The problem with the fare revenue collection, whilst completely valid in some existing contexts, argument for me is that over time, this will become less relevant as the ticket buying becomes easier at stations etc. Guards on Southern, for instance, don't undertake that function particularly.
The irony is that guards on northern probably have to work quite a bit harder than Southern in this regard. There are also huge inefficiencies on northern that are not the fault of guards, for instance the fact that doubled up units often seem to have two guards. This is down to the rolling stock with no unit connections.
That is why I would rather the debate focussed on the fact that you really should have a member is staff on board that does not need to focus their atttention on driving. I am completely comfortable with drivers dispatching as a rule where the technology is in place. However, importantly I think the driver should always have the option of asking the guard to dispatch, maybe with a ping over the tannoy or simple announcement. That might be where screens are not working or where the driver just wants the extra pair of eyes involved in dispatch.
On Southern, which is a good example of a well served line in terms of good availability of station ticket buying being the norm, the role does need to evolve. I have been on many trains where the guard seems to have very little to do. It would be very useful for passengers to have much better access to this guard, as they do on northern, to ask questions, help with more vulnerable passengers etc. A couple of ideas on this. First, dual train some of the guards as security, possibly even with some BTP powers. It won't be for every guard but would help on busy traditionally rowdy trains, for instance on match days. Second, widen the tickets that can be sold by guards on Southern, so passengers can buy tickets for onward travel, the next day or even buy ahead proper advance fares. There have been many times when I would have done this reducing strain on ticket offices or gate lines and enhancing that revenue role.
My view is that the guard, driver and train company need to feel like they are working much more in partnership. Together, they need to contribute to an efficient system that is paid for and has a good passenger experience. I would support guards to the hilt if they made this much more positive argument. The bottom line is that there should be a guard on routes where you go outside the heavily urbanised systems. I do think there is an argument for DOO without a guard on Merseyrail and the London Overground. The total number of staff on these systems is decent, with staff at all stations which is a very important point. This is why I think the argument for guards needs to be made in a different, much more positive way, with the the underlying anchor that the driver should have the option of delegating doors to the guard.
Yes, the logic of my argument is that I would reverse any situation on the network where trains currently run without a second member of staff. I just think we need to isolate the cost, as a proportion of overall costs, and argue much more vigorously that a crowded railway, sometimes with lots of unstaffed stations at certain times of the day, just needs that number of humans to help get everything to work smoothly.
Other parts of the railway also need to be engage with the debate. I have a sneaking suspicion that the saving required in the NR budget to guarantee funding for guards would be proportionately small compared to the cost of guards on all trains. Bearing in mind the important role guards play in times of disruption, helping to keep the system moving, I bet there is a case to be made that NR enjoys a follow on benefit, with their fines reduced by the actions of guards. It is difficult to quantify and obviously does not help in cases severe infrastructure failures are so serious as to deprive the guard of any useful opportunity to help. However, look at the Lime Street situation. There are guards on northern at the moment that are providing very useful man/lady power in keeping the system moving as best as it can in a difficult situation. This is to NR's benefit as it tries to maximise the use of a sub-optimal system until repairs are made.
As a cheeky example, what is the total cost of guards this year compared to the cost of the overrun on GW electrification? Do colleagues in NR realise that their poorly managed programme is putting a strain on finances that cause the network to look for savings in other places? Is it too much to ask them to have this at the front of their minds when trying to get things right?