The Liverpool-Manchester railway shows how we can do big infrastructure well
4 min read
Botched infrastructure projects have eroded public confidence in the country's ability to build. The Liverpool-Manchester Railway is the blueprint for getting it right.
When the Chief Secretary to the Treasury reconfirmed the government’s ambition for Northern Powerhouse Rail in yesterday’s Infrastructure Strategy, he backed a winning plan – one that drives growth, connects opportunity, and signals a new national direction for infrastructure in the UK.
As we await further details on Northern Powerhouse Rail in the coming weeks, a key part of that commitment is the Liverpool-Manchester Railway (LMR). It stands as a powerful example of how partnerships between the public sector and industry can shape the future of delivery.
The LMR is more than a regional milestone – it is a national statement of intent. It marks a shift to a new delivery model rooted in regional leadership, strategic ambition, and meaningful collaboration between local government, industry and the private sector.
Importantly, this project wasn’t designed in Whitehall. It was co-developed by local leaders and industry experts – a real-world example of the government’s 'devolution revolution' in action. It shows the value of empowering places to lead, unlocking their full economic potential.
But that is only the start. The LMR sets a precedent for how we approach infrastructure across the country. Arup and partners have helped shape a delivery blueprint that brings together local leaders, national government and industry at the outset. This co-designed model represents a new and better template that can – and should – be replicated across other growth corridors in the UK.
It also marks a step-change in how we fund and govern major projects. Too many recent projects have suffered delays, budget overruns and fragmented governance – undermining public confidence in the UK’s ability to deliver. The LMR shows what can be done differently: by blending strategic planning with unlocking private investment and putting delivery certainty at the heart of public investment.
As the Infrastructure Strategy sets out its roadmap for the next decade, it makes clear that now is the time for the UK to lead again – not only in what we build, but in how we build it. Projects like the LMR prove we can translate ambition into action, at pace and scale.
The benefits of LMR extend well beyond the city regions it connects. Improved capacity on a modern railway will enhance connectivity between key physical assets, including the Port of Liverpool – the UK’s primary route for transatlantic trade – and Manchester Airport, the country’s busiest airport outside of London. Liverpool’s John Lennon Airport, a growing regional gateway, is also part of this wider picture. Enhanced rail freight capability will support trade growth, boost inward investment, and reduce road congestion.
It will also help build a critical mass of innovation across growth sectors like life sciences, AI, and advanced materials. By unlocking new housing on both brownfield and strategic development sites, it will contribute to national housing targets. And crucially, it will help retain and attract young people in the North West by expanding career opportunities, strengthening skills pathways, and drawing world-class talent to the region.
By linking Liverpool City Region, Cheshire, Warrington and Greater Manchester, the LMR unites over five million people into a coherent, investable growth corridor. Between 2013 and 2022, the region outperformed the national average with a 2 per cent compound annual growth rate. If this growth corridor, anchored by the LMR, tracks the UK’s long-term growth trend, it could generate £90bn in cumulative GVA by 2040 – a national return on investment that rivals other flagship projects like the Oxford-Cambridge Arc.
None of this would be possible without a devolved approach that prioritises place and people. That’s why the LMR must be seen as a model for how the UK plans, funds, and delivers major infrastructure. This Infrastructure Strategy must spotlight this synergy, promoting joined-up delivery across transport, energy, digital and housing infrastructure.
Reflecting on both the Spending Review and the Infrastructure Strategy, it’s clear the UK is motoring towards an innovative model of infrastructure – one driven by genuine public-private partnership, regional ambition, and delivery certainty. The UK is ready to lead again – not just in outcomes, but in the systems that make them possible.
The LMR approach offers a blueprint for delivering transformative infrastructure across aviation, energy, water, housing and digital sectors. Arup is proud to support this ambition. It’s proof Britain can do big things again. Now is the time to make infrastructure the platform for national renewal.
Paula Walsh is the Managing Director of Arup for the UK, India, Middle East and Africa.
