I've been thinking for a few days about the "Tip of the Iceberg" thread Bob started below. Here's my take.

There is no doubt that these are tough times financially--AAM reports that for the first time ever, operating income, fundraising/endowment income, and government support were all down simultaneously for museums nationwide. But in the grander scheme of things, this is nothing new. The economy will always have business cycles; we've wethered them before and we will face them again.

What's of more interest to me are some other trends and changes that I think are fundamentally reshaping the environment in which we work. Among the major trends I see:

1. Mainline steam as we knew it from the 60s through the 80s is functionally dead, driven to extinctions by class 1 capacity limitations, insurance, and a host of other factors too numerous to mention

2. The tourist railroad industry is facing a major shakeout. Equiptment acquired in the 1960s in relatively operable shape is now thoroughly depreciated. Lines which cannot earn enough to reinvest in renewing their equipment will go to the wall. And, it's becoming harder to earn that money in the face of increasing competition for the recreational entertainment dollar.

3. Many museum operations face the same basic struggle as the tourist railroads--inability to bring in enough money to maintain their collections and physical plant in acceptable condition for the long haul.

4. We have an aging volunteer and donor base

5. NIMBYism can be a problem if allowed to take root and grow

OK, that's the doom and gloom. But any time of great change is also a time of great opportunity, and I see some advantages we now enjoy that we did not formerly:

1. With each passing decade America has grown more friendly to historic preservation. Years of advocacy by the National Trust and others have payed off. Just think how far we've come from the era of the demolition of Penn Station--every state now has a preservation office, there are preservation tax credits, TV shows on restorin gold houses rake in viewers, Civil War battle sites are preserved by trusts, and I could go on and on. We have a long way to go, but we have come a long way, too.

2. Heritage tourism is become more and more widely recognized as a vital economic and community redevelopment strategy. With this concept, we have a vocabulary that we can use to talk with politicaians, business leaders, civic planners, and other stakeholders in a language they can appreciate and understand--assuming we are smart enough to use it. We are not guys playing with trains, we are instead vital participants in the heritage-based recreation and tourism economy.

So what conclusions do I draw? Things are changing, and those changes create opportunities as well as threats. Models which were once very viable no longer work, and a new set of winners and losers will be created over the next 5-10 years.

Here are my predictions for who and what will thrive:

1. Organizations that pick one manageable, easy-to-understand mission and stick to it will do well. Good examples here are WK&S (as discussed below) and Ft. Collins (see my RyPN editorial) and WW&F. These groups have right-sized their physical plant and their collections to a size they can afford to maintain and operate in top-notch condition. They offer a quality experience at an affordable price, and the offer it consistently year-in and year-out.

2. Groups that forge alliances with local civic leaders will do well. Examples: someone noted to me me recently that WW&F officers take pains to attend every planning, zoning, and town leadership meeting in the area in which they operate. They have become known to the local powers that be, and have worked hard to assuage concerns and build alliances.

3. Groups that align themselve with larger heritage tourism/regional economic devleopment coalitions will do well. Look at what Mark Bassett is doing at Nevada Northern. Mark comes to NN from a background as a Main Street America community revitalization project manager. He speaks the lanaguage of heritage tourism and economic development, and he constantly advocates NN's historic value, but its present-day role in the economy of the community and the state it serves.

4. Groups that find creative ways to recruit and deploy human capital, especially volunteers, will do well. Gold star here to WW&F. This group has figured out a way for a small core group of local year-in and year-out volunteers to leverage periodic, intense labor contributions from a much larger national network of supporters to accomplish major capital projects in an amazingly short time. Read Wayne Laepelle's article on the WW&F tracklaying weekend if you haven't already. (Friends of Cumbres and Toltec also follows this model--maybe even pioneered it--but their larger situation is more complex. Friends of the EBT now follows it as well--but their larger situation is likewise more complex).

5. A handful of groups that have docked with major state or federal bureaucracies will be around for a long time to come. Embracing the government mothership is no panacea, it's not for everyone, and it carries its own risks, but nevertheless institutions which did not exist 30 years ago (CSRM, RRM of Pa, NCTM-Spencer) have carried off big projects and become a permanent and very welcome presence on the scene by embracing a "go big-go public" strategy. They will be leaders in our movement for some time to come.

