Transport is a long game — and a worthwhile one

While large capital programs can seem daunting — both in scale and cost — the real story is told in the years and decades that follow. That’s when the returns start rolling in.

It’s proven time and again: investment in public transport isn’t just about transport. It’s about economic growth, alleviating congestion, promoting environmental sustainability, and building stronger communities.

I am based in San Francisco, where I have dedicated my career to advancing public transit systems.  According to the American Public Transportation Association (APTA), every $1 invested in public transit yields $5 in economic returns. Public transit in the U.S. alone supports a $79 billion industry and over 430,000 jobs — with 77 percent of federal funding flowing to the private sector, supporting more than 2,000 suppliers across 48 states.

Real returns from real systems

Take Portland, Oregon, for example. TriMet’s MAX light rail lines have helped drive over $45 billion in development near its stations. Across the Dallas Rapid Area Transit (DART) service area, The University of North Texas has tracked a cumulative economic impact of $17.1 billion since 1999 — a staggering boost to the Dallas-Fort Worth region. Transit-orientated development has flourished: in just a two-year span, 31 projects were completed within a quarter mile of DART stations with a total property value of $980 million.  

These numbers are compelling. But what’s even more important is what they represent: vibrant downtowns, job creation, housing development, better air quality, and more inclusive urban growth.

The Irish context

Ireland is on the cusp of a similar transformation. The Luas Benefits Report — which ArchTam is proud to have supported — tells a powerful story of how light rail has changed Dublin over the last two decades.

The Luas, which operates with zero emissions at street level, has become more than a mode of transport; it’s now a symbol of Dublin, delivering clear and measurable benefits. Along its corridors, over 10,000 new jobs have been created in the technology and services sectors, while an estimated 12,000 tonnes of CO₂e emissions were avoided in 2022 through modal shift. Importantly, the Luas has enabled some of Dublin’s largest housing and regeneration projects, connecting areas such as Tallaght and Sandyford to the city center, facilitating the delivery of much-needed new homes.

Looking ahead, projects like MetroLink have the potential to deliver even greater benefits — not just by moving people more efficiently, but by creating a ripple effect across communities, businesses, and industries. The vision for transport in Ireland is bold, and with the right support, it can be a catalyst for a more sustainable, equitable, and prosperous future.

Acknowledging the pain points

Of course, we also need to be honest: these benefits don’t appear overnight. Large-scale infrastructure takes time — and construction can be disruptive. We’ve seen it in every city. Streets are torn up, traffic is rerouted, businesses are affected. It’s frustrating. But what I’ve learned from decades of working in this space is that the short-term pain is vastly outweighed by the long-term gain. When we push through, what emerges on the other side is well worth the wait.

Let’s talk

If this topic resonates, I invite you to come and hear my presentation on the socioeconomic significance of transport infrastructure at Transport Ireland 2025.  I’ll be sharing more insights, examples from around the world, and my thoughts on how we can all help make the most of these once-in-a-generation investments.

Ireland has the chance to lead by example in showing what’s possible when you invest in transport not as a cost, but as a catalyst. I look forward to being part of that journey with you. 

ArchTam is proud to be sponsoring Transport Ireland 2025, which is taking place at the Radisson Blu Royal Hotel in Dublin on Friday June 6^th.  Diane’s presentation on the socioeconomic significance of transport infrastructure will take place in the first session between 9-11am, alongside:

• Peter Walsh, Chief Executive Officer at Transport Infrastructure Ireland
• Jack Chambers TD, Minister for Public Expenditure, Infrastructure, Reform and Digitalisation
• Séan Sweeney, MetroLink Programme Director, Transport Infrastructure Ireland.

The session will be chaired by Derval Cummins, Director, Transportation from ArchTam.

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At the launch of the Ireland Annual Review 2025 back in January, I had the privilege of joining a panel of industry experts to discuss the future of infrastructure in Ireland. The conversation spanned housing, real estate, transport, energy, healthcare and water.

