Part 3: Being This. Infrastructure quangos face abolition after HS2 debacle from The Telegraph.

Infrastructure quangos face abolition after HS2 debacle (msn.com)

Amid political reshuffling, new governments and grand promises, it’s vital to shine a light on the numbers that might have slipped through the cracks. These figures were already in place before any new money was allocated following the cancellation of the HS2 project. But as we peel back the layers, it’s crucial to understand where these funds originate and whether they genuinely serve the public interest—or if they're merely smoke and mirrors.

On April 19, 2023, a substantial sum of £5.7 billion was allocated for Rail, Tram, and Bus services—a commitment that was initially laid out in the 2021 spending review. Fast forward to November 24, 2023, and an additional £2 billion was earmarked for bus services. Earlier, on March 9, 2023, the Chancellor had pledged a staggering £40 billion for public transport over two years, signalling a significant commitment to the improvement of the nation's transit infrastructure. These figures are undeniably impressive, but they also raise a host of questions about the practicality and transparency of such investments. 

Where Are the Drivers Coming From?

The announcement on October 23, 2023, that £150 million was allocated for Rail Replacement is a particularly perplexing piece of the puzzle. This figure prompts a fundamental question: Where will the drivers come from, let alone the buses? The rail industry, like many others, is facing a significant skills shortage. Recruitment of qualified drivers is a slow and costly process, and with the current infrastructure stretched thin, it’s hard to see how this allocation will translate into practical improvements in the short term, but the story doesn’t end there. Another financial boost is reportedly in the pipeline, with an extra £5 billion set aside to help bus companies transition to electric and hydrogen-powered vehicles. This is a commendable step toward a greener future, but it also raises questions about the implementation. Will these funds truly expedite the shift to sustainable transport, or will they get lost in the bureaucratic mire?

Digging Deeper: The £36 Billion Question

The most startling revelation is the latest financial injection—a colossal £36 billion, purportedly released from savings. This sum is astonishing, not just for its size but for what it suggests about the original budget allocations. Why is such a substantial amount being released from savings? Were these funds misallocated from the start, and were these savings avoidable? It’s a question that cuts to the heart of the government’s financial stewardship.

In a nation where every penny of public money should be scrutinized, the emergence of such a large 'saving' raises alarms. Was this money sitting idle in accounts while other vital sectors struggled? Or were there inefficiencies and oversights that allowed such a vast amount to be set aside as 'savings'? The lack of transparency in these decisions erodes public trust and calls for a thorough audit of how public funds are managed. 

The HS2 Debacle: A £78 Million Waste:

One particularly contentious issue is the cancellation of the HS2 link, leading to a waste of £78 million. This decision has been nothing short of a fiasco, especially considering that the government’s own "Oakervee Report" recommended the project's completion. The waste of such a substantial amount is disheartening, and it has rightly fuelled scepticism about the motives behind the decision. Was the cancellation a calculated political move, or was it a genuine attempt to reallocate funds to more urgent needs? 

The HS2 project was touted as a cornerstone of the UK’s future transport infrastructure, promising to connect major cities and boost economic growth. Its abrupt cancellation not only undermines these goals but also calls into question the qualifications and decision-making processes of those at the helm of HS2 Ltd. 

HS2 Ltd:  So, Who’s Steering the Ship?

Given the scale of the HS2 project and the controversies surrounding it, it’s worth examining the qualifications and backgrounds of those directing the show. The Board of Directors at HS2 Ltd is tasked with overseeing one of the most ambitious infrastructure projects in UK history. Yet are these individuals truly equipped to handle such a colossal undertaking? 

Sir Jon Thompson, appointed as Chair in February 2023, brings experience as the former Chief Executive of the Financial Reporting Council and Permanent Secretary at the Ministry of Defence. His expertise in financial oversight and governance is undeniable, but how does it translate to leading a massive infrastructure project? 