That's the good news. Now, the bad news: here are my predicted losers in the new environment

1. Organizations which have functioned essentially as clubs with weak management and governance are not going to make it. Sooner or later, they will be eaten alive by the capital requirements of our business--sooner if the club members insist on hanging on to more stuff than they have any realistic hope of caring for. Note that I am not saying that volunteer governance doesn't work: it can work well, but only if it is backed up by a management and government structure which allows the group to function with a coherent mission, plan, and budget, and maintains accountability for results.

2. The NRHS chapter-mainline steam excusion plus montly meeting in the basement wing of our movement will soon be functionally extinct--gone, or evolved into something else.

3. The have-big-engine/will travel wing of our movement is going to be extinct, or winnowed to a handful of hyper-professional operations. A good example of who will survive is MSTRP/PM1223, which is fast morphing into a educational institution conducting outreach activities year-round out of a fixed base of operations, as opposed to a barnstorming locomotive operating group.

4. Any group that fails to actively recruit volunteers or new members, that makes it hard to join the in-group, that does not find ways to make use of a range of levels of skill levels and time availablity, or that tolerates hazing of the newbies (even mild) is on the road to extinction.

So, is your group a long-term survivor? If so, what positive trends are you relying on, and what are you doing to capitalize on them? How do you recruit and make use of new members? How are your relationships with civic and chamber of commerce and political and other leaders? Do you have a strategic plan? A collections plan that matches it? What are you doing that will ensure that you thrive? Tell us!

eledbetter@rypn.org

Erik;

I, along with many of us, have given much thought this subject.

I can't speak for our local organization, but I will tell you my personal thoughts.

1) Clubs need projects to keep old, and especially young, coming out. This takes management and foresight. Our local club went from highs in terms of restoration and running to abysmal lows. Now, new leadership has stepped in, and our restoration projects are gaining new bodies and momentum.

1a) projects can work in parallel, but only a certain number should be persued. Some can wait for a rainy day.

1b) it is paramount that clubs resist the temptation to start some large project until all plans are in place.

1c) Media outreach needs to be emphasized. How else do you find new bodies for your restoration gangs?

2) Parts are scarce, and will get more so. We need the Bernie Watts, but we also need local machinists and woodworkders who volunteer their time.

3) Manpower is expensive. The museum that we are affiliated with has gone from a large restoration group to mainly managers. We provide most of the unskilled and semi-skilled labour. Possibly, if things continue, in 10 years, we will be providing *all* of the labour - there will be managers and volunteers; nobody inbetween.

4) Documentation. Old skilled people have died out; the current generation needs to read and write and share what it knows, and has learned, amongst groups. We are all in this together. Restoration groups NEED someone to sit around and shuffle paper; it is not all about crescent wrenches and grease.

Just my thoughts;

John Stewart
Ottawa, Canada.


freewrl-1@rogers.com

A fine and well thought out editorial Erik. I hope it engenders a lot of consideration and organizational introspection.

A few minutes ago, I was listening to NPR from Kill Devil Hills where a newly built replica of the Wright Bros first flier was to be demonstrated in a recreation of the historic first flight nmade 100 years ago at 10:35 AM today. It was raining so they chickened out.

No big deal other than:

The replica of the tiny airplane cost 1.2 million to construct.

Television did not find it worth broadcasting. Even with John Travolta as MC!

Draw what conclusions you will........

At the 2002 TRAIN conference in Durango, there was a videotape made by an attending group wherein they interviewed other attendees. Most of the talk then was of gloom and doom. My take on it was different - like you, Erik, I see this time as one of evolution and loss of marginality which, if done according to Darwin's observations, will leave the industry stronger in the future albeit smaller with fewer players. No doubt many artifacts will be lost in the process - hopefully a truly rational approach to determining priorities for preservation will determine which.

Interestingly, there seems to be no lack of proposals for new museums and operations both from public and private arenas despite the "hard times".

If there is one lesson of value to be learned, it is to avoid acting in an insular vacuum. Few of us are strong enough to prosper alone. We stand a much better chance of success as part of a well thought out cooperative heritage / recreational / economic development / tourism community based structure with other organizations offering many attractions to bring customers to our areas and therefore our doors.

dave



irondave@bellsouth.net

Gosh, Erik, reminds me of the lectures I've been getting in the newspaper business ever since the first job 20 years ago last May..."the house is burning, Run!" Well, the house is still burning, and the newspaper industry continues to be one of the most profitable, legal industries in country.

So, what does this have to do with railway preservation? Well, this house has been on fire longer than the printing plant. But it continues on.

