The UK government says it has learned valuable lessons from the expense, delays and political embarrassment of HS2. And now it has laid out detailed plans for train passengers in northern England who have been so badly "let down" in the past.
Authors
- Marcus Mayers
Visiting Research Fellow, Manchester Metropolitan University
- David Bamford
Professor of Operations Management, Manchester Metropolitan University
Northern Powerhouse Rail will apparently bring new and upgraded routes from east to west of the region, linking Liverpool, Manchester, Bradford, Leeds, Sheffield and Hull. Major capacity and journey time improvements have been promised.
Away from the actual tracks though, the scheme could come to represent a welcome change in the direction of travel for public transport more generally.
Funding for example, will follow a new hybrid model - with central government retaining overall control but with local authorities also contributing through devolved transport budgets and regional investment plans.
Delivery of the project will also involve a large amount of collaboration between the London-based Department for Transport (DfT) and politicians in the north of England. This could signal a welcome political commitment to a nationally significant scheme being shaped through regional collaboration.
But it could also prove to be quite a test for a government department that is often criticised for being too centralised and overly complex . So is the DfT ready to implement a genuinely devolved transport system?
As it is, the department has a fairly broad range of responsibility. Apart from railways, it covers roads and local transport, maritime issues and security, and decarbonisation and technology.
Over the years, each of these areas within the department has developed close relationships with the industries they oversee. And while such collaboration can be beneficial, it also risks creating a revolving door between government and industry.
This can distract from the fundamental objective of delivering an efficient transport system, as decisions are made which benefit industries rather than the travelling public.
Moving forward
An alternative approach for the department would be to redefine transport outputs more clearly in terms of social or economic value. After all, if journeys do not create value, why are they being made?
The department could then be reorganised to focus on specific demands and needs rather than particular modes of transport. There could be a section focused on commuting and local travel for example, with another specialising in intercity travel, and another devoted to international passengers.
For instance, suppose there is a departmental goal to support 150,000 business meetings and 150,000 social interactions each day between Manchester and Birmingham. A broad mix of tactics to achieve this might include high-speed rail, intercity coaches, private car travel and digital connectivity through virtual meetings.
Some devolved regions are already experimenting with this kind of demand-based approach. Manchester's "Bee network" initiative - the first mayoral authority to take buses back from commercial operators - is one example.
What is certain is that the DfT must adapt if it is to serve the UK population effectively, especially as regional powers grow and digital technology continues to reshape how people connect.
As the transport pioneer Henry Ford observed : "If you always do what you've always done, you'll always get what you've always got."
New links
The challenge for the UK government, beyond a plan to improve rail travel in northern England, is to configure the DfT's resources in a way that ensures both physical and digital transport are fit to support the people and economy of the UK.
Northern Powerhouse Rail therefore becomes a test not just of investment ambition, but of institutional and operational design. Had the DfT been organised more clearly around outcomes or needs (rather than modes of transport), a more integrated set of solutions might have emerged sooner, combining rail, road and digital connectivity as a single system.
Even so, the programme signals a long overdue and welcome shift in direction. By forcing new ways of working between Whitehall and the regions, it creates the conditions for a more integrated approach to transport over time.
If the department is willing to learn from this experiment in devolution, Northern Powerhouse Rail could mark not just a new railway for the north, but the beginning of a more adaptive and effective transport system across the whole of England.
Marcus Mayers receives is a transport advisor to the MP JJulia Buckley.
David Bamford does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.
