Given all the fuss about Birmingham “council cuts” and “cycling expenditure only benefits young white men”, has the authority really hired a PR firm to promote a bizarre geek-oriented “Cycle Challenge”?
[Birmingham city council Newsroom, "5,000 journeys set to be taken in cycle challenge", By KrisK – September 16, 2014]
City cyclists have taken over Birmingham’s roads as part of the Birmingham Cycle Revolution September Cycle Challenge, which is on track to log over 5,000 cycled journeys in September.
Birmingham commuters abandoned their cars in a bid to clock up the most BikeMiles and top the September Cycle Challenge leader board. Since September 1, cyclists have logged over 3,500 journeys with more journeys being cycled daily in the run up to World Car Free Day on September 22.
Businesses can still register for the challenge which is running throughout September and take the opportunity to top the September Cycle Challenge leader board and be Birmingham’s leading cycling business.
Birmingham organisations including Brindleyplace, Birmingham’s Children Hospital, Millennium Point and Aston University, have embraced the cycling project and inspired their employees to sign up to the challenge to go head to head to win rewards, vouchers and discounts.
Speaking about the September Cycle Challenge, Sara Wilkes, Energy, Environment & Sustainability Assistant at Aston University said, “Birmingham Cycle Revolution is a great initiative for the city and we’re excited to be taking part in the September Cycle Challenge.
“We’ve had 25 Aston University employees sign up to the challenge and we’re pedalling like mad to get ahead in the leader board! We’re seeing more people cycling to work and around the University and the September Cycle Challenge is definitely encouraging people to dust off their bikes.”
Businesses involved in the challenge signed up to Birmingham Cycle Revolution’s recently launched Birmingham Cycle Rewards website, birminghamcyclerewards.com, and PleaseCycle app and encourage employees to log BikeMiles and earn rewards as they cycle.
During the challenge, users log their journeys through the PleaseCycle app which uses a GPS tracking system to accurately record the route the cyclist has taken. The data is then automatically uploaded to the Birmingham Cycle Rewards website where BikeMiles are saved and can be converted into rewards.
The free PleaseCycle app provides users with practical fitness tips and allows them to see how many calories they have burnt and how much money they have saved by cycling. Users can also run challenges between colleagues and friends and use the website’s leader boards to track who is cycling the most.
The Birmingham Cycle Revolution project aims to encourage cycling through a raft of improvements and initiatives. A target has been set to increase cycling to account for 5 per cent of all journeys in the city within the next 10 years and for cycling to represent 10 per cent of all travel by 2033.
For more information or to register your interest in the September Cycle Challenge, email firstname.lastname@example.org
For more information about Birmingham Cycle Revolution, visit http://www.birmingham.gov.uk/BirminghamCycleRevolution
Beth Meads – Willoughby Public Relations
0121 456 3004 – email@example.com
Julia Willoughby – Willoughby Public Relations
0121 456 3004 – firstname.lastname@example.org
Kris Kowalewski – Press & PR Manager – Birmingham City Council
0121 303 3621 – email@example.com
In February 2014, the Birmingham Mail reported that a Warwickshire cricket club would definitely play in this season’s Twenty20 tournament as the “Birmingham Bears” after the city council confirmed it had no intention of withdrawing its request for them to do so.
But what has the name of a cricket team got to do with Birmingham city council?
['Brian Halford: The Birmingham Bears name disrespects the history of Warwickshire CCC', Birmingham Mail, Nov 29, 2013]
Thanks to Birmingham City Council, Warwickshire have a renewed, well-equipped stadium enabling them to host international cricket for years to come, thus securing their future.
Now, the not-so-good news. Thanks to Birmingham City Council, Warwickshire must play some games next season under a silly name: Birmingham Bears.
When somebody lends you twenty million smackers at favourable terms there are strings attached.[...]
It’s good that the club owes the council, not a bank. The council have already permitted several repayment holidays and fair play to them for supporting one of the area’s great sporting institutions.
From the Birmingham Mail’s viewpoint, all the fuss is about the name of a cricket club. And not about why a ‘cash strapped’ local authority is acting as banker to a cricket club.
In his statement to councillors on 16 September 2014, leader Albert Bore said that Birmingham city council had not given enough attention to how it reduced its workforce. Central government cuts would mean a continuing reduction in employee numbers, and “we will have to explain to people that we’re sorry but we just don’t have the resources to do what they are asking”.
