Dates: July 2019 – November 2023
Services: Project Management
Driving Sustainable Growth in Cambridgeshire
The Cambridge South Infrastructure Enhancement project is a vital initiative led by Network Rail, following a directive from the Department for Transport (DfT) to improve connectivity within Cambridgeshire. The key objective of this scheme was tofacilitate sustainable growth by providing a new railway station near the Cambridge Biomedical Campus. This station will enhance local transportation, supporting both population and economic growth in the region.
SRC Infrastructure has played a pivotal role in the project since its inception, providing expert project management support from early concept design stages through to detailed planning and, soon, into construction.
Empowering delivery through proven project management capability
SRC has been a central partner in driving the Cambridge South scheme forward by embedding its project management expertise within Network Rail’s delivery team. Early on, SRC collaborated with both Network Rail and the DfT to define and communicate the project’s strategic goals, ensuring they aligned with the government’s objectives. Our involvement in planning, business case development, and delivery played a key role in shaping the project’s direction.
This project is part of the DfT’s Project Speed initiative, which aims to accelerate infrastructure project timelines. SRC successfully applied SPEED principles, allowing the project’s original completion date of 2027 to be brought forward. The revised timeline now projects the station’s Entry into Service by mid-2025. SRC managed the transition from Network Rail’s GRIP (Governance for Railway Investment Projects) framework to the new PACE (Project Acceleration in a Controlled Environment) assurance process. This seamless transition was vital in maintaining momentum under the SPEED programme, overlapping single option development with detailed design to ensure timely delivery.
Driving cost efficiency and innovation
SRC’s project management team has been instrumental in achieving significant cost savings. By implementing the Minimum Viable Product (MVP) approach—a DfT initiative focused on essential project components—SRC has led the charge in value engineering and cost reduction. This effort included conducting programme interrogation workshops that successfully reduced the station’s footprint by 45% and platform canopy coverage by 50%. These optimizations not only lowered project costs but also minimized environmental impact, in line with the project’s sustainability objectives.
SRC’s expertise also played a critical role in guiding the project through the TWAO consenting process. Our project management team worked diligently to ensure all planning commitments were met, coordinating a complex supply chain to achieve the required approvals and maintain alignment with construction deadlines.
Understanding complexities and creating tailored solutions
The Cambridge South Infrastructure project is not without its challenges. Its location near the Cambridge Green Belt and its proximity to the Cambridge Biomedical Campus make it a sensitive project, requiring a balance between development and environmental preservation. SRC developed a comprehensive stakeholder engagement strategy to address these complexities and ensure that the project remained on track with its planning and regulatory obligations.
This strategy involved fostering strong relationships with key local stakeholders and ensuring all commitments made during the TWAO process were met. SRC’s efforts extended to the coordination of design approvals and the resolution of any emerging design issues, maintaining adherence to SPEED programme timelines. Our project management team emphasized creating a One-Team Culture, promoting collaboration between Network Rail, train operating companies (TOCs), freight operating companies (FOCs), and the supply chain. This cohesive approach ensured that all parties worked toward shared goals, built on a foundation of trust and clear communication.
Ensuring quality and safety
SRC has been instrumental in maintaining the quality and safety standards necessary for the successful delivery of the Cambridge South project. As part of our project management role, we have worked closely with Network Rail’s Commercial Manager and Programme Controls teams to ensure that all project reporting remains reliable, robust, and accurate.
Safety is a shared value for both Network Rail and SRC. Our project management team leds the project’s Construction, Design, and Management (CDM) coordination, ensuring full compliance with all relevant safety legislation. SRC also played a pivotal role in preparing and reviewing the Contractors’ Invitation to Tender (ITT) documents, which resulted in the successful integration of three Principal Contractors to form a unified and efficient delivery team.
Building a legacy: client enrichment and talent development
Regular positive feedback has been received from the client regarding SRC’s promotion of excellent behaviours and project professionalism. At SRC we are motivated by continuous improvement and strive to provide the client with value added as the contract progresses.
SRC are building capability within the Network Rail team and developing the talent within the business through successful line management and mentoring, as well as providing opportunities for summer placement students, placement year students and our graduate scheme.
On behalf of the client SRC hosted and facilitated the Pre-Delivery workshop, offering knowledge transfer and previous experience working as a delivery partner with a government infrastructure organisation to add value to the session.
Shaping a sustainable future for Cambridge
The Cambridge South Infrastructure Enhancement project is set to bring far-reaching benefits to the region. By improving local transport links, reducing highway congestion, and integrating with other sustainable transport schemes, the new station will provide critical support to the growing life sciences sector in Cambridge. It will also reduce the need for travel into the city center, promoting more sustainable development patterns.