Quote:
Originally Posted by Mark Gleeson
The UK model is based on input from passenger groups, the overall strategic goals and consultants and the rail regulator which sets a set of franchise requirements in terms of what must be provided
Failure to meet those standard results in serious trouble and potential loss of franchise, i.e Connex and most recently GNER who couldn't meet the financial premium (GNER was a profitable franchise and paid a fixed sum per annum to the UK exchequer). Despite these restrictions, any company which can exceed the baseline is free to do so, e.g Chiltern
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GNER and that poisoned chalice (otherwise known as the UK's flagship railway line/franchise) isn't a good example, as the company that won the franchise after GNER also defaulted. That was National Express East Coast. So now the flagship railway line is back in "public hands" for a year or two. An example that the UK system is by no means perfect, and in fact some here look longingly at IE's integration.
A better example, and a network that more closely mirrors IE is First ScotRail. Some prime routes : Glasgow to Aberdeen, Glasgow to Edinburgh, Edinburgh to Aberdeeen etc. An extensive Suburban rail network, and some basket case lines such as Inverness Wick which are well patronised but loss making. Services are stipulated by the Scottish government, and First are paid an amount to run them, with heavy penalties for failure. The Scottish parliament, infuriated by the numerous logo changes, paint jobs and marketing activity initiated by each franchise winner also developed a ScotRail logo - to be used WHOEVER wins the franchise next time.