An in-depth conversation with Jon Barnard, DCO Lead for the A46 Newark Bypass
Jon Barnard, Director of Greyfriars Project Management, is acting as the Development Consent Order (DCO) Lead for the A46 Newark Bypass—one of the East Midlands’ most significant infrastructure upgrades. With a background in delivering nationally significant infrastructure projects (NSIPs), Jon brings deep expertise in navigating the complex DCO process, which governs planning consent for major developments in England and Wales. The A46 scheme aims to improve strategic connectivity between the M1 and A1, unlocking economic growth and easing congestion around Newark-on-Trent.
In this interview, Jon shares insights into the scheme’s development, the importance of community engagement, and lessons learned from leading his seventh DCO.
The A46 Newark Bypass aims to improve traffic flow and connectivity in the region. How do you see this project influencing future development in the East Midlands?
The A46 scheme is generally a widening of the existing A46, but the project isn’t just about traffic flow. Newark has a major showground with huge antiques fairs —one of the most popular in Europe— and well-known auto events, and that success affects the strategic network. More broadly, it’s about connectivity. The A46 links the M1 at Leicester to the A1 in central Lincolnshire, and it underpins economic development and viability across the region.
If you look at port areas such as Grimsby and Hull, the A46 is a strategic route for moving goods through the center of England to the south. This scheme is really the last part of the dualling and expansion, and it will unlock that movement. For businesses, reliable travel times—for staff commuting and for moving goods—make the area far more attractive. You can already see significant commercial and industrial development around Newark-on-Trent, reflecting major investment not only by National Highways but also by Nottinghamshire and Lincolnshire County Councils to create the right environment for business and transport.
What role does community feedback play in the development of the DCO, how has local input has shaped the project?
Local communities played a significant role in shaping the A46 proposals even before the planning application progressed. For example, a local action group the Winthorpe group—was heavily involved in early consultation. We had a Stage 1 design proposal that went to consultation, and the road alignment was moved further away from a nearby conurbation in response to that feedback. There was a huge amount of community input before the DCO consultation, which helped the scheme achieve such a positive consultation outcome later.
During the DCO examination, interested parties and local landowners met with the client and Skanska to reshape entrances, refine mitigation, and consider other planning applications coming forward. As much as possible, the project team took those messages on board. I’m a big advocate of community engagement, and it’s great when there’s a genuine ethos of listening and building feedback into delivery wherever possible.
What do you find most rewarding about your work on the A46 Newark Bypass? Are there any moments or achievements that stand out to you?
I’ve worked a lot in and around Lincolnshire, just over the border, and I really love that area. I’d never been to Newark before this, and I used to be there once a week or every other week. It turned out to be one of the prettiest towns I’ve visited—amazing buildings, the river—there’s a lot going for it. I love the teams I’ve worked with on DCOs; the process binds you together—you’re in a pressure cooker for a long time. Despite the size of this project—it’s the biggest DCO I’ve worked on—the DCO team was small, probably half the size of teams I’ve had before, and there was real ownership. We had a very strong contracting team, and Skanska was at the forefront, which is unusual; contractors often sit back until the order comes through. The project director lives in Newark, and our comms lead is deeply engaged with the local business community—everyone lived and breathed the scheme. We also met every single programme milestone that had been set two years in advance. That’s a real credit to the team.
The examination period is a critical phase in the DCO process. What happens during this period, and how does it impact the overall timeline and outcome of a project like the A46 Newark Bypass?
After you submit your DCO application, it goes through acceptance checks and queries. The six-month examination is one of the most exciting parts of the process. There are key milestones you look forward to—earlier on there’s statutory consultation, typically 6–12 months before submission, where you get to know the community, their concerns, and the big issues. It’s a great test of the robustness of the solution. You don’t always have every answer on the spot, but you either incorporate points raised, go away to research and respond, or explain the position.
