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Beyond the Awards with Richard Gorst, Service Manager Major Highway Scheme Delivery, Somerset Council

Beyond the Awards: Lessons from the Shortlist distils sharp, real-world insight from projects recognised in the CIHT Awards 2026. We ask shortlisted entrants four focused questions on legacy, skills, key learning, and future trends to discover what’s working now and what’s coming next. It’s essential reading for sector professionals looking to benchmark their work, apply lessons learnt now and stay ahead of change.

In this edition we speak to Richard Gorst, Service Manager Major Highway Scheme Delivery, Somerset Council on the lessons learnt from the project "Somerset Council - Infrastructure Programmes Group" shortlisted for the 2026 CIHT Team of the Year Award.

Overview of shortlisted project: Somerset Council’s Infrastructure Programmes Group (IPG) is a high-performing, multidisciplinary team delivering major highway projects on time, on budget and to exceptional standards since 2015. The NEC-accredited team has delivered £110m of complex, strategically critical, infrastructure with minimal disruption through detailed planning, stakeholder engagement and collaborative working. Strong in-house capability, expert recruitment and investment in emerging professionals enable pace, control and resilience. Flagship schemes including M5 Junctions 23 and 26 demonstrate innovation, sustainability and stakeholder alignment. Its award-winning track record and intelligentclient approach distinguish IPG as a leading public-sector infrastructure delivery team.

   

How did you ensure that the project has long term use and a positive legacy?

A key priority for the Somerset Council Infrastructure Programme Group (IPG) has been to ensure that its impact extends far beyond the lifecycle of individual projects. This has been achieved by embedding a structured governance framework, clear processes, and a culture of continuous improvement that can be replicated across the wider organisation. By formalising lessons learned and integrating them into service improvement plans, the team has created a model that evolves with each project and strengthens future delivery. This approach has already influenced broader practices within Somerset Council, raising standards in project management, commercial control, and assurance. Equally important has been investment in people. The team has deliberately recruited high-calibre professionals whilst also developing emerging talent through a structured graduate programme, ensuring knowledge transfer and succession planning. By building strong in-house capability across design, project management, planning, road safety audit, site supervision and stakeholder engagement, IPG has created a sustainable, self-reliant delivery model. This not only enables pace and quality for our current projects, but ensures the legacy of the team continues through a skilled, empowered workforce capable of delivering future infrastructure challenges.

   

What kind of skills are critical now for projects such as yours to succeed and why?

Modern infrastructure delivery demands a blend of technical excellence and collaborative capability. Strong commercial and contract management skills, particularly under NEC contracts, are essential to ensure projects remain on programme and within budget, while managing risk proactively. Alongside this, technical expertise in sustainable design and construction methods is increasingly critical as the sector responds to climate and resource challenges. However, success is equally dependent on softer skills. Effective communication, stakeholder engagement and the ability to collaborate across multiple organisations are now fundamental. Projects such as M5 Junction 23 demonstrated the importance of aligning competing priorities across nationally significant schemes, requiring negotiation, adaptability and trust. Additionally, the ability to engage meaningfully with communities and user groups, including active travel organisations, ensures infrastructure is inclusive and publicly supported. Finally, leadership and adaptability are vital. Teams must be empowered to challenge traditional approaches, embrace innovation and make informed decisions at pace. Developing these skills across all levels, including emerging professionals, ensures resilience and positions teams to respond effectively to increasingly complex infrastructure demands.

   

What did you learn that you will take into the next project?

One of the most important lessons has been the value of early and proactive collaboration. Engaging stakeholders, contractors and partner organisations at the earliest stages enables better alignment of objectives, reduces risk and prevents conflicts later in delivery. This was particularly evident in coordinating multiple major projects at M5 Junction 23, where early alignment avoided significant disruption and improved overall outcomes. Another key learning is the importance of embedding sustainability and innovation from the outset. Techniques such as in-situ recycling, concrete rubblisation, and warm-mix asphalt demonstrated that significant carbon and efficiency gains can be achieved when environmental considerations are integral to decision-making rather than retrospective additions, as recently demonstrated at our M5 Junction 26 scheme. Similarly, strategic decisions such as planned road closures, while initially challenging, can unlock safer, faster and more efficient delivery when carefully managed and communicated. The team has also recognised the importance of maintaining strong in-house capability. Retaining control over design, planning and delivery functions enables quicker decision-making, greater accountability and improved quality. Combined with continuous learning and structured feedback, these lessons ensure that each project builds on the success of the last, driving consistent improvement.

     

What trends should the sector be paying attention to and why?

The transition to low-carbon infrastructure is one of the most significant trends shaping the sector. Clients and delivery teams must prioritise sustainable materials, construction techniques and whole-life carbon considerations. Approaches such as material reuse, recycling, reduced-temperature asphalt and efficient construction planning are no longer optional but essential to meeting national and local carbon targets, and meeting the objectives set-out in Somerset Council's Climate Emergency Strategy. Another key trend is the move towards greater integration and collaboration. Infrastructure projects are increasingly interconnected, often delivered alongside other major schemes. This requires a shift from isolated project delivery to coordinated programme management, where shared objectives and collective problem-solving deliver better outcomes for all stakeholders. Digital tools and data-driven decision-making will further support this integration. Finally, there is a growing emphasis on social value and community engagement, hence why we now have a dedicated full-time public liasion officer. Infrastructure must not only function effectively but also support wider economic, environmental and social outcomes. This includes inclusive design, active travel provision and opportunities to deliver added value or supporting local regeneration; such as when we facilitated an emergency service training exercise within our road closure at M5 Junction 26. Teams that can balance technical delivery with these broader expectations will be best placed to succeed in the evolving infrastructure landscape.

   

Somerset Council’s Infrastructure Programmes Group in their own words

Established in 2015, Somerset Council’s Infrastructure Programmes Group has delivered more than £110 million of strategically significant highway infrastructure. The multidisciplinary team has consistently demonstrated excellence through robust governance, strong in-house expertise, and a collaborative, solutions-focused approach to project delivery.

www.somerset.gov.uk

 

  

Next steps

If you work in highways and transportation, keep an eye out for Beyond the Awards: Lessons from the Shortlist overview (Coming soon) — your single go-to source for sharp, practical insight drawn from standout projects and the people behind them. By bringing together key takeaways from award entries and candid interviews with leading contributors, this feature turns real-world experience into real-world learning that you can apply today to your projects while helping you stay prepared for what’s coming next.

2026 CIHT Award Winners

The results for the 2026 CIHT Awards will be announced at the Royal Lancaster Hotel, London on 17 June 2026.  To find out more about the Awards Ceremony visit here.

  

CIHT Statement

The opinions expressed in this article are those of the authors. They do not purport to reflect the opinions or views of the CIHT or its members. Neither the CIHT nor any person acting on their behalf may be held responsible for the use which may be made of the information contained therein

  

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