Already our workforce has declined from just over 20,000 full time equivalents to around 13,000. By 2018 we estimate that numbers will have to fall to around 7,000. Our core workforce could be even smaller than that, because some of that 7,000 will be employed by arms-length organisations.
This means we will be operating with a workforce less than one third the size of that in 2010 and one half of what it is today – the equivalent of taking out twice the workforce that lost their jobs at MG Rover, Longbridge, in 2005.
In addition to the impact on our staff, there are four other key facts we want people to know.
Firstly the cuts are the result of the unfair distribution of austerity measures across public services. It has been estimated that over 50% of the cuts have fallen on local government and welfare benefits.
Secondly the government has distributed this cut unfairly between different parts of the country, with the most deprived areas receiving the biggest cuts.
This will mean a £147 per dwelling cut in Birmingham’s spending power next year, compared to the national average of just £45. Incredibly, some places such as Buckinghamshire, Windsor and Maidenhead, Hampshire and our old friend Wokingham will actually see an increase in spending power next year.
Thirdly, we are reliant on central government for 67% of our spending. The Council Tax provides for just 8%. So, when the cuts come, we are more vulnerable.
Finally, the cuts in funding combined with increased spending pressures mean we will have made cuts of over £800m by 2018 – equivalent to over 60% of the controllable budget. In the next year alone we must find around £200m, on top of the £460m already cut from our services.
Far from austerity being over, as some seem to believe, this is the biggest cut in mainstream funding we have seen so far. And the cuts are planned to continue for at least three more years.
So how accurate is this portrayal? According to the Guardian (1 December 2010) Birmingham city council planned to go from its 2010 staffing level of just under 19,000 FTE posts to just under 12,000, over a four year period. But ‘just under 3,000 backroom roles, mainly in education, would be moved to cooperative organisations that the council plans to create’. So ‘reduction in council headcount’, is not the same thing as ‘reduction in service headcount’.
All the same, overall council headcount has fallen, without obvious deterioration in service quality. Which would tend to suggest that productivity has been (and may still be) quite low.
Measuring Birmingham council productivity, and the fairness of its central government grant funding, is difficult because of the lack of transparency. Most people haven’t the foggiest idea how council tax is spent, how efficient their council is, or how the government allocates money between different councils. If Birmingham council really wanted to save money, the first steps would doubtless involve ‘addressing’ the Service Birmingham contract, and rationalising the waste management operation.
Birmingham city council chief executive Mark Rogers has written to staff, to update them on the financial challenge facing the authority.
[Birmingham city council]
Update on the financial challenge
Sep 18, 2014
Posted by Mark Rogers
Email sent to all staff
I imagine you will have now read, or read about, the Leader’s statement to Full Council on Tuesday (16 September).
If not, you should do so: http://birminghamnewsroom.com/2014/09/update-the-financial-situation-facing-the-city-council/
It sets out for our residents, elected members and, of course, ourselves the trajectories for funding and staffing if the Government continues on its present austerity drive. In particular, it makes clear that the greatest impact of the cuts in our funding are about to come. You don’t need me to tell you this; but the Leader needed to make it clear so that everyone else also understood.
What the speech also does is make a very important, public commitment to tackling the implications for staff differently as we plan ahead. And it sets out clearly that we are about to reinvent local government in Birmingham.
You will know that, since arriving, I have been placing a strong focus on the importance of assessing our values and purpose, using the Big Conversations to get your views on what kind of council we need to be in the future if we are still to make a positive difference to people’s lives. We have also explored what kind of staff we will need for this challenging new future and what support and development the organisation will need to provide to ensure we can fulfil our commitments.
This first phase of work is reaching fruition and it is timely that the outcomes from our deliberations over the last three months will now directly inform the comprehensive human resources strategy that the Leader has asked be put together.
I am acutely aware of the pressures we are all under, heightened by the glare of publicity that Birmingham attracts because we are the second city, but also because we are so deeply affected by the disproportionately large cuts being required of us.
