GBR RESPONDS
“To some extent, the delay in legislation is welcome, in that we can prepare better,” says Michael Clark.
As policy and transformation director at GBRTT, he is one of the key architects of the new structure. He worked closely with Keith Williams to draw it up, as part of the Williams Review secretariat.
“We still need to get a Bill into Parliament. We rely on the Government for that - it isn’t within our gift.
“But most of our work continues. We are working on a long-term strategy for the railway - formerly known as WISP, the Whole Industry Strategic Plan, which looks 30 years out. We are looking to have that framework ready at the end of this year or early next year.
“We will have a freight strategy. We are analysing responses to a consultation now, so we can go to the Government with options. If they pick that up, we can move quickly. And we are working on a national accessibility strategy - there is a plan for a consultation on that next year.
“Overall, we are discussing where we can move forward towards building capabilities towards GBR.”
Hang on. Go back and read that again. Does that actually mean anything?
“We are a government programme,” Clark explains. “All of this is subject to government decision. We need to wait while the Government re-establishes itself and becomes clear about what it wants to do. That’s partly why we have a six-month delay.”
Working at GBR sounds rather frustrating…?
“It is interesting working with the range of politicians on this. I am reasonably confident of saying that the railway system is in dire need of comprehensive reform. Lots of it is still working the way it was nearly 30 years ago, when the privatisation plan was devised. It has been tinkered with, pushed in different directions, and finally it has been wiped out by the pandemic.
“Which I think only makes our work more urgent. Sticking plasters won’t do it any longer. It needs a comprehensive remodelling. And we work on the existing premise until we are told not to.
“Ultimately, we require legislation to transfer the franchising power that is currently vested in the Secretary of State, so that can be put alongside Network Rail’s infrastructure management to give an integrated railway.
“We need to see the political appetite for how fast they want us to go over the next 12 to 18 months.”
In the meantime, says Clark, GBR is already doing some of the ‘guiding mind’ capabilities. He’s talking to Transport for the West Midlands and Transport for Greater Manchester about a new regional partnership, which could include some shared pay-as-you-go areas.
“There are lots of strands of work going on. A significant expansion of pay-as-you-go, to 700 more stations, is coming in the next couple of years.
“We are trying to take forward a consolidated retailing unit - dealing with the frustration of not being able to buy from the National Rail Inquiries website, but getting forwarded onto the various operator websites, which are of widely differing quality and ease of use. At the same time, we want to stimulate the third-party retail market.
“We are looking at how we can accelerate that, stripping away a bit of bureaucracy. We can use the next six months to do that, because none of it requires legislation.”
But, for now, the GBR leadership remains on loan, as do most of the seconded staff. Clark thinks a permanent chief executive and chairman will be pegged to the legislation process: the top talent would be unlikely to sign on the dotted line for an organisation which still rests on uncertain political support, and one without legal status.
He says diplomatically: “Better to rely on the current actors until we get onto that stage. We are all here temporarily, and we have other desks we can go back to.”
RISING FROM THE ASHES
The Bank of England expects the recession to bite harder through 2023. As the Government trims public expenditure, and as passengers feel less money in their pockets, the railway is going to find the going tough. Stagnation and under-investment seem inevitable.
“There is a gap in Britain’s budget of £40 billion or more, so expensive change will fall off the agenda,” says RSA’s Steve Medhurst.
“There is too much Treasury involvement now, which is hindering rather than supporting the railway. The Treasury is archaic in its thinking, and it is the biggest block to reform of fares and ticketing. The railway needs the freedom to get on with it, but GBR will simply run out of political time to be implemented. An easy project to bin when the Government has more pressing priorities.”
NSAR’s Neil Robertson notes: “At some point, a decision will have to be made on whether the Government wants GBR in a new form, or whether it gives the existing lot another go. Now we’ve had some time for reflection, we might be able to devise a new structure to guide the industry.
“But the activities GBR does are needed now more than ever. It was excellent that the industry secured the opportunity to have a Shadow GBR. That was a wise move.”
