There are many things that impact railway preservation and they must all work together to form a successful enterprise or operation. I have been involved with a couple of organizations, visited many and have friends in quite a few others. I have seen the good, the bad and the ugly if you will. Of all of the things that can make or break an organization the two biggest items are people and money.

Money: it doesn’t grow on trees but it can be made (in accordance with the Secret Service too). How do you make money in the tourist rail industry? The easiest and most sure way is through paying customers. This is not only your meal ticket but should be your primary purpose for being in business. And you can’t count on grants or other tax based revenues as the public is taxed enough and the government is (or should be) trying to cut back spending.

Many organizations have a mission statement such as “Preservation and restoration of historic railway equipment”. That’s all well and fine but does your mission include something that will draw the public? What do you have that makes your facility, operation, or museum interesting enough to get mom and dad’s attention to bring the kids? A Day out with Thomas is a great way to bring in money but is that your one major source of income, worse yet is it your only major source of income?

A static display of railroad equipment sitting outdoors for years under the constant assault of the weather is of no real interest to the general public. Granted there are the occasional rail fans or modelers who wish to closely examine a particular locomotive or car but for the most part people will generally find this sort of thing boring.

The biggest factor to the success or failure of any organization is of course. . . . .

People: People make things happen – in any business the largest cost of doing business is labor and while many organization are primarily volunteer, without people, nothing can be accomplished. Take painting a depot; by using volunteers the only cost is in the paint and equipment needed to get the job done which is thousands less than hiring painters to do the job.

The problem with people is that with them come personalities and of course the dreaded scourge of politics. This is probably the biggest detriment to the tourist rail industry, politics and personalities and its even worse when you add in the corruption of management of monies and embezzlement and it does happen.

Politics and personal agendas can destroy even the best organizations if things are not managed properly. One person with too much power leads to a tyranny and whether you get along with old Cantankerous determines whether you are in or out. If old Cantankerous doesn’t like you, then you will always get the rotten jobs and never have an opportunity to do that job that would really make your experiences there fun and likely to return. I have seen to many people leave organizations because they were not treated with respect, given opportunities, taught how to do things the right way or just plain shown a little appreciation.

I have seen instances first time volunteers were placed in the locomotive and given some throttle time while a fellow who had put in years doing menial jobs stood by and watched having hardly even had a ride in the cab. Do you think this fellow felt appreciated or cared to give back?

Let me give you an example of how little things can send a message of unappreciation. I know of a case where the local authorities allowed scofflaws to work off their community service by working at the local tourist line that was all volunteers. The “leaders” decided they would buy lunch for the community service fellows because they were “volunteering” their time – how do you think that made the regular volunteers feel? For community service fellows their option was to work at the railroad or spend the day in lock up. Meanwhile the volunteers were spending a Saturday we could have been with their families.

And don’t take that young enthusiastic railfan or youngster for granted – take advantage of that youthful exuberance and put them to work. Don’t just hand them some mundane tasks and expect them to stick around. Sure those tasks need done, but throw them a bone once in a while, give them a taste of something interesting. Presented correctly and with some communication, even the most mundane task can make them appreciate the importance of how it contributes to the overall success of the organization. Depot and track maintenance won’t get the attention as the engineer, but it needs done and is every bit as important. You can find something for just about anyone of any age to do that can help out; the trash cans need emptied and the depot platforms swept don’t they? Perfect work for that local 15 year old that is always hanging around wanting to help - just don't forget to toss him a bone once in a while.

And don’t jump on someone who sees something that needs done and takes the initiative to do it. I once got paint and started painting the depot windows in the middle of an operating day with people all around. The VP of operations jumped me working in the area around the “customers”. I had more people ask about the job and it provided a tremendous opportunity to discuss the volunteer aspects of the railroad. It allowed me to explain to them that everything they were experiencing was the result of volunteers making them appreciate the experience all the more. Some mentioned that while they knew nothing of trains we had chores that anyone could do; it removed some of the intimidation factor.

I have seen case after case where certain individuals attain so much authority and become so dominant that the organization takes on the personality of that person.

There are some organizations out there that have one person that wields a lot of influence and control that are successful because that individual appreciates the people coming to help – but what of when they’re gone? Is there something in place to prevent Mr. Cantankerous from eventually wedging his way into that position and destroying the organization?

I have seen too many great opportunities ruined by the narrow views and limited foresight of some bad individuals. This I believe is railway preservation’s single worst enemy; people who put themselves before the organization and without the vision to see beyond their own self interests. Are you experiencing a high turnover of volenteers? If so are you open enough to take an honest look within to determine why? if you have a good operation - what have you done to prevent a dictatorship from occurring? Does your organization have checks and balances in place to prevent unscrupulous behavior?

Just some thoughts.

Greg -

Thanks for your insight. Very interesting. And very true!

I'll give you one example. Last winter, we had a young man (late 20's) show up and he took an interest in one of our old, small, diesels. This locomotive after arrival at the museum had been pronounced as "totally worn out" and "could only be used for static display." Well the young man started working on it. Got a friend to come down on occassion to help out and even his girl friend showed up once or twice. Soon had the diesel engine running. Not perfect, but running. Brakes were made to work. And lo and behold, it even moved up and down on its short stretch of track! Much of course, still remained to be done. But then the "Powers-in-charge" said it was making too much smoke and stated that the townspeople might complain. I asked if it could be moved to a siding far out of town where no buildings were around and where it would only be fired up when the wind would blow the smoke out into the fields. "We're not moving it!" was the reply. The young man was told he could come back in the summer to work on it if he wanted. Needless to say, he has not shown up again. I honestly believe that by starting to get it in running condition, some of those folks who had pronounced it as inoperable became very unhappy. Thus the museum has lost a couple of assets; the locomotive sure, but more importantly, the young man!

Les

Les, if you have his phone number, send it to me. We could use about 10 more like him here. We'll even supply lunch. It may be a long commute for him, though.

What were those "powers" thinking???

Howard P.

> What were those "powers" thinking???

Characterizing that as "thinking" is very generous, at best.

Better yet send him and the locomotive to us and we'll teach him how to and let him run it. Not to mention work on other things. A few of us still are looking for a model 40