I know that some of you will think it strange, possibly even perverse, for us to spend time on the questions I have asked of you in the Big Conversations, but we must persist. Having a clear future focus is the only way to deal with austerity in a way that respects both the needs and expectations of the public and ourselves. More than ever, we need our collective moral compass to inform the hard decisions about what to do and what not to; who we can keep and who we have to lose. But if we have authentic values, a common sense of purpose, and fewer but wholly realistic priorities, then we will all know what we are aiming for. And in this way we retain our focus on the citizens whom we serve and ensure that what we can still do is of the highest quality and makes the greatest difference.
This way we will help each other with ensuring that we do not lose our morale. And, importantly, I am seeking to strengthen and improve the quality and consistency of the welfare and development support available to all staff as we navigate these most difficult of times. We have already launched the help employee assistance programme ( http://www.birmingham.helpeap.com ) but I want to go further to ensure that everyone can access the support they need. If you are feeling worried about your personal situation as a result of the announcement yesterday, I strongly urge you to talk to your line manager about your concerns.
Words are, of course, fine. What will matter is the action we take. Here is a note that I have sent to my immediate team on the back of the Leader’s statement, which starts to set out the tasks ahead. A timetable will be drawn up over the next few days that will plot the milestones that we need to reach.
And, as I always say, this is about all of us putting our shoulder to the wheel. I cannot change things on my own; I need you all to join in taking us into a new future. My primary responsibility is to lead by example.
Email sent to Corporate Leadership Team (CLT)
What follow are, for me, the small number of “mission critical” issues that either arise from, or are reflected in the Leader’s statement. I may be wrong; and you’ll tell me if I am. But this is how I see it.
We have, of course, been attending to these matters already – but they now have an added imperative behind them thanks to Sir Albert’s very clear and public recognition of their importance.
I will be “sense-checking” what follows with you over the next few days and, of course, there will be regular testing out with core wider CLT, all our staff – and, of course, the Leader (copied in) and Cabinet.
1. Our Purpose
The coming days and weeks provide the opportunity and “the moment” to take the thinking coming from the Leader and Cabinet, the Listening Leadership sessions & the Big Conversations and articulate what this council is for – in doing so, setting out the core values that need to be in our DNA, the outcomes that we will prioritise because they are the ones that will make the most important differences to people’s lives and, without being unduly melodramatic or philosophical, the point of remaining “a going concern”. We must set this out clearly, ensuring the public, councillors, officers and our partners know what we mean by “the next era of local government” in Birmingham.
This is a big deal for us and, whilst it is almost inevitable that we will also have to take more into account as Sir Bob Kerslake’s review proceeds, we hold our destiny in our hands. We also owe it to our staff to be clear what the future will bring so that they can make informed decisions about whether or not they want to be a part of it notwithstanding that some of them won’t get a choice because of the way the axe is falling, reducing our capacity to deliver as much as we used to.
It is clearly neither my task alone to draft the proposals, nor to agree them unilaterally, but I will be leading personally on the work from the officer side of the equation. To this end, colleagues in HR&OD have already been asked to give me the raw material from the recent Big Conversation and Listening Leadership events so that I can now make a formal and structured start.
I intend to have something substantial to share with SDs, CLT, Wider CLT and, ultimately, the Leader and Cabinet/EMT by mid-October. I am also considering “Big Conversations: the sequel” as the means of engaging staff in this “forming” stage of defining purpose. I also intend to use BC2 as the platform for redesigning our PDR framework, starting with reaching early agreement on the design principles.
2. Our People
The Leader’s speech provides a necessary, if very challenging, acknowledgement that we need to improve how we manage the ongoing staff reductions we are likely faced with. Again, we are moving forward with our thinking, with colleagues already having put serious time into addressing the questions of: our shared values; our corporate behaviours; re-balancing the staffing profile (primarily focusing on age, but still keeping a keen eye on all aspects of diversity in the workforce); and further simplifying the organisational hierarchy (a promise, not a threat).
But we are not yet in a sufficiently well-developed position to describe how we will downsize whilst still appropriately retaining and, where necessary, retraining the right staff to increase significantly the likelihood that we have the values, behaviours and capabilities to enable us to fulfil our future purpose and modus operandi – and ensure we are valued and respected by the communities whom we serve, as well as by the council itself.
Henceforth, we need to formulate quickly an approach to staff reduction that treats people fairly. Not easy, but ground-breaking if we get it right. I expect HR&OD colleagues to be pulling this together in the next couple of weeks, in parallel with the work I’ve said I’ll lead on formulation of purpose.