The run-up to submission—those two to three weeks—is also intense. But examination is where it’s really at. You work with some of the UK’s top experts—lawyers, ecologists, noise specialists—and in the open hearings you see them shine, even if they’re nervous. Younger experts grow enormously after two or three hearings. Hearing from the Examining Authority and understanding their broader perspective is another highlight.
The DCO process has been described as a complicated jigsaw puzzle with many moving parts. How do you handle working across multidisciplinary teams with different specialists?
That’s a big part of why people become project managers—and why they stay PMs. You learn a lot about many specialisms and quickly identify key issues. Then you work closely with the relevant disciplines to resolve, mitigate, or otherwise address them. My approach is to give everyone the space they need, then, as the process unfolds, hone in on the lightning-rod issues and work very closely with those specialisms. On a marine project, you might have to learn about shipping operations and impacts. On others, it could be transport delays and traffic modelling. On another, ecological matters—floodplains, flood compensation—working with ecologists and flood specialists. It’s about giving room while focusing energy where it’s most needed.
Looking ahead, how do you see the DCO process evolving in the next decade, especially with the increasing focus on sustainability and community engagement?
It’s hard to say; a lot is in flux across planning in the UK with changes in central and local government. For me, one of the great strengths of the DCO regime is statutory consultation—the requirement for meaningful community engagement. That path is now well trodden; it can always improve, but as long as that engagement continues, the paperwork can move around it. The critical thing is enabling people to have their say.
This was your seventh DCO. How did you first become involved with DCOs? Any experiences or mentors that significantly influenced your career?
My first DCO was the Broadland Gateway (formerly the Norwich Northern Distributor Road). I was already at the County Council delivering sustainable transport schemes in greater Norwich. It was 2009—the DCO regime had been in place since 2008—and I was offered the chance to get involved at the very start of something new. I’d worked with lawyers on legal challenges before, but my first big DCO meeting was in London at a QC’s office. I was catapulted into the role, and there were very few DCOs on the ground then. I had a brilliant team, and some of the paperwork and templates we developed back then are still in use today—they were brought out of Norfolk.
In terms of mentors, I worked closely with Mark Kemp and David Allfrey at Norfolk County Council—hugely experienced highways leaders who taught me a lot. I also learned a great deal from Jackie at Mott MacDonald about environment and ecology—bats and all sorts. That learning became the foundation for the next 15 years.
You’ve worked on a number of NSIPs and DCOs. What’s the biggest lesson you bring to every project?
It never ceases to amaze me how complicated people can make what is actually a very straightforward process. I’m a great believer in keeping it simple and to the point so everyone understands what they’re delivering. Across most DCOs I’ve led, we’ve used very similar tools. I’ve joined projects late where complex tools were in place that nobody could use. I replaced them with a simple spreadsheet—one version of the truth that everyone can see and understand, with a single owner to maintain it. Strip it back and simplify.
The DCO saw you regularly working away in Newark. How do you handle work/life balance when you’re away from home?
It’s a necessary part of the job for several reasons, and I don’t think digital tools like Teams will ever fully replace being in the room with specialists when you’re delivering to high-pressure deadlines. I was lucky in Newark—the best team you could hope for when working away. There’s a lot of time alone in a hotel room, but also camaraderie—pub quizzes, the odd trip to the cinema. I stay in close contact with family, try to organise travel in blocks—every other week rather than constantly—and Teams helps a bit. Deep down you remember it’s not forever: that six-month DCO bubble is intense, and life outside carries on. I’m fortunate to have a partner who understands and a company team that looks after me. Build a supportive team around you, have an understanding partner, and remember it’s temporary.
Thank you Jon, for the insightful look into the A46 Bypass and the DCO process.
For further information into the DCO, visit A46 Newark Bypass | www.skanska.co.uk or A46 Newark Bypass – National Highways
You can read our Case Study on our role and responsibilities here: A46 Newark Bypass, Newark | Greyfriars Project Management