I have to agree with (and have often thought) the rolling electrification programme. It is the stop-start nature of projects, with teams being formed and disbanded that is very inefficient. Time and knowledge are lost every time this is done. And contractors have to factor in extra cost (i.e. charge a higher price) to allow for the uncertainty.
Far simpler and more efficient to:
- define an amount (e.g. 200 miles) of double track that there is budget to be electrified per year. On the wild guess that that is £10m per mile on average (depends on track complexity, signalling, bridges and tunnels etc) that would be £2bn per annum
- commit to this as part of control periods, with a forward view always for 5 years
- work with one, two or three partners (to be decided) to deliver this, with each providing their own team and able to make a fair return. Put appropriate incentives in play, but don't try and transfer all the risk of huge schemes onto smaller entities that can't manage (or insure against) this risk. With long term commitment on both sides you get a fairer price (for everyone) and should get a better result
- have a defined end goal for the programme (e.g. certain lines completed) after which it can be reduced in scope (or stopped)
Over 10 years you would get 2,000 miles of electrification, which would cover the GWR mainlines, CrossCountry, MML, TransPennine (all routes), Chiltern, various urban networks (Cardiff, Manchester, Bristol), and some secondary lines.
Obviously there are related challenges (infrastructure changes, rolling stock, etc.) but that's part of an overall strategy (assuming someone writes one), and it doesn't drive the general presumption that electrification is a good thing, should be done as part of a national plan, and shouldn't be constantly stopped / started according to issues with Network Rail, franchising, government, rolling stock plans generally etc.
The way we are going at the moment things will take so long to be improved that it will be pointless.