A recent parliamentary report has raised alarms about the UK’s capability to deliver its ambitious infrastructure plans. The report, authored by the Public Accounts Committee (PAC), highlights critical gaps in skills and project management, exacerbated by the government’s siloed approach and lack of cross-departmental learning.
- The report indicates a significant shortage of professionals qualified to manage and execute the national infrastructure programme, posing a risk to project completion and value for money.
- Government departments are criticised for failing to evaluate projects adequately, with only a fraction having impact evaluation plans, risking decisions made without substantial evidence.
- There is a growing reliance on private consultants due to the lack of in-house expertise, which could drive up costs amid global competition for skilled personnel.
- The lack of effective governance and sharing of lessons across departments is noted, with recommendations for improved data sharing and accountability highlighted as essential.
A comprehensive investigation by the Public Accounts Committee (PAC) has revealed a troubling skills shortage impacting the UK’s ability to execute its national infrastructure plans effectively. The report states that there is a pressing need for project and programme management professionals, with only 1,000 out of the 16,000 required professionals having achieved accreditation through the government’s major project leadership academy. This gap threatens to inflate costs as demand outpaces supply in a competitive global environment.
The committee’s findings point to a broader systemic issue within government departments, which operate largely in isolation, failing to learn from past mistakes or from each other. This insular approach has resulted in a mere 8% of the £432 billion expenditure on major projects being backed by impact evaluation plans in 2019. Consequently, decisions continue to be made without the necessary evidence to ensure value for money, undermining project outcomes.
The infrastructure skills deficit is particularly acute within government organisations, which are struggling to recruit and retain skilled professionals in technical, engineering, and design roles. The PAC report warns that this deficiency could lead to increased costs by necessitating the hire of private sector consultants to fill crucial roles, thus placing further strain on public finances.
Moreover, the report criticises the existing governance framework and accountability mechanisms, particularly in projects involving multiple departments. The lack of routine data sharing and best practice dissemination impedes governmental efficiency and effectiveness. The Infrastructure Projects Authority, while acknowledging these issues, faces challenges in fostering a culture of mutual learning and cooperation among departments.
Dame Meg Hillier MP, chair of the PAC, cautions that without a robust infrastructure skillset, the UK is ill-prepared for the scale of upcoming projects. This sentiment is echoed by David Crosthwaite, chief economist at the Building Cost Information Service, who emphasises the detrimental impact of inadequate skills on cost management and project delivery. Crosthwaite highlights the reluctance of consultancies to share data, which hinders collective learning and perpetuates inefficiencies.
Addressing these shortcomings through strategic planning and enhanced cross-departmental cooperation is crucial for the successful delivery of the UK’s infrastructure initiatives.
