I disagree - you should allow the profitable parts to re-invest the profits in their improvements.
You then assess each of the non-profitable parts in their own right - identifying a maximum subsidy which will be put in place and monitor the trend of how much it is costing over the medium term. If costs and losses are escalating, then it's madness to keep ploughing more and more money in on the vain hope it might one day become profitable.
Using the USA as an example is not appropriate - the sheer scale and size means there are very few areas where you can compare the US rail network with Europe, let alone just the UK. The state of Florida alone is the same georgraphic size as England and Wales put together yet has a population of only 20m, compared to the c60m of England and Wales.
The US is using rail transport primarily for urban transit in the large cities / conurbations - not as a way of connecting the various cities across the USA.
You assume a vain hope that the route might one day become profitable.
Obviously some surplus from the main line will need to go into funding improvements to it, but a balance will need to be struck between that and supporting local routes.
The reality is that the Nation has a greater requirement for subsidised routes than it has appetite for paying railway subsidies, therefore the railway has to cross-subsidise. If you're sceptical that that's the case, why else has the railway embedded cross-subsidies from its inception to the present day ?
You only have to consider the invisibility of subsidies to rural routes in the West Country (that partially come from the mainline) compared to the political football that state subsidies of Northern Rail have been over the last fifteen years.
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I don't understand at all. Do you mean cross-subsidy from the freight to the passenger business or cross subsidy within the passenger business? Or some other combination?
The railways had a revenue stream from freight and passenger of a known size. Using this revenue stream to subsidise some services only works if the donor revenue stream is greater than the costs incurred in generating it, as otherwise all that is being done is making one loss-making service yet more loss making to reduce the losses on another loss making service.
You can only cross-subsidise if your total outgoings are less than your total revenue; the issue is then just cost allocation between the different services. If you're losing money overall, which BR certainly was in shedloads, then cross-subsidy merely complicates the management accounts and conceals the true source of the losses.
The comparison with the USA is irrelevant as the size of the place and the separation and density of the centres of population means there is little in common in transport terms with the UK. Only the densely populated areas in the North East and increasingly around Los Angeles have any sort of passenger rail systems.
That's not the case at all. It's perfectly possible to cross-subsidise within the organisation if total outgoings are more than total revenue. It just means that overall subsidy of the organisation reduces. As I've mentioned this has happened within the railway since its beginnings up until now (and strictly speaking, the railway is still losing shedloads of money even now).
I'm thinking more of cross-subsidies within the passenger network, as my knowledge of freight is more limited (although I suspect that freight might not pay its full costs and may effectively be subsidised by the passenger railway as a whole).
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If you can't control your losses - then you're going to end up in Carey Street anyway.
All the arguments against having detailed management accounts and how one's business is structured - what its markets are, how to meet the demands set by them and what such activity costs and so on - seem to be based on people's interpretation of decisions that were taken decades ago with which one disagrees. Life, and accounting techniques, has moved on.
You can still make bad decisions, but that's not because of not knowing what the numbers are, but because of misunderstanding the business one is in and misinterpreting the numbers, the latter often because of preconceptions of what business you think you are in.
Hey, no one said anything about not understanding what, or where your costs are. Cross-subsidy and analysis of costs aren't mutually exclusive. Infact, that was one of the reasons for sectorisation I believe. I would agree that it's important to know what is being cross-subsidised and to try and control those costs. However, that's not to say that cross-subsidy isn't necessary.
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This is such a political reply and down right nonsense - absolute codswallop "The wicked witch of Grantham" driving through a rail channel tunnel, + all the electrification in the 1980s. I will post a YouTube video where Roger Ford says "It maybe politically unfashionable to say so, but the railways did rather well under Margaret Thatcher."
I'm inclined to think that Channel Tunnel excepted, the improvements to the railway during the 80's and early 90's had rather more to do with BR's efficiency and ability to get on with stuff, than Mrs Thatcher's munificence.