Demystifying the strategic infrastructure planning process
Contents |
[edit] Introduction
How well is the National Infrastructure Commission (NIC) geared up to meet future challenges?
[edit] Making sense of the process
When it comes to developing strategic national infrastructure system interventions, how would you identify what’s needed? And given finite resources, how would you go about prioritising those interventions?
The challenge is further complicated by the long timescales involved in delivering most strategic infrastructure interventions and the high costs (and benefits) at stake. Get it wrong, and the effect is multiplied through:
- The upfront cost you’ll never get back (from planning or aborted construction).
- The increased cost of other ‘needs’ left unaddressed (e.g. the existing bridge left unmaintained).
- The opportunity cost from missing out on the benefits of the interventions you deprioritised.
Strategic infrastructure planning processes aim to overcome that uncertainty. They identify, plan and prioritise a package of interventions to ensure the infrastructure system delivers sustainable outcomes far into the future.
[edit] The current process for strategic infrastructure planning in the UK
In 2015, a new NIC was set up to take the guesswork out of strategic infrastructure decision making and recalibrate infrastructure planning towards future need.
The NIC assesses the UK’s infrastructure system every five years. It provides independent and expert advice to decision makers on the interventions needed within a five-yearly cycle to evolve the system to meet future requirements. This came in the shape of a National Infrastructure Assessment in 2018.
The Government has since taken that advice and outlined how the recommendations will be made a reality; this was set out in the National Infrastructure Strategy published in November 2020.
[edit] Why was this process established?
In the mid-2010s, the UK was close to - or already over - capacity across infrastructure networks such as transport and energy. In turn, this capacity crunch was serving as a drag on investment and economic growth. Additionally, several assets were nearing the end of life and would require replacements or upgrades.
Several reviews pinpointed poor infrastructure planning, policy reversals, a lack of cross-party consensus and political indecision as inhibitors of the long-term stable investment required to avoid this situation altogether. ICE Past-President Sir John Armitt conducted the most notable of these reviews for the Labour Party, which outlined an independent, evidence-led commission and a rigorous decision making process as the best solution.
Upon election in 2015, the Conservative Party led by David Cameron swiftly adopted the idea. It went about putting in place the framework for this new approach.
[edit] Reviewing the process for UK strategic infrastructure planning
Since the NIC was created, the UK has signed up to achieving challenges such as the 2030 Sustainable Development Goals and net zero carbon target. Both will require significant, timely and strategic interventions in the infrastructure system.
Additionally, the aftermath of the COVID-19 pandemic may bring changes in how we live and work, requiring greater flexibility in the infrastructure system. Is the current process for strategic infrastructure planning geared up to address these future challenges? ICE has published a discussion paper that examines this question.
This article originally appeared on The Infrastructure Blog portion of the ICE website under the headline, 'Demystifying the strategic infrastructure planning process in the UK'. It was written by Chris Richards, ICE Policy Director and published on 12 April 2021.
--The Institution of Civil Engineers
[edit] Related articles on Designing Buildings
- Government publishes UK infrastructure strategy.
- ICE articles.
- National Infrastructure Assessment 2018.
- National Infrastructure Commission NIC.
- National infrastructure plan.
- National Infrastructure Strategy.
- New deal for infrastructure 2020.
- Place infrastructure at the heart of economic policy.
- Post-Brexit vision for construction.
- Osborne launches National Infrastructure Commission.
- Safeguarding infrastructure post-Brexit.
- What should be in the National Infrastructure Strategy?
[edit] External resources
Featured articles and news
Restoration and renewal of the Palace of Westminster
A complex project of cultural significance from full decant to EMI, opportunities and a potential a way forward.
Apprenticeships and the responsibility we share
Perspectives from the CIOB President as National Apprentice Week comes to a close.
The first line of defence against rain, wind and snow.
Building Safety recap January, 2026
What we missed at the end of last year, and at the start of this...
National Apprenticeship Week 2026, 9-15 Feb
Shining a light on the positive impacts for businesses, their apprentices and the wider economy alike.
Applications and benefits of acoustic flooring
From commercial to retail.
From solid to sprung and ribbed to raised.
Strengthening industry collaboration in Hong Kong
Hong Kong Institute of Construction and The Chartered Institute of Building sign Memorandum of Understanding.
A detailed description from the experts at Cornish Lime.
IHBC planning for growth with corporate plan development
Grow with the Institute by volunteering and CP25 consultation.
Connecting ambition and action for designers and specifiers.
Electrical skills gap deepens as apprenticeship starts fall despite surging demand says ECA.
Built environment bodies deepen joint action on EDI
B.E.Inclusive initiative agree next phase of joint equity, diversity and inclusion (EDI) action plan.
Recognising culture as key to sustainable economic growth
Creative UK Provocation paper: Culture as Growth Infrastructure.
Futurebuild and UK Construction Week London Unite
Creating the UK’s Built Environment Super Event and over 25 other key partnerships.
Welsh and Scottish 2026 elections
Manifestos for the built environment for upcoming same May day elections.
Advancing BIM education with a competency framework
“We don’t need people who can just draw in 3D. We need people who can think in data.”























