward-thinking approach, the industry can rise to the challenges of climate change, meet public expectations, and deliver the resilient
infrastructure the future demands.