It was good to see the water sector included in the conversation. Water is fundamental to every aspect of economic and social progress. Without it, there is no housing expansion, no industrial growth, and no way to sustain a thriving population. We often say that economic growth is thirsty work, and it is good to see that Ireland recognizes that investing in resilient, future-proof water infrastructure is just as important as building roads, rail and housing.

But water is just one piece of a much larger puzzle. What I see happening in Ireland today — just as I have seen in many other parts of the world — is an urgent need for a shift in how we approach infrastructure delivery. The key to solving the challenges ahead is embracing programmatic thinking — an approach that moves beyond isolated projects and instead delivers infrastructure in a strategic, coordinated and efficient way.

What programmatic thinking really means

For too long, infrastructure delivery has been fragmented, with different agencies and sectors working in silos. In many cases, projects that should be connected — such as housing developments, water supply systems and transport networks — are planned and executed independently. This lack of coordination not only drives up costs but also leads to inefficiencies, delays and missed opportunities.

Programmatic thinking changes that. As we explain in this year’s report, it is not just about delivering a collection of projects; it is about delivering a vision of success. It allows us to:

• Maximise efficiency by leveraging economies of scale and reducing duplication.
• Attract international expertise by creating a clear and reliable pipeline of work.
• Accelerate delivery by streamlining procurement and approval processes.
• Ensure long-term sustainability by designing infrastructure that meets future needs, not just today’s.

In my experience working across the globe, the most successful infrastructure programs have been those that break down silos and bring together multiple sectors. In Los Angeles, for example, we have seen transport, healthcare, water management and urban development integrated under a single strategic framework. Instead of competing for resources and attention, different agencies work collaboratively, resulting in faster, more effective project delivery.

These large programs present a unique opportunity to drive meaningful change across our communities. To maximize their impact, they must be integrated, leveraging their scale to attract investment, talent and innovation — ultimately strengthening the economy and supporting national growth. This is why complex programs require cohesive, strategic leadership, ensuring alignment across sectors and delivering long-term benefits for all.

Ireland’s unique opportunity

Ireland is at a critical juncture. Unlike many other nations struggling with infrastructure deficits, Ireland has a rare combination of strong economic growth, budget surpluses and a growing population. The country has the ability — and the resources — to invest in infrastructure strategically, rather than reactively.

However, to fully capitalize on this opportunity, Ireland needs to provide certainty and commitment. As I emphasised at the event, international infrastructure firms and investors are watching closely. They need to see long-term stability in government policies, clear pipelines of work, and a commitment to follow through on major projects. Without that, the best talent and resources will go elsewhere.

This is especially true in the water sector. While Ireland is a water-rich nation, the supply is not always where it is needed most. Climate change is adding new pressures, with more frequent flooding in some areas and water scarcity in others. These challenges cannot be solved with short-term fixes. They require a comprehensive, programmatic approach that prioritises resilience, efficiency and sustainability.

The supply chain challenge — and how to fix it

One of the most pressing concerns in infrastructure delivery today is the strain on the global supply chain. This is not just about materials — it is also about people, skills and expertise.

Ireland, like much of the world, faces a significant shortage of skilled workers in engineering, construction and infrastructure management. This is a challenge that could impact the pace and cost of delivery if not addressed proactively.

At the event, I spoke about how infrastructure investment is happening everywhere — from the United Kingdom’s AMP8 water investment program to Australia’s massive transport projects and the United States’ historic infrastructure bill. This means that the best talent and global contractors have options.

In my experience, programs that overcome the issues around supply chain are the most successful. If Ireland wants to attract top-tier firms and expertise, it needs to become the location of choice by offering:

• A clear, long-term pipeline of work to give companies confidence in investing here.
• Efficient procurement and approval processes to avoid unnecessary delays.
• A collaborative contracting environment that fosters shared risk and shared reward.
• Commitment to workforce development — building talent at home while also attracting international expertise.

We also need to rethink traditional working models. In this new digital age, we do not need to rely solely on in-person expertise. Many aspects of infrastructure planning and design can be done remotely.

