This document proposes delivering HS2 for £39 billion by establishing a guaranteed maximum price and using innovative project delivery methods. It involves sharing risks and potential savings between the project team and government. The project team would keep 50% of any savings from the guaranteed maximum price. Half of these savings would fund investments like a legacy trust fund, while the other half would go to third parties. The proposal aims to complete the project within 6 years using lean management practices and a capped workforce.
2. Delivering HS2 for £39.0 bn
By Guaranteed Maximum Price (GMP)
within 6 years for
Routes - £33.0 bn
Trains - £6.0 bn
3. Guaranteed Maximum Price
Achieved by innovative project delivery
methods (not railway traditional);
Shared risk between project team and
government; e.g. design & ground conditions
Project team keeps 50% of any savings from
the GMP;
Third Parties get other 50% of savings
Using lean management and contracted
labour with required construction skills
4. Innovative Project Delivery
Contracts of engagement – not contracts of
employment to sign up to a GMP;
Capped management structure (100 people)
Maximum work force size (1,000)
Flexibility of Terms of Engagement – e.g. staff
working in other roles e.g. at weekends
Target Price practices used for procurement
of track components, equipment and parts in
advance orders and delivery schedules.
5. 50% of saving to Third Parties
50% as a Legacy Trust Fund investment
managed by a Fund Manager;
3rd
Party Trust Fund can compensate for
future (Legacy or inheritance losses)
Includes if future privatisation - allocation of
10% shares split to project team & 3rd
parties
£1.0 bn kept from the shared fund to invest in
the power stations (by renewables) or newly
operational line, or franchise.
6. E.g. 50% of savings and its use
Procurement Target Costs can be set by the Project
e.g. to total £35 bn so that £4.0bn of GMP is saved
On completion, e.g. savings of £2bn shared between
project participants e.g.£100k towards a property
purchase; £250k towards a personal pension and not
less than £100k in final bonus. (Costs: £495m lowest)
Project participants are workers and management
teams. (Max 1100 x £450k = £495m).
Balance of savings put into Trust Fund that pays
annually to participants. (e.g. £1.505 bn investment).
7. Shared risks – ground & design
Government takes risk of unforeseen ground
conditions; over and above normal design;
Government underwriting of additional costs
for design and extra construction for above
Project agreement that underwriting costs are
not part of delivery costs for GMP.
Extra over design as above – not part of GMP
Designers appointed by project team
Safety and design integrated (e.g. CDM)
8. Project Cash flows
Tax and National Insurance set at 35% back
to HMRC (no self employed persons)
VAT set at 20% for the project duration
Yields maximised by innovative procurement
Added features – e.g trackside ducting to
lease out to others
Option of 2 new renewable power stations
constructed to part supply the route and sell
power to others (or use future shale gas)
9. Future costs recovery (on completion)
Plant and machinery sold off – with first
refusal to potential maintainer
Income from stamp duty; VAT and taxes
from Trust Funds
Lease out of trackside ducts
Revenues from maintainer employments and
business operations
Income from sale of surplus electricity
Franchising of train operations
Part future privatisation of infrastructure
10. Summary
Innovative project and procurement methods
within target costs for a GMP.
Pre-ordering and pre-pricing of materials,
track and P-way and fixed cost resourcing
Savings from the GMP are shared between
project delivery partners and third parties
5 year delivery programme, with a 6th
year for
contingency and commissioning
‘NASA like’ mission control systems and
delivery programme in a ‘Dunkirk’ spirit
11. Franchising – points to consider
If value of the franchise set at a 45-year
repayment life-span
£867 million franchise costs pa recovered by
Capacity of 40,000 passengers per day at
£60 per one way journey – on average
£2,375,343 daily target by £85 return journey
costs (28,000 daily passengers)
£40 off peak return; £35 on Sundays return
Other assets not considered for franchising
i.e. ducting and power stations for operator