Witnessing the A5 debacle, where frustration, through using the legal processes is prioritized over the greater good of saving lives. Below is our viewpoint if necessary infrastructure works are to be progressed, whether roads, bridges, water, sewers or utilities. In China, it is a family honour to make way for a key infrastructure project, where such is for the greater good of the people. Says much about certain peoples/groups in Northern Ireland where same ethos does not exist.

To address Northern Ireland’s challenges in delivering infrastructure improvements at a scale or efficiency closer to China’s, while respecting its democratic and economic context, here are targeted solutions based on identified issues like cost overruns, governance inefficiencies, and resource constraints. These draw on insights from the Northern Ireland Audit Office (NIAO), industry reports, and systemic comparisons.

1. Streamline Governance and Decision-Making

• Solution: Establish a centralized Infrastructure Delivery Authority (IDA) with cross-party support to oversee major projects, bypassing delays from political instability or fragmented oversight. This body would set clear timelines, prioritize projects based on economic and social impact, and reduce bureaucratic bottlenecks.
• Rationale: The NIAO highlighted “inefficient governance” and lack of progress on flagship projects since 2015. A dedicated authority could mirror China’s top-down coordination while maintaining democratic accountability.
• Implementation: Model the IDA on Ireland’s National Development Plan framework, ensuring stakeholder consultation but with empowered decision-making. Fund it via a fixed percentage of the devolved budget to ensure continuity.

2. Enhance Procurement and Project Management

• Solution: Reform procurement by adopting digital tools and outcome-based contracts, as recommended by the OECD. Invest in training programs to rebuild civil service expertise lost to voluntary exits, and incentivize private sector partnerships (PPPs) for complex projects.
• Rationale: Procurement weaknesses and skill shortages contribute to £2.5 billion in overruns. China’s streamlined procurement leverages experienced state firms; Northern Ireland could adapt this by fostering public-private collaboration.
• Implementation: Pilot outcome-based contracts on smaller projects (e.g., road upgrades) and scale up. Partner with universities to create infrastructure management courses, targeting 500 trained professionals by 2030.

3. Increase Funding and Prioritization

• Solution: Secure a multi-year infrastructure fund within the UK block grant, ring-fenced for capital projects, and explore innovative financing like green bonds or infrastructure banks. Prioritize high-impact projects (e.g., A6 road, water systems) based on cost-benefit analysis.
• Rationale: Chronic underinvestment and competing demands (health, education) limit progress. China’s massive infrastructure budget prioritizes growth; Northern Ireland needs stable funding to avoid delays like the £700 million wasted in 2020.
• Implementation: Lobby Westminster for a £1 billion annual infrastructure commitment over 10 years. Use EY’s recommendation for a prioritized project pipeline to focus resources.

4. Leverage Technology and Innovation

• Solution: Adopt modern construction methods like modular building and AI-driven project management to reduce costs and timelines. Pilot these on projects like hospital upgrades or rail enhancements.
• Rationale: China’s rapid delivery uses advanced tech (e.g., prefabricated bridges). Northern Ireland’s traditional methods inflate costs, as seen in the A6 delays. The Construction Employers Federation noted resource constraints, which tech could mitigate.
• Implementation: Partner with tech firms to test modular construction on one major project by 2027, aiming for a 20% cost reduction, as seen in Scandinavian models.

5. Build Public and Political Consensus

• Solution: Launch a public campaign to highlight infrastructure’s economic benefits (e.g., job creation, connectivity) and create a cross-party compact to depoliticize major projects. Use transparent reporting to maintain trust.
• Rationale: Political fragmentation and public skepticism slow progress, unlike China’s unified approach. The NIAO stressed the need for better public engagement to align projects with community needs.
• Implementation: Use platforms like X to share project updates and gather feedback. Establish a citizen’s assembly to input on project priorities, modeled on Ireland’s climate assembly.

6. Learn from Regional Successes

• Solution: Replicate successful local projects, like the Southern Regional College campus in Armagh, which was delivered on time and under budget. Standardize best practices in cost control and contractor accountability across all projects.
• Rationale: Isolated successes show potential for efficiency within existing constraints. Scaling these practices could address systemic issues without requiring China’s scale or authoritarianism.
• Implementation: Create a “best practice playbook” from successful projects, mandated for all infrastructure initiatives by 2026.

Challenges and Considerations

• Funding Constraints: Reliance on UK Treasury limits fiscal flexibility. Solutions like green bonds require political will and market trust.
• Political Instability: Ongoing divisions at Stormont could derail an IDA or cross-party compact. Regular public updates and transparency can mitigate this.
• Scale Limitations: Northern Ireland’s population (1.9 million) and economy can’t match China’s, so solutions must focus on efficiency, not scale.
• Democratic Trade-Offs: Unlike China, public consultation is non-negotiable. Solutions balance speed with inclusivity to avoid alienating communities.

Expected Outcomes

• Short-Term (1–3 years): Reduced delays on projects like the A5 through better procurement and governance, saving an estimated £500 million annually.
• Medium-Term (3–7 years): Completion of 50% of flagship projects by 2030, boosting connectivity and economic growth by 1–2% GDP, per EY projections.
• Long-Term (7–15 years): A modernized infrastructure pipeline, with upgraded roads, water systems, and public facilities, narrowing the gap with more efficient regions.

These solutions adapt lessons from China’s efficiency (centralized planning, tech adoption) to Northern Ireland’s democratic and resource-limited context.