3. Our Pathways
Work has started on sketching out a revamped “employee journey”. The Big Conversations are informing this activity and, again, in October it will be possible to set out phase one, the backbone, of the renewed offer to staff. It is being designed with a view to expressing the “asks” and “offers” of and to a Birmingham City Council employee – from the Chief Executive outwards.
Some of the likely early “asks” and “offers” include: shifting the emphasis of PDR from a six monthly, too often mechanistic, MOT of behaviour and performance, to a continuous leadership and management conversation that supports and challenges both elements continuously (with a particular emphasis on behaviours, but not going soft on delivering better outcomes for citizens as set out in a reformed Council Plan – see below); 360 evaluation will be reintroduced, starting with the most senior officers, as a signal to the wider organisation that we’re all in this together and that no one is exempt from feedback about their leadership and leadership style; a renewed focus on, and commitment to pastoral care – best summed up as an aspiration to make tough decisions firmly, fairly and, crucially, compassionately.
4. Our Corporate Business Change Approach
I have pulled this out as a distinct focus, but the agreement to, and rolling out of, a corporate approach to delivering the changes that our priorities and reduced budget require will lie at the heart of the employee offer.
We need now to make some quick decisions about the way we are going to bring about our new ways of working and you all know that I am an advocate of lean systems thinking. This is because at its heart is the principle of adding value to the customer (rather than the more usual and misleading view that it is simply a business process re-engineering methodology designed for the motor industry). We will now conduct a short, sharp debate about the way forward – and then just get on with bringing it in – preferably within weeks rather than months.
I will also align all the remaining transformation resources (human and financial) to supporting the implementation of our chosen way forward and we will move, no later than the start of the 2015/16 financial year, from the vagaries of bidding to a resource allocation method that is driven by a strategic overview of where “transformation” investment is most needed. But this should not imply that we are taking a “change on tour” approach; everyone will need to become versed and competent in our chosen methodology and take responsibility for everyday implementation. Much more anon.
All these things set out above will drive the ongoing formulation of the comprehensive HR strategy that the Leader’s speech signalled and which I have already been driving since arrival. It is positive that we are well on the way – “Forward the Birmingham Way” as some are starting to call it.
5. Our Priorities & The Budget
The desperately difficult process of aligning our rapidly, and unfairly, diminishing resources to our priorities is continuing and is entering the most difficult phase – shaping up the overall approach (a Green Paper next month) and then formal, detailed proposals for public consultation (December).
We still have much work to do and, as a team, we will need to support (and challenge) the ongoing process, ensuring we operate with a “one council” mindset. I’m deadly serious about this. We cannot tolerate either silo-thinking or protectionism: they will defeat our endeavours and leave us with weaker prospects.
A key aspect of how we operate differently in the future will be the emphasis we place on the localism and devolution agenda. Not just the governance side of enabling more services to be defined and delivered at a neighbourhood level, but the concerted effort needed to make #SU4BRUM a widespread reality. I know that this is not a council programme as such, but what the campaign represents needs to be part of the role for all officers, charging them with the clear responsibility of enabling communities (of interest and geography) to lead for themselves on issues that matter to them. We don’t yet have a strategic approach to this; but it will become part of everyone’s job description – not simply because we can’t do all the things that we used; but also because it’s the right thing to do, pushing power and responsibility away from the centre.
Finally (for now), I am determined that we re-establish a clear golden thread from the Leader’s Policy Statement through to a simple Council Plan, emulating the best practice of those who have mastered a plan-on-a-page. There is not yet enough clarity for far too many staff – me included – about what the small number of priorities and desired outcomes are that we must all focus upon. But the Leader’s Statement to council gives us a crucial opportunity to reflect in the next Council Plan the unequivocally clear message that fewer staff mean fewer priorities, fewer services and fewer initiatives. Of course, what comes with this is an unwavering focus on great customer service, top-drawer service quality and best-in-class performance in all that we continue to do – all of which will feature strongly in the reconstituted approach to performance management.
You will know by now that I believe strongly in our responsibility as managers to continuously communicate and engage effectively with staff. This will only increase in importance as we drive a reform agenda through the business, and I expect that we will all have our own directorate-level ongoing big conversations – how we’re moving the organisation forward should be a standing item delivered through our collective and distributed leadership obligations.
