Infrastructure and Projects Authority
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| Infrastructure and Projects Authority | |
|---|---|
| Name | Infrastructure and Projects Authority |
| Formation | 2016 |
| Headquarters | London |
| Jurisdiction | United Kingdom |
| Parent agency | Treasury; Cabinet Office |
| Chief1 name | Sir John Manzoni |
| Chief1 position | Chief Executive (example) |
Infrastructure and Projects Authority
The Infrastructure and Projects Authority provides central oversight for large-scale United Kingdom infrastructure and programme delivery, combining expertise from the HM Treasury and the Cabinet Office. It was created to improve delivery of major projects across departments such as Department for Transport, Department for Education, and Department of Health and Social Care. The body draws on public and private sector best practice associated with organisations like the Office for National Statistics, National Audit Office, and international counterpart agencies including the World Bank and the Organisation for Economic Co-operation and Development.
History
The authority formed in 2016 through the merger of the Major Projects Authority and the Infrastructure UK unit, following policy reviews influenced by reports from the Cullen Review and the Public Accounts Committee. Predecessor initiatives had roots in project reviews connected to events such as the 2012 Summer Olympics delivery and the cross-departmental reforms after the 2008 financial crisis. Its establishment echoed international reforms recommended by the International Monetary Fund and institutions like the European Investment Bank to strengthen capital programme management. Over time it absorbed functions previously handled by discrete teams within the Ministry of Defence and the Department for Business, Energy and Industrial Strategy.
Organisation and Leadership
The organisation is jointly sponsored by HM Treasury and the Cabinet Office, with leadership often comprising senior figures with backgrounds in entities such as the Civil Service and the City of London Corporation. Chief executives and board members have included former executives from the National Highways sector, alumni of the Royal Military Academy Sandhurst, and officials seconded from the Department for International Development. The authority is structured into directorates mirroring portfolios found in the National Infrastructure Commission, the High Speed 2 programme office, and the NHS England estates teams. It liaises with arms-length bodies including Network Rail, Transport for London, and British Waterways.
Roles and Responsibilities
The authority provides project assurance, portfolio review, and delivery support for investments comparable to those overseen by the European Bank for Reconstruction and Development and the Asian Development Bank. It performs independent assurance reviews similar to processes used by the National Audit Office and deploys assurance frameworks influenced by the PRINCE2 methodology and guidance from the Institute for Government. It advises ministers from departments like the Home Office and the Foreign, Commonwealth and Development Office on procurement, risk, and benefits realisation. The authority also supports strategic national programmes including those coordinated with the Scottish Government and the Welsh Government.
Major Projects and Programmes
The authority has provided oversight for high-profile initiatives such as the High Speed 2 rail programme, the Crossrail programme, the Hinkley Point C nuclear project, and elements of the Armed Forces Modernisation portfolio. It has engaged with energy projects involving National Grid connections and with digital programmes linked to the Cabinet Office Digital Service and the NHS Digital transformation. It has taken assurance roles in transport schemes overseen by HS2 Ltd, and urban regeneration projects akin to the London Legacy Development Corporation work after the 2012 Summer Olympics.
Funding and Accountability
Funding for the authority is allocated via HM Treasury departmental expenditure limits and subject to scrutiny by the Public Accounts Committee and the Treasury Select Committee. Its performance metrics are reviewed against standards used by the National Audit Office and reported in annual reports to Parliament alongside departmental spending reviews. The authority’s budget supports secondees from institutions like the Barclays and KPMG consulting practices and procurement frameworks drawing on suppliers such as Atkins and Arup.
Performance and Impact
Independent assessments by bodies such as the National Audit Office and commentary from think tanks like the Institute for Government have highlighted improvements in project forecasting, risk management, and cross-departmental coordination. Case studies referencing the Crossrail delay lessons and the delivery of Hinkley Point C financing arrangements illustrate its role in shaping investment readiness and contractual structures similar to those encouraged by the European Investment Bank. Its interventions have been credited with better oversight on complex delivery chains involving contractors like Balfour Beatty and Laing O'Rourke.
Criticisms and Controversies
Critics including the Public Accounts Committee and commentators from the National Audit Office have argued that the authority sometimes exercises insufficient power to prevent cost overruns on projects such as Crossrail and has limited enforcement over departmental decision-making similar to debates around the BBC and Network Rail governance. Others have questioned the reliance on private-sector secondees from firms like McKinsey & Company and PwC with concerns about conflicts of interest raised in parliamentary inquiries. Disputes have arisen over transparency and the use of assurance ratings for politically sensitive programmes overseen by ministers in the Prime Minister's Office.