Mark Thurston, who has led HS2 Ltd since March 2017, has a background in managing significant infrastructure projects, including roles at Transport for London and the London Underground. However, the challenges faced by HS2 under his leadership have been substantial. Is his experience sufficient to navigate the political and logistical minefield that HS2 has become?

Dame Judith Hackitt, appointed as a Non-Executive Director in 2020, is a former chair of the Health and Safety Executive and currently chairs the manufacturing trade body, Make UK. While her safety expertise is vital, does it align with the strategic needs of a project as complex as HS2? 

Ruth Hannant, Joint Director-General of the Rail Group at the Department for Transport, brings policy and financial expertise to the board. But the question remains: Is her focus on policy and finance balanced by practical experience in large-scale infrastructure projects?

 Elaine Holt, another Non-Executive Director, offers leadership experience in the rail sector from her time as CEO of Directly Operated Railways Ltd. However, her previous roles have not been on the scale of HS2. Can she adapt her experience to this megaproject? 

David McGowan, who was appointed to bring financial expertise to the board, previously served as Chief Financial Officer at Network Rail. His financial acumen is crucial, but will it be enough to steer HS2 through its current financial and operational challenges? 

Andy Street, the Mayor of the West Midlands and former Managing Director of John Lewis, brings regional insight and business acumen. However, his role on the HS2 board seems more politically motivated than based on infrastructure expertise. Is his presence a strategic appointment or a political manoeuvre?

 The Senior Management of HS2 Ltd

Below the board, the senior management team is also integral to the project's success. Richard Robinson, the Chief Operating Officer, oversees day-to-day operations. However, the ongoing delays and budget overruns suggest that operational management needs a re-evaluation. Is Robinson’s approach effective in such a high-pressure environment?

Mike Lyons, as Programme Director, is responsible for delivering Phase One of HS2. His role involves managing a complex web of planning, engineering, and politics. His success—or lack thereof—will largely determine the project's outcome. Is he the right person to handle such a high-stakes task?

Kate Myers, the Head of Skills, Employment, and Education, plays a crucial role in developing the workforce needed for HS2. Given the skills shortage in the industry, how effective has she been in recruiting and training the necessary talent?

Beth West, the Commercial Director, focuses on procurement and commercial strategies for HS2. However, with the project’s ballooning costs, questions arise about the effectiveness of these strategies.

Are we getting value for money?

David Speight, the Engineering Director, oversees the engineering aspects of the project, ensuring safety and performance standards are met. But with ongoing technical challenges, is he equipped to meet the high demands of HS2’s engineering complexities?

Roger Dickson, the Environmental Manager, is responsible for managing HS2’s environmental impact and compliance with sustainability standards. Given the project's scale and growing environmental concerns, is HS2 truly on track to meet its sustainability goals? 

The Bigger Picture: Public Trust and Accountability

Public trust in government decisions is paramount, particularly when it comes to spending billions of pounds of taxpayer money. It’s not just about who sits in the Prime Minister’s chair, but about the broader accountability of those in power. We must question whether these decisions genuinely serve the public’s interests or if other motivations are at play.

"They couldn't find a way even if the path was lit."

The Train-Station Mismatch: An Overlooked Issue.

Another pressing concern is the compatibility of current trains with existing stations. Many modern trains are too high for older station platforms, creating practical and safety issues. This mismatch stems from a variety of factors, including discrepancies in platform heights, legacy infrastructure, and the need for modern trains to comply with updated safety standards.

To resolve this, either platforms need to be adjusted (a costly and logistically challenging solution) or trains must be designed with adjustable entry points, which is technologically complex and expensive. The lack of interoperability between old and new systems is a significant hurdle in modernizing the UK's rail network, yet it often receives less attention than it deserves. The complexities of public transport funding, the qualifications of those steering projects like HS2, and the practical challenges of infrastructure modernisation underscore the need for transparency and accountability in government decisions. As citizens, it’s our responsibility to scrutinize these decisions, ask tough questions, and demand that public funds are spent wisely and in the best interest of the nation.