Street work policy in England, UK: insights from stakeholders

Hussain, Rizwana S.; Enoch, Marcus P.; Ruikar, Kirti; Brien, Nigel

doi:10.1680/jinam.16.00002

Cited by 3 publications

(4 citation statements)

References 26 publications

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“…To address this, concerted change efforts are required, particularly by senior managers who have the greatest control over reorienting embedded culture. Further, intra-departmental collaborative working was undermined by inherent silo working, which is already a significant problem when also taking inter-organisational working with utility companies into account (Hussain et al, 2016). Sagacious concerns by Green (2011) and Green and May (2003) about the impact of BPR on the construction supply chain are acknowledged and would need 168 BEPAM 7,2 to be considered prudently in any extension works directly involving construction workers.…”

Section: Discussionmentioning

confidence: 99%

“…However, communities living and working in LA areas necessitate basic utilities such as energy, water and telecoms, leading to more highway cuts on local roads (Marvin and Slater, 1997). Whilst a structured and efficient approach for managing highway works is clearly required (Brady et al, 2001;Zhang, 2016), English LA highway works coordination processes are reported to be weak, superficial, and lacking ownership and coordination effort (Hussain et al, 2016).…”

Section: Process Efficiency In Highways Managementmentioning

confidence: 99%

“…Public highway works (utility works and highway maintenance) management increasingly requires enhancement to minimise its negative impacts on society including, congestion, depleted structural life, compromised air quality, local business losses, general public inconvenience and aesthetic depreciation (Brady et al, 2001;Hussain et al, 2016;Lepert and Brillet, 2009;Matthews et al, 2015;Transport Research Laboratory, 2009;Walker and Calvert, 2015). Moreover, UK utility construction cost around £1.5 billion annually, whilst wider societal costs are estimated far higher -around £5.6 billion annually, of which £5.1 billion comprises driver time alone (McMahon et al, 2005).…”

Section: Introductionmentioning

confidence: 99%

“…However, industry stakeholders regard that inefficient back office business processes hold back efficient on-street operations (Hussain et al, 2016). Therefore, the study rationale is to investigate whether process efficiencies can be gained through reviewing business process activities.…”

Section: Introductionmentioning

confidence: 99%

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Process mapping for road works planning and coordination

Hussain

Ruikar

Enoch

et al. 2017

BEPAM

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Purpose Diminishing local government budgets and the need to reduce highway works activities necessitate cost effective and efficient processes. The purpose of this paper is to investigate streamlining road works administrative processes to enhance coordinated working at Derby City Council. Design/methodology/approach Case study research of a local authority was undertaken using business process mapping. Specifically, Swimlane analysis enabled re-engineering of business processes from design stage, to works permit issuance. Process improvement recommendations were validated by nine industry experts through a focus group and semi-structured interviews. A logic map was developed for transferability to other councils, identifying key attributes for a successful administrative road works management process. Findings Research revealed inherent silo working and processes built around fragmented IT systems creating process inefficiency. Validation found numerous practices and management styles were culturally embedded and common across councils. Peer reviewed recommendations are made to improve working practices, including improving IT systems, removing process bottlenecks, and training staff. Research limitations/implications Whilst road works management policy is generally under-researched, its strategic and negative impacts are widely acknowledged. This study highlights the day-to-day operational problems which are interconnected to the strategic impact, bridging an important gap in knowledge, as well as adding to business process re-engineering literature. Originality/value The research adds to a limited body of road works management policy research, and also presents a high-level logic map for councils to adopt as appropriate.

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Section: Discussionmentioning

confidence: 99%

Section: Process Efficiency In Highways Managementmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Process mapping for road works planning and coordination

Hussain

Ruikar

Enoch

et al. 2017

BEPAM

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Editorial

Moodley¹

2016

Infrastructure Asset Management

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This Editorial marks the completion of three years of the journal of Infrastructure Asset Management. It reviews the papers appearing in the final edition and presents an overview of papers in 2016. Darroch et al. (2016) proposes a conceptual framework for land use and metro infrastructure interfaces. The paper focuses on the interfaces between private property and surface and sub-surface interfaces. It introduces perspectives on the three principle interfaces; presence, property and protection. The framework provides a mechanism to determine these interfaces. A proof of concept case study is also carried out. The three principle interfaces are likely to be present in any metro system but some of the subinterfaces may not be. This paper makes a contribution to the wider need for knowledge development in relation to place and infrastructure in the urban context. Place and infrastructure will be a future theme of importance for the subject area.The development of effective asset management decision-making is dependent on sound data and performance indicators. Performance data exists at all levels within organisations but asset management thinking is increasingly focussed on strategic performance issues. 'Top down' approaches to asset management focus on strategic outcomes for organisations and require performance indicators to reflect this. Dolan et al. (2016) proposes a conceptual approach to strategic infrastructure performance indicators in different sectors. It has a future-focussed approach, supports the development of suitable indicators and provides a framework for decision-making. The framework is attempting to provide a holistic approach to decision-making and performance indicators. The development of suitable indicators to measure infrastructure performance is an ongoing challenge as performance is well developed at operational level but not as widely developed at strategic levels. This paper will be of interest to asset owners and regulators. Carhart et al. (2016) is the follow-up (proof of concept) paper from the development of the conceptual approach to strategic infrastructure performance indicators mentioned in the previous paragraph. This paper demonstrates the conceptual process for developing outcome-related performance indicators using the case of UK rail and water sectors. The case studies demonstrate an industry-specific picture of desired performance outcomes. They also highlight shortfall in sector driven approach to arrive at outcome-orientated strategic performance indicators. The work also indicates gaps in providing a holistic picture as envisaged in Dolan et al. (2016). The gaps in the cases suggest that further development work is needed. These papers are outcomes of a broader ongoing research programme and further development can be expected as they seek to deliver industrial impact.2016 marked the first time the journal collaborated with the Royal Institute of Chartered Surveyors (RICS) in the area of infrastructure asset management. The RICS has a long and established history in th...

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Time series analysis of local authority policy interventions on highway works durations

Hussain

Quddus

Enoch

et al. 2021

Proceedings of the Institution of Civil Engineers - Transport

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Highway works are highly inconvenient and disruptive for society. Accordingly, four highway policy interventions were investigated in Derby, UK, for potential corresponding reductions in highway works durations. Time series analysis was used to test the durational impacts on works led by Highway Authorities (HAs) and utility industries. The modelling results demonstrated that a highway works management permit scheme (chargeable) reduced utility works durations by 5·4% (727 work days annually). Conversely, three conflated interventions – namely, the permit scheme (cost-free to HAs), JCB Pothole Master deployment and construction direct labour organisation – did not make any statistically significant difference to HA works durations; however, introducing an automated works order management system (Woms) reduced HA works duration by 34% (6519 work days annually). The key finding of this study is that chargeable permit schemes can create the impetus for change, as demonstrated by the utility industry. Furthermore, the Woms revealed that back-office efficiency can lead to on-site efficiency in works execution.

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Street work policy in England, UK: insights from stakeholders

Cited by 3 publications

References 26 publications

Process mapping for road works planning and coordination

Process mapping for road works planning and coordination

Editorial

Time series analysis of local authority policy interventions on highway works durations

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