A study of lessons to be learned from the cancellation of the northern leg of HS2 has been published by the Institution of Civil Engineers (ICE).

The organisation says with large scale projects imminent, improving the approach is essential

In October last year the government announced the high-speed rail link between Birmingham and Manchester would no longer be delivered.

ICE’s report has drawn its findings from interviews and written submissions from key decision-makers involved throughout HS2’s lifecycle.

While some of the paper’s findings relate to the need for clearer plans for transport infrastructure, many of the lessons are applicable to infrastructure projects of any type.

Since coming to power in July, the new government has announced an ambitious home building programme and the creation of a publicly owned energy company, Great British Energy, to help accelerate the transition to renewable energy.

It has also announced it will review the Department of Transport’s capital spending portfolio with the intention of developing a long-term strategy for transport.

Ahead of its first budget and the first spending review in three years, the government has also been clear that resolving the £22bn ‘black hole’ in the public purse will require tough decisions and careful planning.

Key lessons from the ICE’s paper include:

Infrastructure projects’ intended outcomes must be clear
The benefits of projects must be clearly defined and communicated so there’s clarity and consistency about the project’s purpose for politicians and decision-makers, media, and the public. In the case of HS2, the lack of clear transport objectives meant the strategic need was not clear.

Who is in charge of infrastructure projects must be clear
Clarity about how decisions are made, who makes them, and when is essential. Corporate governance and technical understanding in sponsoring government departments should be improved to help with decision-making. In the case of HS2, steps should have been taken to protect institutional memory as the project progressed. Important knowledge was lost when people moved on to other roles.

Large-scale infrastructure projects must spend more time in development
Contracts need to be based on mature designs, not concepts, and sufficient time is needed to assess different options and best-practice approaches. In the case of HS2, a standardised design could have been used for things like bridges, which would have helped to keep costs down, but this was not clearly agreed in the development process.

Jonathan Spruce, ICE trustee for policy and external affairs, said: “The cancellation of HS2’s Northern leg exemplifies how impossible it is to separate major infrastructure projects from politics.

“To succeed and deliver desired outcomes, projects like HS2 require commitment that spans parties and political cycles.

"The number one lesson is that governments need to think long-term, select and prioritise projects based on strategic needs, and follow through. Getting it right improves people’s lives.”

CK Mak, honorary professor at the University of Hong Kong, who chaired the paper’s steering group, said: “Political and public support for infrastructure projects is more important than ever. Understanding why a flagship project like HS2 failed and what needs to be done differently is relevant not just for the UK, but for governments all over the world.”

Click here to read the full paper.