The cancellation of the HS2 northern leg reflects crucial lessons in strategic infrastructure planning in the UK.
- Almost a year ago, the cancellation of the Birmingham-Manchester section of HS2 signalled a gap in the UK’s transport ambitions.
- In April, the Institution of Civil Engineers (ICE) initiated a programme to evaluate and understand the implications of the HS2 decisions.
- Five fundamental lessons were drawn from consultations with stakeholders, focusing on ownership, capability, development time, contracting, and clarity.
- Professor CK Mak from the University of Hong Kong highlighted the need for a national transport strategy to galvanise future projects.
The decision to cancel the Birmingham-Manchester section of HS2 almost a year ago has left a notable void in the UK’s transport development plans. This action not only questioned the UK’s capacity to manage large-scale infrastructure projects but also highlighted the urgency for strategic foresight in such endeavours. Professor CK Mak, an honorary professor at the University of Hong Kong, has been pivotal in chairing a programme launched by the Institution of Civil Engineers (ICE) in April. This programme aimed at dissecting the HS2 decision to draw valuable lessons for future infrastructure ventures.
The ICE programme articulated five core lessons that emerged from extensive dialogues with decision-makers and industry experts. Firstly, the importance of clear leadership and defined responsibilities in overseeing infrastructure projects was underscored. Secondly, there is a pronounced need for enhanced client and departmental capabilities, especially in technical assurance and project ownership. The discussions revealed that major programmes of this magnitude require more comprehensive development time prior to commencement. Additionally, a robust contracting approach is vital to ensure projects align with best-practice delivery. Finally, achieving political and public buy-in necessitates a defined clarity and consistency on the expected outcomes.
Strategic planning, with a focus on outcomes, emerged as a crucial lesson. With a change in government, the UK faces new objectives centred around ambitious homebuilding and decarbonisation targets by 2030. Infrastructure forms the backbone of these ambitions, necessitating a renewed public and political confidence in project deliverability. As emphasised by Professor Mak, without long-term strategic objectives, projects risk failing to deliver societal benefits while struggling with time and budget constraints. The discussion surrounding HS2 predominantly revolved around speed, overshadowing broader benefits like cleaner transport and economic opportunities. Furthermore, the lack of focus on other critical transport needs, such as East-West rail links, revealed the absence of a cohesive national transport strategy.
The narrative around HS2 also suffered due to inadequate benefit calculations, a common issue plaguing many major infrastructure endeavours. Without a strong strategic narrative presenting the public benefits, the discourse narrowed to costs, diminishing political support. This situation was further complicated by fluctuating narratives and escalating costs, eventually leading to the cancellation of the northern leg. Professor Mak emphasised that industry bodies must champion infrastructure investments by highlighting societal benefits, supported by clear strategic planning.
Despite the setbacks, lessons learned could have improved the efficiency of subsequent HS2 phases, had they been implemented. New methodologies in design, contracting, and delivery were showing promise. Instead, the cancellation created a suboptimal situation with a truncated rail line possibly hindering rather than enhancing northern rail services. Moving forward, clarity on intended outcomes and developing pertinent skills remain critical, particularly as the new government considers future transport connectivity and capacity enhancements.
Reflecting on these insights, strategic foresight and robust planning emerge as pivotal for successful infrastructure projects.