And we also need to take stock of our outward looking communications. We need to tell our story of change, challenge and achievements in a more strategic and proactive way than has previously been necessary. We are a city under the spotlight and, without seeking to gild lilies (which we can’t afford anyway; gilt is too expensive), we owe it to our citizens and ourselves to give a balanced account of where we are now, where we are heading, how we are going to get there and how well we are doing.
7. A New Corporateness
All this above amounts to a new age of corporateness. I am, at heart, a collaborator (in the good sense of the word). I believe that our strength lies in strong values, clear purpose and pooled effort. So, I’m taking the opportunity to re-state that “being corporate” is not an option – nor is it a dirty word.
We need to play nicely together or not play at all – Solitaire will not be acceptable at BCC.
But don’t take corporateness for blandness or passive conformity. I want to remind us of the deadly sin of “confirmation bias”. We need to be a team that questions constructively and brings forward positive alternatives to ensure that we don’t fall into the easy decision-making trap of giving priority to those views/data that support our default way of thinking and doing things. I will expect constructive challenge at all times – sometime I’ll tell you the Van Halen story but, for now, be assured that being corporate means we hunt as a pack, but a pack that argues the toss over the hunting strategy.
The road will be long and hard. But one thing I guarantee. I’ll support you all the way if you’re signed up.
According to the Birmingham city council website, the Greater Birmingham & Solihull Local Transport Board (GBS LTB) “has been established to prioritise and oversee the delivery of Local Major Transport Schemes, which will be delivered in the period 2015 – 2019 for the Greater Birmingham & Solihull geography”.
[Birmingham city council]
By the end of July 2013, GBS LTB will have agreed a provisional programme of schemes which will be developed for final funding approval in advance of April 2015 when the capital funding becomes available. The Department for Transport (DfT) has given GBS LTB an indicative funding allocation of £35.8 million for the 2015-19 delivery period. The DfT have also advised that the actual allocation could be one third higher or lower than the indicative amount. The final allocation will be determined following the next Government Spending Review.
• Andrew Cleaves – GBS LEP Board Lead for Transport
• Jerry Blackett – Birmingham Chamber of Commerce Group
• Mike Batheram – WSP
• Cllr Sir Albert Bore – Birmingham City Council
• Cllr Ted Richards – Solihull MBC
• Cllr John Campion – Representing N. Worcs Districts
• Cllr Steven Claymore – Representing S. Staffs Districts
• Cllr Philip Atkins – Staffordshire County Council
• Cllr Simon Geraghty – Worcestershire County Council
• Cllr John McNicholas – WMITA
• Thursday 15 May 2014, 10:00 – 12:00
Committee Room 2, Council House
• Tuesday 9 September 2014, 10:00-12:00
• Tuesday 11 November 2014, 10:00-12:00
• Tuesday 10 February 2015, 10:00-12:00
If GBS has been established ‘to prioritise and oversee the delivery of Local Major Transport Schemes for the Greater Birmingham & Solihull geography’, why are councillors from places like Staffordshire on the board?
Curiouser still is the representation of WSP, a Canadian-owned consultancy firm. It has been handed huge contracts (including the ‘Mobility Action Plan’ and ‘Cycling Revolution’) by Birmingham city council.
The development of a HS2 hub station in Crewe will ensure that Cheshire becomes one of the world’s leading engineering and heavy industry manufacturing locations. That’s according to Crewe-based ModernKulture, an “independent agency specialising in the art of intellectual marketing, communications and propaganda”. On the 4th December 2014, ModernKulture’s Next Generation Rail Cheshire “will be the event that provides the platform for a series of announcements from Cheshire East Council that will develop and offer a vision of HS2 in the North West”.
[Description on Eventbrite]
The conference will offer the tools to stay up-to-date and at the forefront of exclusive news in relation to HS2 and its associated links with connectivity, industry, public health, education and more. By acknowledging the scope of opportunity and impact, Next Generation Rail Cheshire will reveal how to truly maximise the potential of regeneration.
Make sure you book your place at the event to be one of the first to hear the radical and momentous vision of the HS2 in the North West. A concept that will encompass electrification, big numbers and big corporate backing to illustrate the innumerable benefits of connectivity.
NGRC will also provide further unique benefits such as;
* An exclusive reveal of the most current and relevant policy news from Cheshire East Council.
