The debate about what’s going wrong with the broadband policy is becoming quite complex, messy and somewhat emotional.
For me, the key policy of making the UK the best “superfast” (meaning > 24 Mbps) broadband market in Europe is the right one. Delivering that in tandem with the localism bill and while supporting SMEs couldn’t be better. These are all things that get my total support – and I hear very few detractors (quite the opposite).
The rub for many people seems to be in the delivery – a matter of policy implementation and interpretation. A key example (totem?) is the framework which contains what appears to be little more than lip service to the policy – an opening few paragraphs that give the appearance of supporting the policy followed by a long list of qualifying criteria which, one by one, chip away at the goals until there is almost nothing left – even the stated objective of super-fast broadband seems to have been discarded, or at best re-framed, along the way.
There have been conspiracy theories that this is a stitch up between Government and BT but I don’t support that for one minute. To begin with, I suspect that the framework isn’t something BT would prefer to support but will pragmatically go along with as its what’s on offer.
Einstein is quoted as saying:
“Everything should be made as simple as possible, but not simpler.“
For me this is a case of a very complex problem that’s been reduced beyond the possible degree of simplicity – the framework assumes a level of homogeneity of technology, scale, business model, financing, risk, partnership and so forth that just isn’t possible – BUT it is much simpler to manage.
The original policy objectives appear to have got lost in a drive to find the optimal process – or at least the one that’s the least bother to oversee.
This isn’t a time for a difficult u-turn – this is a time for politicians to crack the whip and make sure the policy is implemented as stated.
There are very good people inside BDUK, and they didn’t suddenly switch off. Something has happened that group at the top – whether it was the change of management or the influence of KPMG but it is something that can be corrected – but time is not on anyone’s side. One or the other or both need refocussing, and very soon.