One of the most effective examples of this has come from Uisce Éireann (Irish Water), which has successfully opened its doors to global expertise and leveraged international talent to support local delivery. This model demonstrates how organizations can broaden their talent pool and ensure that vital infrastructure projects move forward efficiently.

Collaboration is key

Another major takeaway from the discussion was the need for collaboration across all levels of infrastructure planning and delivery. The projects we develop today are far more complex and interconnected than they were in the past. A new housing development is not just about homes — it is about water supply, transport access, energy efficiency and climate resilience.

To get this right, we need a unified strategy that brings together all key stakeholders — government agencies, private sector partners and global experts. We need to create shared success metrics, where everyone, from designers to contractors, is working towards the same vision. And most importantly, we need to commit to long-term thinking rather than short-term political cycles.

This is exactly the approach that has worked in other global infrastructure programs, such as in Los Angeles. These collaborations did not happen by accident — they were intentional, strategic and focused on the bigger picture.

A once-in-a-generation moment

What excites me most about Ireland’s future is that the potential is enormous. The country has the resources, the ambition and the opportunity to become a global leader in sustainable, strategic infrastructure delivery.

But to do that, Ireland must embrace programmatic thinking, commit to long-term planning, and foster a culture of collaboration over competition. It is time to move beyond the old, fragmented approach and build an infrastructure system that works as a whole, not just in pieces.

A programmatic approach is not one that just delivers a project, it delivers a vision of success. The vision for success in Ireland is going to be underpinning of economic growth and success in providing housing for a growing population.

This is Ireland’s once-in-a-generation moment to create an infrastructure model that will serve its people for decades to come. The question now is — will we seize it?

Read this article to learn more about the increasingly successful application of programmatic principles across the island of Ireland.

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ArchTam’s recently published global research report on the energy transition serves up timely data and insight into the massive shift currently taking place in the way energy is produced, consumed and managed across the world.

As energy practice lead for Ireland, one point from Lost in Transition? really resonated.

“The energy transition is broader than a shift to carbon neutrality. For many nations, it is also a path toward energy independence and security and, ultimately, to lowering the cost of energy.”

Recognition of this on the island of Ireland cannot come soon enough. Both ROI and NI are lagging when meeting their 2030 targets for clean electricity delivery. The rollout of renewables is being hobbled by grid bottlenecks, rising cost of capital and slow planning processes.

Such delays and issues could have a steep cost for Ireland in terms of instability and insecurity of energy supply. As Lost in Transition? says, “energy security has risen up the political agenda across multiple governments. In Europe, many countries [have] sought to diversify their dependence on imported pipeline gas.”

Ireland is no exception to energy instability: as an interim measure, we are seeing standalone gas projects fast-tracked through planning and approvals to meet rising electricity demand. In contrast, the planning wait time for an onshore wind project can take years.

At ArchTam, we are seeing some welcome progress in the face of these challenges. For instance, we are helping Energia build out an ambitious solar programme; supporting SSE to deliver offshore wind and low carbon power generation to bridge gaps in renewable supply; delivering innovative hydrogen projects for ESB; and are providing EPUKi with robust environmental reporting to ensure consistency and success with their future planning applications. But more can be done.

Time to think big

The pace of change needs to pick up to close the gap between ambition and implementation in Ireland. We need to think big. The time has come to scale up – moving away from single, one-off projects to programmes of work, delivered in a way that seeks to share learnings and resources while also obtaining benefits for clients otherwise not attainable if project elements were managed separately.

It may sound paradoxical, but the development of local, indigenous, low-carbon energy supply on the island needs an international, outward-looking mindset. The scale of the challenge demands it. Global expertise, investment and political willpower must be sourced and shared. Looking ahead, cross-country collaboration – as Lost in Transition? argues – will be required to transmit new clean energy from the point of generation in Ireland to the wider European energy market.

Practical, profitable, predictable, and people centric

It is good to see the data from the qualitative and quantitative research carried out with senior executives from Europe and elsewhere published in Lost in transition?. Even better to see those insights, recommendations and success stories turned into practical, profitable, predictable and people-centric strategies to accelerate the transition to net zero.