* An awareness as to why Cheshire East is strategically ideal with its 360-degree connectivity and how if HS2 gets Cheshire right, the rest is just formality.
* An insight into the vision of the HS2 and the positive impact to be expected in areas such as public health, freight, economic development and the renovation of trade.
* A full report of what can be excepted from the new station, ‘South Crewe’ and transport and community projects.
* Detailed accounts of commercial and corporate gain, employment opportunity and investment counsel.
* Private sectors will also be given the opportunity to network and to gain a greater understanding into how to truly maximise the potential of localised change on a global scale.
[NGRC Event News, September 16, 2014]
HS2 and what it means for Crewe
Crewe has an inherent connection and understanding of the railway. For the majority, it is and has always has been their grandparents, parents, friends and colleagues way of life and living. Not only this, the town has an effortless geographical ability to provide 360- degree rail connectivity.
With this said, the arrival of the HS2 would be so much more than just a transport link; it is a way of creating major opportunity in terms of optimising regional and nationwide economic performance.
And whilst the North of England’s idea of ‘benefit’ may differ somewhat to the opinions and attitudes of our Southern neighbours, it has become apparently clear that the lessons of what transport has done for London, needs to be brought further north.
So why are the benefits of HS2 to the North, where journey times to London could be cut by an hour from Manchester and 49 minutes from Leeds, worth the pain?
Life without HS2;
* Overcrowding and congestion is and will continue to be a serious problem.
* Nearly 10 million more people will live in Britain by 2035 and the need for nationwide connections will only intensify.
* Without action, by 2016 there would be almost 150 people to every 100 intercity train seats in Birmingham New Street during peak times.
* A £9 billion upgrade was completed in 2008, but still train operators cannot run all the direct services we want: there isn’t enough space.
* People in the North have seen all the investment going into London. Crossrail alone cost £15bn, whereas the Midlands has seen no investment for about 20 years.
Put simply, Britain is using obsolete trains on a railway track that was built 100 years ago.
By building on the success of London to the Channel Tunnel Rail Link, HS2 will herald significant investment to the rail network over the next twenty years, with the latest technology on brand-new tracks.
What HS2 means for Crewe
What HS2 will deliver in Britain and more specifically, Cheshire – also mirrors that already found and appreciated in mainland Europe.
What’s more is that the development of a new HS2 hub and the regeneration of the existing station offers the unique opportunity to transform not only Crewe but the entire North West region:
* An additional uplift of £1.8 billion to the UK economy by 2030 from development in Crewe, above and beyond the existing HS2 benefits to the UK;
* An investment of £880 million in the South Cheshire economy through development contracts;
* £6 billion Government funding set aside for road maintenance,
* 400 miles of extra capacity on our busiest motorways
* 20,000 additional jobs in and around central Crewe;
* The West Midlands is also key to 100,000 new job opportunities
* 5,000 new homes directly linked to the station transformation;
* The potential for a massive increase in advanced engineering and manufacturing within the UK, building on both Crewe’s rail heritage and the existing massive skills base
The development of a HS2 hub station in Crewe will ensure that Cheshire becomes one of the world’s leading engineering and heavy industry manufacturing locations.
Crewe is an already successful economy and an excellent base to grow from Delivers on Government transport and economic policies. Add significant GVA, jobs and transport benefits to the case for HS2 and this provides tangible support and motivation for the existing 30,000 businesses.
All information has been sourced from Cheshire East Gov.
“All information has been sourced from Cheshire East Gov.” But is ‘Cheshire East Gov’ a reliable source of ‘information’? Is invited speaker Rupert Walker a reliable source of ‘information’?
['Cheshire East Council calls for HS2 to tunnel underground through the borough', Crewe Chronicle,
August 20, 2013]
Cheshire East Council has backed a motion calling on HS2 to tunnel underground rather than plough though farmland and buildings in the borough.
The council is also arguing against the line going to Wigan.
The original motion for going underground, raised by Cllr David Brickhill (Ind) at last month’s full council meeting, won the unanimous support of Cabinet members at Monday’s meeting in Crewe.
[...] Cheshire East leader Michael Jones said there was no need for the HS2 line to go to Wigan.
“I think we should call for it not to go to Wigan. I think if you want to save money, let’s not take it to Wigan, let’s stop it at Crewe by 2026 and then on Manchester through tunnels to the airport direct.”