Just because a private company had gone bust (which as far as I can tell had little to do with their rail projects) it doesn't mean that a nationalised organisation would be cheaper or even better overall.
It is known that BR contacted out work, even if they existed now chances are they would have contacted work to Carillon and so the situation would likely be similar. Yes the Carillon projects will cost more for a time whilst they are sorted, however chances are over a longer time period (say 5+ years) the use of contractors has been of net benefit to NR (likewise to BR if they had still existed).
I would also like to point out that in my post I didn't say that I would like things to stay as they are and that there could be a case for small steps towards nationalisation (i.e. suggesting a government owned TOC) so that we don't rush from a building that's got a leaking roof to one that's potentially got no windows.
As things stand, can you be sure that having the whole industry nationalised would result in a net improvement over the current situation?
Then, even if you can be sure if that, can you be sure that we couldn't fix more of the problems with the industry by taking small steps towards nationalisation than going for full nationalisation?
Even after that can you be sure that it would be better value to do so?
I would guess that is possible that there many on here who would have no doubts about moving on from the first question, many would struggle with an answer on the second and although some would like to be able to pass the final question there would be enough reasonable doubt that many wouldn't.
Clearly more words were needed in that reply.
Your post to which I replied was predicated on the basis that the private sector is inherently more efficient than the public sector. I was giving an example of a private company whose ignominious demise, despite colossal state subsidy, would tend to contradict that belief.
Greater private sector efficiency may be the case in some economic sectors, most noticeably manufacturing. The picture is a lot more mixed when it comes to public services, particularly those giving rise to difficult questions about control of infrastructure.
For example, things may have improved since the days of Post Office Telephones (a Department which was, it seems, specifically set up to allow people to use it as an example of the ills of nationalisation, over 3 decades.after it was privatised). Yet when I complain about my rubbish broadband, my provider inevitably points out that the problems are the responsibility of Openreach, the private monopoly in charge of the infrastructure@, who in my experience take 2 weeks to fix anything. Then we wonder why we have the worst broadband coverage in the developed world.
With our post-Beeching rail network, someone has to take control of the infrastructure as it's not feasible to hive control of bits of it off to train operators. Our experiment with Railtrack has shown that, for all Network Rails faults, the private sector alternative is much worse.
That leaves us with continued fragmentation between infrastructure management and train operations, giving rise to much if the excess cost, and many of the practical problems, arising in today's railway. Why are you so reluctant to tackle this fragmentation? Your proposals seem designed to maintain it.
BTW, it's not true to suggest that any change to the status quo would be a complete leap in the dark. We had a unified nationalised railway for 45 years in this country, and we can learn from that. We can also look to other countries across the developed world which still have something similar. Why do we always think in this country that we are unique, and that only our way of doing things could possibly be right?