Steven Jackson, director of infrastructure, Scotland at Turner & Townsend, says the Edinburgh tram extension is a testament to the city’s drive for sustainable growth
LAST month, Edinburgh celebrated as the first passengers boarded the new Edinburgh tram line extension. This was a proud moment for the city, and it is no exaggeration to say that the new line will be transformative. The project’s impact will span far beyond the three miles of track, stretching from York Place in the city centre to Newhaven on the banks of the Forth – reconnecting the centre to its historic port, driving business growth and giving a boost to neighbourhoods along the line.
Over the course of the project, we faced a few challenges – including a 12-week pandemic shutdown, and disruptions to the economy and the sector that the past 18 months have wrought. Despite this, under the leadership of the city council and the close-knit project team managed by Turner & Townsend, the extension has come in on time and within budget.
This is a true testament to not only the council, but the growing ambition and expertise of Scotland’s construction sector. As the line opens for revenue, we need to take the opportunity to step back and reflect on not just the achievement but also lessons learned from the project – and how they can help other major transport projects to deliver on their future goals too.
Success beyond the project
Edinburgh boasts an innovative public transport legacy, having electrified its tram lines in 1919 after 48 years of being horse-drawn. So as trams return to the major thoroughfare, Leith Walk, for the first time since 1956, it’s hard not to view the new line as a reminder of the city’s proud past.
First and foremost, however, this project is about the future – including what type of city Edinburgh strives to be, and the high standards it seeks to set. The council’s commitment to long-term investment in an electric public tram system is a clear signal that the city is prioritising a series of complementary outcomes – where improved connectivity supports regeneration, community-building and inclusivity of access.
Crucially, the tram also demonstrates Edinburgh’s commitment to sustainable growth, and should be seen as an exemplar for councils across the UK to follow and aspire to. The new line supports green travel, helps improve air quality and contributes to Edinburgh’s Net Zero 2030 goals – making the city a better place to live as well as more attractive for investment.
Future takeaways for programme delivery
Our role on the project has been to learn from past challenges – in Edinburgh and further afield – to deliver this new extension on time and on budget. Significant takeaways for the team and for wider industry can help steer the delivery of future projects to repeat such success.
The structure of the team is the first and most important lesson underpinning the project’s success. Under the leadership of the city council, a close-knit, collaborative and focused group was formed, meaning the project benefited from a one-team approach from the offset. This was centred around a clear establishment of roles and responsibilities, leading to a positive working culture which encouraged shared risk, regular reporting, and accountability.
Secondly, building flexibility and extra resilience into the delivery programme was vital. This meant that teams were prepared to swiftly adapt ways of working, including changing approaches and timetables, to avoid slipping behind schedule – for example when the pandemic struck and caused the prolonged shutdown, or when global supply chain disruption shifted lead times. The team also expanded the reach of the planning and design stages, aiming to avoid any surprises in the build, and identifying and eliminating all possible risks.
The final takeaway from the project is how important it is to not lose sight of the end goal. Increasingly, industry is placing too much pressure on getting things moving instead of focusing on what the final result will be.
Across the team, all members had a clear and mutual understanding of what success looked like, including what outcomes need to be achieved and by when. We also took all the necessary extra time on planning, predicting and designing the programme, and benchmarking objectives from day one. Then every adaptation and shift as we went along was delivered with a key focus on meeting those targets.
High quality infrastructure is going to play a critical role in shaping the future transformation of our cities, so they are more sustainable and fit for a changing world.
The lessons we have learnt over the course of the project stand the sector in good stead for the future – it is now up to industry to prove that history can repeat itself.
