Dear Secretary of State...

And so it came to pass that we now have a new Secretary of State for Transport here in the UK.  As Anne-Marie Trevelyan inherits the mantle from Grant Shapps, I wonder what her civil servants will be briefing her on and how they have prioritised the issues for her. Whilst she may no longer need to immediately address airport capacity in London and the South East, there are plenty of other challenges to grapple with.

I can't assert that I understand all that the Department's civil servants are wrestling with right now, but here's my 'starter for ten' on what I might emphasize (in no particular order):

1. Build greater confidence in the resilience of our transport system - the cost of living crisis, the funding challenges post-COVID, the labour shortages and industrial unrest are all causing significant uncertainty to consumers of mobility both within and to/from the UK.  
2. Set out the Government's intent for sustainable mobility - there were comments in the recent leadership campaign about the cost of environmental and sustainable adaptation.  The multiple players and funders of transport need to understand if the Government's philosophy, policies, priorities, and funding is going to materially change or not. Greater confidence and direction here will support decision making and investment throughout the transport system.
3. The sustainable bus model - buses play a vital role in our transport system but their future funding remains uncertain even as the commitments to national fare capping will emerge (for 3 months) in January.
4. Industrial relations and workforce pressures across the transport sector - it isn't just rail where workforce unrest exists and it is across the transport sector that labour shortages are having an impact on the reliable delivery of services. Remember the shortage of HGV drivers? The gaps in ground-handling at Heathrow? The absence of air crew? The reliance on overtime?
5. Securing the continuing ease of international travel - the move to biometric border controls may have been delayed by the EU, but they are still promised.  The chaos around Dover a few weeks ago is only a taster for what might ensue if constructive proposals are not found to resolve the issues of efficient border controls at the Channel Tunnel, our ro-ro ports, for Eurostar, etc.
6. Securing the benefits of rail reform - the need to push on with implementing reform and particularly the empowerment of Great British Railways to bring forward its strategies and concepts, including for driving forward revenue recovery, creating whole-system perspectives on trade-offs and collaboration.
7. Taming the EV charging sector - it's clear investors see potential in the electric vehicle (EV) charging domain. As one of the drivers of confidence for motorists, simplifying and expanding the charging network should offer a positive contribution to the net zero commitment and yet, to my eye, the sector remains febrile and fragmented.
8. Re-engaging with the private sector - bus franchising proposals are contentious and moving slowly, and the market engagement on rail Passenger Service Contracts has similarly dissipated. The market-led proposals for infrastructure of 2018 have disappeared from consciousness. What can the Government do to reinvigorate the role and contribution of private sector expertise, capability and finance?
9. Driving forward on equity and inclusion - whilst we wait to see if the levelling up term continues under the new Prime Minister, the issues it sought to address remain. How transport can support and create greater equity in access to jobs, education, health, and recreation will remain important on a neighbourhood, city, regional, and national basis.
10. Assured handling of the unknowns - the UK and much of the world is facing a turbulent time buffeted by challenging consumer and supply conditions along with public sector financing and interest challenges. These are unlikely to be the only challenges, and others will arise, or these will give rise to business failures, collapse in normal operations, etc. Considered and pragmatic responses will be required at speed and the Department needs to have thought through the risks and scenarios, and Ministers need to be able to make rapid decisions.