The challenges when shifting towards a decarbonised island of Ireland, and a cleaner global economy are manifold – but so too are the opportunities for energy independence and security by harnessing our huge renewable energy potential onshore and offshore. We must keep that goal firmly in our sights.

Want to read more?

Register here to receive your copy of the Ireland Annual Review 2024, which this year contains special reports on the energy transition across both ROI and NI.  You’ll find industry expert commentary and insights into the challenges, opportunities and progress being made on the journey to a low-carbon economy.

The Ireland Annual Review has been a fixture in the industry calendar for more than 30 years. In each edition, we examine economic and construction performance across Northern Ireland (NI) and the Republic of Ireland (ROI) over the past 12 months.

You will also find our market forecast for the year ahead – including estimated tender price increases and indicative building costs.

By registering, you will be the first to receive a copy of the Ireland Annual Review 2024 when it launches in January 2024.

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As a multi-disciplinary firm, collaboration between different sectors is fundamental to who we are, but also is instrumental in helping us achieve our goals and provide top-tier client service. In the UK and Ireland, ArchTam has adopted the ISO 44001 certification standard and the behaviours described within, as a baseline for all our projects.  This includes collaboration between our internal teams as well as external clients and consultants.

The standard requires organisations to consider all aspects of a potential business relationship, including strengths and weaknesses, the type of support they need to achieve their goals, the levels of risk that each party is willing to take, and the potential consequences of something going wrong. The standard also demands that a plan is put in place to manage each of these elements at the beginning of the relationship, so in the event of one of the aforementioned scenarios occur, there is an agreed process to follow. This improves the level of trust among partners and ensures that the necessary steps are taken to safeguard and improve business relationships.

In 2018, we were asked to help Scottish Water in their quest to become the first water utility in the UK to achieve ISO 44001 certification. We created a relationship management plan and exit strategy which would form the basis of collaboration discussions with partners. First, we assessed Scottish Water’s existing internal procedural documents, including those specific to Alliance Management. These were mapped to the requirements of the standard to demonstrate best practice and that the appropriate considerations were in place. By doing so, we avoided the need to create a suite of new documents and procedures specifically for the certification process, ensuring already embedded processes and best practice were maximised, which also led to significant time and cost savings. The certification was confirmed at the start of 2019 and Scottish Water became the first water utility in the UK to achieve the ISO 44001 certification.

Building upon this success, we continued working with Scottish Water to strengthen their use of ISO 44001 by supporting the certification of its alliance partner Caledonia Water Alliance (CWA), an unincorporated joint venture (JV) between Morrison Utility Services and ArchTam.  The partnership has worked with Scottish Water since 2015, delivering the six year, SR15 Water Infrastructure programme across the whole of Scotland, supporting Scottish Water’s future quality and standards capital investment programme.  The strong partnership was created by a core team from both companies that worked together to create a single entity that could demonstrate not only the values of each parent company but also a unified and coordinated approach to delivering the programme of works.

Operating from a central office north of Glasgow, the JV is working with Scottish Water and its supply chain and stakeholders to deliver optimum project efficiency to maximise cost benefit, while minimising disruption to customers. Throughout the first five years of the programme, CWA has delivered approximately £340 million worth of projects ranging from £50 thousand to £75 million in individual value. Throughout this period, CWA has provided tangible benefits to the client and its customers, which led to the partnership being awarded the SR21 contract for delivery of both the Clean- and Wastewater Infrastructure programme for 2021-2027. CWA’s success has been widely recognised and the project was shortlisted for a Water and Wastewater Treatment (WWT) Water Industry Award 2020 in the Alliancing and Partnership Initiative of the Year category.

Our work with Scottish Water, and as part of CWA, clearly evidences the benefits of driving ISO 44001 through companies and wider supply chains. Enhanced collaboration, which is at the core of our business, is essential to build the trust necessary to create lasting professional relationships. The ability to work together seamlessly and to develop sustainable and trusted relationships is integral to delivering on our core values, and allows us to drive technical, commercial and process innovation to integrate better with those we work alongside.

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