Marie-Claude Hemming, policy director at the Association for Consultancy and Engineering, discusses the delivery challenges around the third road investment strategy (RIS 3).

RIS 3 outlines a £27bn five-year plan to maintain, renew and improve the strategic road network. Although the focus is more on maintenance, there are still some major works, including £1.65bn for the ‘public-funded' elements of the wider Lower Thames Crossing scheme. However, the real challenge is not the strategy itself but how effectively it is delivered. Success will depend on making better decisions early, clearer scope and stronger alignment between outcomes and delivery.

Protecting what we have

Maintenance is the foundation of a resilient network. The increased focus on resilience is welcome, giving teams the space to plan ahead and build capability. But resilience is not just about funding. It depends on continuing to build client capability and improve early-stage decision-making; this is where uncertainty and risk are highest. Too often, the scope seems unclear and the right expertise is not engaged early enough, limiting the ability to fully define the technical challenge.

Embedding expert-led challenge from the outset, with clear accountability for design and integration, will lead to more consistent outcomes.

Starting with good decisions

Every intervention, whether a bridge repair or junction upgrade, ultimately supports safety, reliability and public trust. The scale of the challenge is significant and decades of wear cannot be ignored. Most value is locked in early, when options are defined and scope is set. This is where disciplined value management is critical. Costs and complexity often build gradually through incremental changes and expanding specifications.

Affordability must be treated as a core design parameter from the outset, with an emphasis on simplicity wherever appropriate. Managing value continuously, rather than at isolated review points, keeps decisions aligned with intended outcomes and whole-life performance.

Investment that moves people

Alongside maintenance, targeted investment in connectivity remains important. Schemes such as the Lower Thames Crossing demonstrate how focused interventions can improve network performance, while junction upgrades, selective widening and bridge strengthening address key pressure points. The principle remains the same: clear objectives and disciplined scope at the start lead to better outcomes in delivery.

Collaboration is where value is created

Design and engineering teams add most value not just in delivery, but in shaping the decisions that define it. That means challenging assumptions, testing scope rigorously and keeping affordability front and centre from day one. Scope drift and unnecessary complexity still emerge in some programmes, often through the accumulation of small decisions. Stronger collaboration between clients, designers and contractors is essential, but it must be supported by clear governance and consistent alignment on outcomes across procurement and delivery models.

A network for the future

RIS 3 sits within a broader context of climate pressure, changing travel patterns and decarbonisation. Much of the network was not designed for today's demands, let alone tomorrow's.

Renewal programmes must respond accordingly, with low-carbon materials, smarter construction methods, and efficient design approaches becoming standard practice and a focus on whole-life value rather than upfront cost alone.

Using digital tools effectively

Technology can improve foresight, decision-making, and network performance, as well as drive productivity. However, its impact depends on how it is applied. Where delivery models reward activity rather than outcomes, the benefits are diluted.

To realise the full value of RIS 3, commercial models must better align incentives with outcomes. Digital capability and collaboration need to work together, not in isolation.

From strategy to impact

RIS 3 sets the direction, but its success will be judged in delivery, which requires:

  • The right decisions at the outset
  • Disciplined control of scope and affordability
  • Incentives aligned to outcomes, not activity.

If these are achieved, RIS 3 will do more than deliver projects. It will mark a step change in how the network is planned, designed and delivered, creating a more resilient, efficient and future-ready system.