build principles
Britain has stopped building. Successive governments have given in to the consultants, lawyers, and lobbyists, prioritising process over outcomes. The result has been decades of delays and decline.
No more. It's time for this to end. So we've built the structure to do it.
← back to Build AgainProjects which require LFG Build Principles
We are identifying the major infrastructure projects that need applying LFG's build principles, cutting through red tape, setting clear ownership, and getting things done at speed.
Specialised Acts for Key Projects ⌄
Move fast. No need to reform the entire system: the Victorians passed Acts to get infrastructure built by exempting it from other rules and processes.
We can do it again. We must stop the years of delays. No more labyrinths of regulations and reviews before construction even begins. Parliament is sovereign. Parliament is powerful. Pass an Act. Get it done.
Direct Accountability ⌄
When projects fail, no one bears the blame. When they succeed, no one is celebrated.
Instead, modern Britain has more endless committees. A CEO, in charge of the project, and a board under them. The CEO bears responsibility: they are rewarded for success, they are punished for failure. This is how private business builds, and that's how our state must too.
A Clear Scope ⌄
Politicians must define and explicitly direct those in charge. They must be clear about what the outcome should be, the standards that should be met, and what is and isn't in scope. There should be no room for manoeuvre: deadlines, budgets, and boundaries must be defined within the Act. What success and failure looks like should be unmistakable.
A Competent Board ⌄
A small board of people with historical success in the area concerned should be gathered to advise the CEO. These people are advisors only, and must not have any veto powers.
Remuneration Incentivised for Success ⌄
If the project is successfully delivered on time and on budget, the CEO and Board should be rewarded. If it's successfully completed early or under budget, this bonus should be increased significantly, with larger payouts the earlier or cheaper it is. Alternatively, if the project runs over budget, goes past the deadline, or involves work outside of the scope, no bonus is awarded. If the overreach or overruns are substantial, deductions should be made from the CEO's salary.
Streamlined Planning Requirements and Limited Judicial Reviews ⌄
Unnecessary requirements and endless judicial reviews made possible by our planning system have burdened and delayed the construction of projects across the country. We must streamline them to stop the declinists from taking up more time and resources, and focus on getting projects done on time and on budget.
Engineering Expert Sign-Off ⌄
Too many projects in Britain are not delivered to the necessary standard. Engineering experts must sign off to confirm that the project has been completed to the necessary standards and in scope, before bonuses are awarded.