The government says this strategy seeks to address persistent uncertainties that have historically hindered investment in infrastructure programmes and supply chains, subsequently raising consumer costs.

Outlined in a recently published paper, the Strategy is designed to facilitate long-term planning vital for fulfilling the government’s interconnected missions, including housing, clean energy, net zero targets and the enhancement of public services. By presenting a cohesive plan for the country’s social, economic and housing infrastructure, the government aims to remove obstacles that have slowed economic progress.

A key aspect of the Strategy involves a structured institutional framework that delineates how various public financial institutions, such as the National Wealth Fund, will play a role in its execution. Moreover, the initiative seeks to complement other strategies, including the existing Industrial Strategy, highlighting a unified approach to development.

Central to the government’s objectives is the commitment to deliver 1.5M homes during this parliamentary term. Supportive infrastructure investment is expected to unlock barriers preventing this ambitious housing target from being achieved. Additionally, the Clean Power Action Plan sets forth the necessary infrastructure alterations required to meet the Clean Power 2030 objectives as part of the push towards net zero emissions.

In tandem with housing and clean energy initiatives, the Strategy outlines significant investments in social infrastructure. This includes a commitment to build 14,000 new prison places by 2031, a school rebuilding programme to upgrade educational facilities, and the New Hospital Programme, which will assess the nation’s health infrastructure needs.

However, challenges persist. Historical inefficiencies within the UK’s infrastructure delivery have led to rising costs, which have outstripped GDP growth—resulting in projects becoming increasingly unaffordable. The National Infrastructure Commission (NIC) has estimated that, with reform, overall project costs could potentially decrease by 10% to 25%.

To tackle these issues, the government has initiated legislative efforts through the Planning and Infrastructure Bill, aimed at addressing delays within the planning system. Proposals suggest streamlined processes and improved decision-making regarding nationally strategic infrastructure projects, responding to criticism of the previous administration’s erratic approach. It has also said the Bill will reduce the possibility of legal challenges holding up new infrastructure construction.

The government is determined to provide a stable policy climate moving forward, having recognised the detrimental effects of past interruptions in the infrastructure pipeline. Previous strategies, such as the 2020 National Infrastructure Strategy, faced setbacks, including the cancellation of significant projects like HS2 phase 2, which eroded investor confidence.

The 10-Year Infrastructure Strategy will serve not only as a roadmap for core economic infrastructure – including transport, energy, water, flood risk management, digital, and waste – but also as an integrated framework that encapsulates housing and essential social infrastructure.

Moreover, the Strategy will be coordinated across all government sectors and supported by a new long-term spending framework, ensuring capital budgets remain consistent over a five-year cycle. For the first time, a detailed set of priorities for infrastructure development over the next decade will be laid out.

To oversee the implementation of the Strategy, the National Infrastructure and Service Transformation Authority (Nista) – which combines the NIC and the Infrastructure and Projects Authority – has been announced. This authority will function as a joint unit of HM Treasury and the Cabinet Office. It will not only monitor progress but also work in conjunction with Skills England to address the skills gap crucial for delivering successful infrastructure projects.

Objectives of the Strategy

The Strategy is centred around three main objectives that aim to bolster the economy and ensure the effective delivery of public services over the next decade.

1. Enabling resilient growth

The first objective focuses on enabling resilient growth by boosting economic development and removing obstacles that hinder this progress. By improving transport infrastructure, the government aims to enhance access to city centres, which in turn could increase productivity by connecting more people with job opportunities. This objective also emphasises the importance of integrating housing policies, skill training and childcare provision to support working families and a thriving workforce.

Furthermore, the strategy highlights the necessity of maintaining essential resources such as water and energy, particularly in fast-growing regions. It aims to ensure that regulatory investments in infrastructure not only address current needs but also bolster resilience against climate-related threats, protecting economic activities from events such as flooding and drought.

2. Delivering the clean energy superpower mission

The second objective is to deliver on the government’s clean energy superpower mission, which aims to achieve clean power by 2030 and net zero emissions by 2050. This will involve extensive investment in renewable energy infrastructures, such as battery storage and energy transmission networks, to facilitate the transition away from fossil fuels.

Key initiatives under this objective include upgrading the energy grid to accommodate new projects and enhancing charging infrastructure to support electric vehicles. This move is expected to generate green jobs and reduce dependency on volatile fuel prices, contributing to economic stability in critical sectors like advanced manufacturing.

3. Ensuring social infrastructure supports public services

The third objective underscores the vital role of social infrastructure in delivering public services effectively. This includes the development and maintenance of healthcare facilities, educational institutions and the prison estate.

For healthcare, the strategy calls for targeted upgrades and maintenance of primary care facilities, focusing on shifting from hospital-centric models to community-based care. Similarly, the education sector will see investments ensuring that schools and colleges adapt to demographic changes and provide necessary skills training.

Additionally, the strategy addresses the management of the prison estate, emphasising that the ongoing capacity crisis cannot be remedied solely by building new facilities. Instead, a balanced approach that considers the needs of the entire justice system will be pursued.