First off, mainline steam is not dead, it's just not as widespread as it used to be. Look at UP's web site and you'll see one month outing by 3985 next month and February to reach the Super Bowl. No, it's not an excursion, but not all of it has to be. I think that SP 4449, MILW 261, Ohio Central, CP and some others will carry the banner again. As long as someone wants it to run, and someone thinks it's a good idea, it will continue to run.

You're right about groups gathering up too much equipment and attempting too much only to fail and wonder why. There will be plenty of junk yards that fall into disrepair this decade and next. Not even the scrapper will bother to come. Groups that connect with the public will make it, but those that are sitting there studying and praising the glories of some obsecure type of flatcar truck.

As to the good fortune seen for NCTM, CSRM and RRMuseum of Pa., I would assert that it is not only the result of the providence of good government, but it is also a partnership between good government and a non-profit that makes it work. It is a marriage. One does one thing well and the other another. Taken alone, neither would make much sense or get much done, but together the two create an incredible combination of talents, connections, enthusiasms and realities that work. I would urge more groups to seek partnerships. Like the adage you heard when you were a kid: Don't swim alone.

http://nctrans.org
Wrinnbo@aol.com

> Gosh, Erik, reminds me of the lectures I've
> been getting in the newspaper business ever
> since the first job 20 years ago last
> May..."the house is burning, Run!"
> Well, the house is still burning, and the
> newspaper industry continues to be one of
> the most profitable, legal industries in
> country.

Actually I meant to be optimistic in a back-handed way--like newspapers, I think reports of our death are greatly exaggerated!

> First off, mainline steam is not dead, it's
> just not as widespread as it used to be.

To be sure--but I'd argue that it's qualitatively different. Most of what we'll see in the future is corporate heritage-type operation of UP and CR (and BNSF with their charters of 1533 and 4449), and less of the rent-a-train-and-let's-go, Illini Club/NRHS fan-trip kind of operation.

> As to the good fortune seen for NCTM, CSRM
> and RRMuseum of Pa., I would assert that it
> is not only the result of the providence of
> good government, but it is also a
> partnership between good government and a
> non-profit that makes it work.

ABSOLUTELY!! The key in each case is the partnership of a 501c3 friends organization with the state. All three of these places are some of the more creative public-private hybrids out there.



eledbetter@rypn.org

Read Wayne Laepelle's
> article on the WW&F tracklaying weekend
> if you haven't already.

Make that Wayne Laepple, and my apologies to him for the spelling. Wayne helped me think this out yesterday over cokes after walking through America on the Move at Smithsonian yesterday, but he shouldn't be held responsible for my wilder foamings.

eledbetter@rypn.org

> ABSOLUTELY!! The key in each case is the
> partnership of a 501c3 friends organization
> with the state. All three of these places
> are some of the more creative public-private
> hybrids out there.

The more I think about and read of this, I keep bringing out the Bramble as an excellent example of growth through partnership. During our original talks with the GSA and the USCG, we looked at her as strictly a static display, one that would hopefully not be landlocked like the Huron Lightship, but one that would be owned by the City of Port Huron and rented to the museum for a dollar a year, as all of our three previous facilities had been. It was a way that had worked, and frankly, we and the city to this point were comfortable with it.

It was, in reality, the private sector involvement of Acheson Ventures, who made us look "outside of the box", by offering to help with maintenance, a licensed crew, insurance, fuel, and all the other wonderful aspects the go into an operating vessel. More than help, really--they are paying most of the overhead costs. In turn, the museum actually out and out OWNS its first facility; if something drastic were to happen, the Bramble would become a strictly static display, which is what was originally intended anyway. In turn, the City of Port Huron isn't having to foot the bill for her, but still gets the tourist dollars that she brings in. We at the museum get a "operable museum", not unlike vintage steam or diesel, which allows us to attend and take her to other venues throughout the Great Lakes, as well as use her for water quality issues, and Underwater Archaeology, which get back to partnerships with the State.

Still jealous of SRI/ Project 1225 though. Although I love marine heritage, tough to beat steam (although being eye to eye with Captain and Mate of the Agawa Canyon Saturday was pretty close!)

TJ


Port Huron Museum
tjgaffney@phmuseum.org

Erik,

Excellent thoughts. Certainly a little sunnier than mine, though my "doom and gloom" fears are wider than the rail preservation net.

> There is no doubt that these are tough times
> financially--AAM reports that for the first
> time ever, operating income,
> fundraising/endowment income, and government
> support were all down simultaneously for
> museums nationwide. But in the grander
> scheme of things, this is nothing new.
>The
> economy will always have business cycles;
> we've wethered them before and we will face
> them again.

