Yesterday, Thursday 8th, December, Andrew Haines, the Chief Executive Officer of Network Rail and Great British Railways Transition Team Lead, explained why a single coordinating, decision-making body for rail is necessary if the full benefits of the Integrated Rail Plan (IRP) are to be realised.
Andrew was speaking to regional business leaders at the Sheffield office of Arup, and called on business leaders to support the fundamental reform of Britain's rail system in the same way they do for major investment projects.
His message was that to get the railways working as they should, supporting growth and prosperity in every part of the country, investment is required to build the right things as well as updating the way in which the rail sector is structured.
“Make no mistake, the Integrated Rail Plan is a massive investment in the north. It's brilliant. It has the potential to alter the travel habits of millions of people – making journeys greener, more reliable and faster. Cities with reduced road congestion and cleaner air. New employment opportunities and business connections.”
“The frequency of trains from Leeds to Manchester potentially more than doubling, and journey times falling from 55 minutes to 33 minutes. But I'm afraid if the IRP is all we do, we will be missing a great chance.”
“Only if we create a clear decision-making and leadership body for the railway – what has been called Great British Railways… can we join up decisions to maximise efficiency and speed up improvements. For instance, ensuring the IRP delivers all that it promises for customers.”
As with buses, isn’t the first thing to devise, a timetable that matches demands and a feedback procedure to adjust it to suit, including the later integration of HS2. Ideally this would be aided by phasing out paper reference and promoting digital, app-based timetables.
Of course, discussion and negotiation with staff will be necessary to create an equitable employment structure and conditions, creating a harmony of the needs of customers, staff and the fare structure.
Sound like a pipe dream?
Only teamwork can and will make it happen.
* a single coordinating, decision-making body for rail is necessary *
Thus one must wonder why such a body does not exist already . . .