HS2
between the stops on the HS2 route and their surrounding locations, as well as assimilating with existing networks and alternative modes of transport. Despite the controversy over the total cost of HS2, there needs to be a mature discussion about the need for additional investment in local infrastructure and transport networks. Quite simply, they must be upgraded and expanded now so that they are ready for the first HS2 train to arrive.
This is recognised by some of the regional leaders who contributed to our report, like Sir Albert and Ben Still, chief executive of the Sheffield City Region LEP (local enterprise partnership), who each recognise that they will need to take some bold decisions over the coming years to help their regions prepare for HS2. The issue of connectivity is also relevant in relation to capacity. By freeing up space on existing networks, HS2 will allow for new local and regional services to be created in currently congested areas. For example in our report, Jim Steer of Greengauge 21 suggests that a new Bradford-Wakefield-Doncaster- London route could be a possible with HS2 serving the bulk of Leeds-London demand.
As for integrating HS2 with existing networks, it’s here that policy makers need to look to the best practice of operating companies. In Lyon, a Keolis- led study of passenger habits led to a revision of the bus, metro and tram timetables to segue with one another, which yielded a nine per cent increase in
use of the transport system. The potential barrier to harmonic working here in the UK are regulations which prevent local transport monopolies emerging, though this can be overcome by operators collaborating with one another, or through the support or gentle pressure of local passenger transport executives. Their role, much like local government’s planning investment in existing networks, is significant in helping realise greater connectivity and integration.
Good governance
The political move towards decentralisation of power from Westminster to the regions comes at a fortuitous time for HS2.
City Deals, which grant major cities greater independence over local taxation and investment, are a key vehicle which local governments can leverage to fund the expansion and modernisation of their existing networks.
Manchester stands out for being a city that has already made significant headway in its preparation for HS2 with the expansion of its Metrolink light rail network. Manchester also provides a good example of collaboration between neighbouring local governments. The Association of Greater Manchester Authorities has shown how mutually beneficial decisions on key investments can be made in partnership, as well as how best to attract both public and private investment. It’s clear that most towns and cities on or close to the HS2 route recognise
its enormous economic potential, hence their support, with improved labour connectivity and access to jobs markets the main factor at play.
Job creation
A little talked about aspect of the employment-side of HS2 are the significant job and training opportunities the construction of the project will create. As previous schemes before it and Crossrail today have shown, thousands of new jobs are created and modern skills added to our supply chains when we embark on major infrastructure projects. In many cases, we can and will export this knowledge and expertise overseas so much like the Victorians before us. The uncertainty which does seem to pervade every major infrastructure project threatens the bold decisions and investments that are needed to maximise their benefits. With absolute certainty that HS2 will progress, our regions can begin the work needed to support its economic and social benefits for the whole nation. .
Our report has shown that regional leaders, economists, train operating companies and indeed some politicians know what needs to be done. Once the talking stops and the building begins it’s clear that many of them are ready to move into action.
•
To download a copy of the report, visit:
www.keolis.co.uk/news/key-connections Alistair Gordon is chief executive of Keolis UK
www.keolis.com
Page 96 February 2014
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