> Hows about a totally non-railroad method of
> raising money that 97% percent of the
> members DO NOT SUPPORT. It doesn't make any
> difference if the crew outnumbers the
> passengers or there aren't enough folks to
> do any maintenance work or the membership is
> constantly dropping, the "club" is
> sailing along in fine fettle. The attitude
> is "build it and they will ride",
> the outfit is a much needed natural magnet
> for the area and does not need any advice
> from outsiders!

If an organization's agenda is unsatisfactory or seriously noxious, go elsewhere. No one is holding that proverbial Glock to your temple! And there is no law that says railroad preservation organizations have to be composed of thoroughly moral people assembled for thoroughly rightrous purpose.

If there is a lack of essential maintenance, then the wheels eventually fall off and the USFRA administers the coup d'grace.

> Just enough folks gather for a mutual
> admiration society ... with no real future
> ....

The actuarial tables eventually govern. Sadly, that takes longer than the USFRA method of extinction. But in the interim, those who voted on the unsavory agenda by taking their man-hours elsewhere may have had a reasonably decent time of it and done something satisfying and worthwhile.


amiller@rtms-movietrains.com

The premise of this discussion may miss the point. If a transforming approach is taken by museum leadership. A vision would be cast, support from all corners of the organization be courted and stakeholders would be aligned to the effort through simple and creative communications. An action plan would be developed and implemented, reviewed and improved. (For more, search the web for "transformational leadership". There is a vacuum in many organizations for this type of leadership. This could be due to time constraints, lack of focus or vision, or plain old ignorance. Volunteers will line up to accomplish well conceived objectives that are thoughtfully evaluated, communicated and tweaked to accomplish goals common to the stakeholders and leaders alike.

wyld@sbcglobal.net

...the feets have voted a long time ago ...

nuff said!


lamontdc@adelphia.net

Spot on.

> The premise of this discussion may miss the
> point. If a transforming approach is taken
> by museum leadership. A vision would be
> cast, support from all corners of the
> organization be courted and stakeholders
> would be aligned to the effort through
> simple and creative communications. An
> action plan would be developed and
> implemented, reviewed and improved. (For
> more, search the web for
> "transformational leadership".
> There is a vacuum in many organizations for
> this type of leadership. This could be due
> to time constraints, lack of focus or
> vision, or plain old ignorance. Volunteers
> will line up to accomplish well conceived
> objectives that are thoughtfully evaluated,
> communicated and tweaked to accomplish goals
> common to the stakeholders and leaders
> alike.

Sounds nice but unlikely when democratically elected boards of directors reflect popularity rather than competence.

dave

irondave@bellsouth.net

The folks in these organizations see absolutely nothing wrong with the status quo and don't intend to change anything. After all a large influx of voting members could upset their applecart.

There are plenty of places that have "got it together" (that also participate at RyPN) and are successfully growing with the proper leadership ... but the folks in para 1 would never even consider finding out what makes a successful organization tick!


lamontdc@adelphia.net