Principles of the Strategy

The Strategy will be underpinned by four guiding principles designed to ensure effective, accountable and forward-thinking implementation.

1. Mission-oriented prioritisation

At the heart of the Strategy lies a commitment to mission-oriented prioritisation. This approach champions infrastructure-related investments that are essential for achieving the government’s principal goals, namely economic growth. By rigorously assessing the viability of various options, the Strategy aims to direct investments toward crucial areas rather than diluting resources over an extensive range of initiatives. This method is intended to ensure that every penny spent contributes meaningfully to the government’s objectives.

2. Providing long-term confidence

The Strategy also emphasises the importance of delivering long-term confidence through well-defined planning. By establishing a decade-long framework that includes strategic goals extending beyond immediate outcomes – such as achieving net zero – the government aims to create a stable environment for both public and private sector investments.

The introduction of predictable five-year capital budgets, reassessed through Spending Reviews biennially, alongside the creation of Nista, will bolster this confidence. Such measures are crucial for encouraging businesses to invest, providing opportunities for young people and adults to acquire new skills, and promoting employer-led training initiatives that will cultivate a skilled workforce essential for future growth.

3. Addressing cross-cutting challenges

The Strategy is designed to confront a range of cross-cutting challenges that impact multiple sectors. By fostering a coherent and integrated approach, it will ensure that investments are strategically prioritised and spatially allocated to align with the government’s overarching regional growth strategies and meeting housing targets.

Furthermore, it will address key objectives related to achieving net zero, enhancing industrial capabilities, ensuring resilience against climate change, fulfilling the Environment Act targets, and elevating public services. This systematic approach is intended to create a robust network of infrastructure that is both sustainable and responsive to national needs.

4. Ensuring deliverability and affordability

Lastly, the Strategy acknowledges the necessity of deliverability and affordability. It is imperative that all proposed projects and programmes remain financially feasible for taxpayers and billpayers alike. To this end, the Strategy will operate within the established confines of fiscal rules and industry capacities, ensuring that the government retains the capability to deliver on its ambitious plans. By maintaining a focus on affordability, it aims to guarantee that the proposed infrastructure enhancements are realistic and attainable.

The government’s approach

Drawing on the insights provided by the NIC from its Second National Infrastructure Assessment, the Strategy is set to initiate a more cohesive long-term methodology in catering to infrastructure needs.

In the realm of economic infrastructure, the Strategy will leverage previous analyses conducted by the NIC, ensuring that existing objectives are met effectively. Conversely, the government acknowledges a gap in independent assessments for social infrastructure, presenting this Strategy as a pioneering step towards a broader understanding of these needs.

Each department has been tasked with submitting detailed reviews concerning their 10-Year Infrastructure Strategy spending, which will highlight recognised needs as well as areas that require further evidence gathering. The focus will be on balancing the maintenance, renewal and replacement of assets to streamline the nation’s infrastructure goals.

The Strategy aims to address obstacles that impede the fulfilment of infrastructure demands by exploring the roles of private investment and regulatory frameworks, as well as the support provided by public institutions. The government intends to create a clear directive for private investment and regulation, elucidating its priorities and fostering clarity for investors and the supply chain.

Organisations such as Nista and the National Wealth Fund will play vital roles in implementing the Strategy. Nista will collaborate with various departments, regulators, and the private sector to enhance the delivery of infrastructure. Improvements to social, economic and housing infrastructure will be integral, alongside measures to alleviate supply chain constraints through sequenced investment and planning reforms.

The government has further committed to constructing an infrastructure pipeline that communicates its long-term priorities to industry stakeholders. This initiative will encompass a variety of forward-looking pipeline models, each serving distinct functions from investment programmes that define spending plans, to detailed project pipelines tracking progress from procurement to delivery.

The NIC has been commissioned to examine exemplary international pipeline models, providing advice that reflects the specific governance, fiscal, and regulatory frameworks within the UK. The government may combine elements from different models to create a well-rounded pipeline that prioritises projects based on available funding and confirmed schedules.

Moreover, the Strategy may evolve to incorporate a spatial strategy, coordinating investments across sectors to enhance overall efficiency. Through forthcoming iterations and insights gathered from the NIC regarding governance and strategic interactions, the government aims to foster a more integrated and that considers the broader implications of infrastructure investment on housing and essential services.

Stakeholder’s views and next steps

The government is looking to engage with stakeholders including the construction sector, its supply chain, major investory and other key industry stakeholders as it develops the Strategy.

It is specifically looking for views on the following questions:

1. Are the principles and focus areas for the Strategy the right ones to prioritise?
2. Which function of a spatial strategy are most important for you?
3. Of the types of pipeline – which are the most important features to industry?
4. How best can the government provide greater certainty for industry? Including the role of the Strategy, a pipeline and departments?
5. Do you have views on the early priorities for Nista to support the delivery of the Strategy?

Views can be shared with 10YearInfrastructureStrategy@hmtreasury.gov.uk .

The 10-Year Infrastructure Strategy is being developed in tandem with the Spending Review and both  will be released together in June.

Like what you’ve read? To receive New Civil Engineer’s daily and weekly newsletters click here.