Enabling Better Infrastructure experts share their thoughts on what the UK government’s upcoming infrastructure strategy should look like.

The UK, like any country, faces many pressures.
Rising living costs, healthcare, productivity, climate change, and more pose huge difficulties for policymakers.
The solutions are complex and costly. But one thing most people agree is that infrastructure will play an important part.
This June, a new 10-year strategy will outline how infrastructure will deliver the government’s aims.
But what should this look like?
We asked four Enabling Better Infrastructure (EBI) experts for their views.
Strategy means strategy
The UK has an opportunity to create a clear, well-articulated strategy, observes EBI steering group member Andrew Rose – and it can’t afford to waste it.
“The government has demonstrated its ambition. But it’s inevitable that some of its targets will conflict,” Rose says.
“It’s of fundamental importance that this really is a strategic document – not just a high-level list of objectives, targets, and projects.”
Drawing on the EBI principles
So, what makes a truly strategic document?
“The government would do well to review the core EBI principles for guidance,” suggests Rose.
Drawing on the principles, he argues that a strategy must include:
- A robust needs assessment;
- Clear, long-term objectives;
- Clear plans for achieving them;
- Ruthless prioritisation of projects, recognising limits around affordability; and
- An honest assessment of trade-offs.
“The government must also recognise its reliance on the supply chain and the need for more capacity,” he says.
“It should offer clarity on funding models to encourage private investment.
“And it should engage extensively with stakeholders.
“Backing up all of this should be quality data, evidence-based decision-making, effective regulation, and planning reform.”
Keeping pace with change
Rose states that much of the thinking on these issues already exists.
“The needs assessments from the National Infrastructure Commission (NIC) are excellent examples of thought leadership,” he says. “And yet the UK still doesn’t always deliver infrastructure successfully.”
Bridget Rosewell, a director at the National Wealth Fund and former commissioner at the NIC, believes that infrastructure must keep pace with change.
“Infrastructure is the essential glue that holds the economy and society together,” she says. “And as change happens, our infrastructure must adapt.”
Finding balance
“Most obvious in recent years has been digital transformation. But green power and the electrification of heat and transport are fast becoming the priorities,” Rosewell says.
“Delivering them requires a mix of innovation, experimentation, and central organisation.”
This, Rosewell observes, is a hard balance to strike.
Central planning can miss feedback and innovation, while businesses may end up repeating market research and duplicating efforts.
Making the best use of the UK’s engineering talent
Rosewell stresses that the government needs to make better use of the skilled and innovative engineers working in the UK.
“The second national infrastructure strategy needs to focus on getting the best out of local and market-driven solutions,” she says.
“It should set out wider outcomes – but not be too prescriptive about either the detail or the methods.
“Instead, it should create a challenge for the best solutions to drive efficiency.”
Learning from HS2
HS2, she argues, was “an object lesson” in the result of being too definitive, too early.
“It also showed us what happens when you aren’t clear enough about the objectives of investment and how it links to wider needs,” she says.
“Let’s not repeat that.”
A good time to face reality
Richard Threlfall, global head of infrastructure, government, and healthcare at KPMG, believes three themes need to emerge from the upcoming strategy.
“First, the government must embrace partnerships in everything it’s trying to do,” he says.
“Only by guiding investors, businesses, and individuals can the UK hope to achieve what it needs.
“Second, it must welcome private finance in all areas of infrastructure development.
“Public funding will remain tight for at least the next Parliament. Private sector skills can complement the government’s own capabilities.
“And it’s fairer to defer some of the cost to future generations, who will benefit most.
“Third, we must accept that not everything is achievable.
“What citizens expect the government to provide is already at odds with the reality of the wealth the UK generates.
“Hard choices are necessary – but also hard conversations had about what really matters.
“The second national infrastructure strategy would be a good place to start to face reality.”
Tackling blockers to delivery
Professor Jim Hall, ICE President and chair of the EBI steering group, wants the strategy to clearly link investment and outcomes.
“The chancellor has committed to investing more in infrastructure,” he says. “The 10-year strategy needs to make a very clear case for how and where infrastructure will contribute to growth. We’d love to see more maps!”
Prof Hall also notes that the government needs to build confidence in the delivery of its strategy.
“The government is already trying to tackle some of the persistent blockers to completing projects faster – notably planning delays,” he says.
“But we’re still some way from having a world-class delivery system, and a credible pipeline that the construction sector can plan around.”
Building for long-term success
While 10 years is a long time in politics, Prof Hall observes, it’s a relatively short time in infrastructure.
“The 10-year strategy needs to set out a long-term vision and demonstrate exactly how we get there – in a range of future scenarios – to help manage inevitable uncertainty,” he says.
Andrew Rose agrees.
“It’s hard to combine long-term infrastructure planning with five-year political cycles,” Rose says.
“We need to challenge ourselves to bring some level of cross-party support to the strategy.”
In an environment with many conflicting views and needs, brave and confident leadership is necessary.
“Bringing the new initiatives together will prove a challenge,” says Rose.
“It’s critical to the country’s fortunes that we succeed – and succeed together.”
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