I appreciate your enthusiasm, but I need to shine the klieg light of reality onto center stage. Read that paragraph again. "AMM reports for the first time..." and then "...this is nothing new."

It is something new. When you see never-before-trends, they warrant a closer look.

When I see facts like from the AMM, I can't just sweep them under rug of cycles. Why? Because they aren't status quo, even cyclical status quo, they are harbingers of a major shift.

There are many things related to econmic development, grants, and other funding that normally run in cycles which we are now seeing going "off the chart." Is it a severe cycle? Could be. Then again...

> What's of more interest to me are some other
> trends and changes that I think are
> fundamentally reshaping the environment in
> which we work.

No doubt, but it is a step down on the chain. I am less interested in dealing with the hand I am dealt... and more interested in getting the cards needed in the first place. Both approaches are needed.

>Among the major trends I see:

> 1. Mainline steam as we knew it from the 60s
> through the 80s is functionally dead, driven
> to extinctions by class 1 capacity
> limitations, insurance, and a host of other
> factors too numerous to mention

Dead may be too strong a word, but severely limited at the very least. Two additional factors are worth mentioning:

Firt, we need to redefine "mainline steam." With the consolidation of Class One railroads, there aren't as many Class One mainlines, but there are a lot of regional trips that *used* to be considered mainline steam.

For example, in 1972 a trip over the Erie-Lackwanna from Scranton to the Delware Water Gap would have been billed as mainline steam. Today, it is just a Steamtown excursion.

Similarly, a 4-8-4 storming over Conrail track in Ohio would have been mainline steam news in 1979, but now it's just an Ohio Central trip.

The players have changed, but the experience is still out there.

The second issue is the end of the American steam zealot with guts and money to match. The UK still has these guys, but the one-man show types of Showalter, Hart, Blount and so-on have not been replaced in the steam world. There are a few, of course, and some are showing up in the diesel world, but for the most part, the denziens of mainline steam are gone. Without PT Barnum, the circus loses focus.

> 2. The tourist railroad industry is facing a
> major shakeout....
> 3. Many museum operations face the same
> basic struggle as the tourist
> railroads...

Yes, and this is what lead me to assess that the backyard caboose may have a better life ahead than some "museum" equipment.

I know some who do this already, but you might want to start your list of pieces we "cannot lose" so that as operations fail, significant pieces don't succumb as well.

more thoughts later....

Rob

rdavis@rypn.org

Well stated and too true.

As the builder of a really nice flatcar truck (check out the web site) Our group, (Society for the Preservation of Carter Railroad Resources) as you suggest, has had its best success when in partnership with our local County Parks authority, our landlord.

The trucks are important to us, and to scholars, but the public truly only cares about the experience, and whether the bathrooms are clean.

Our landlord brings 120,000+ guests to our site each year. We give about 40,000 of them a ride. This partnership gives us a site, and the resources to collect and restore equipment. I think the public picks up on the passion we have for what we do, but that is only the icing on the cake, and without the cake the icing is a big puddle.

Done well this is a big balancing act, guided by mission statements (the things important to us) and interpretation programs (the things important to the guests)

Too often we forget that the public doesnÂ’t really care about boiler pressure, cylinder size or other details and specifications so dear to our hearts. But if you can find a story that is compelling then they are yours.

Randy Hees
SPCRR

> Gosh, Erik, reminds me of the lectures I've
> been getting in the newspaper business ever
> since the first job 20 years ago last
> May..."the house is burning, Run!"
> Well, the house is still burning, and the
> newspaper industry continues to be one of
> the most profitable, legal industries in
> country.

> So, what does this have to do with railway
> preservation? Well, this house has been on
> fire longer than the printing plant. But it
> continues on.

> First off, mainline steam is not dead, it's
> just not as widespread as it used to be.
> Look at UP's web site and you'll see one
> month outing by 3985 next month and February
> to reach the Super Bowl. No, it's not an
> excursion, but not all of it has to be. I
> think that SP 4449, MILW 261, Ohio Central,
> CP and some others will carry the banner
> again. As long as someone wants it to run,
> and someone thinks it's a good idea, it will
> continue to run.

> You're right about groups gathering up too
> much equipment and attempting too much only
> to fail and wonder why. There will be plenty
> of junk yards that fall into disrepair this
> decade and next. Not even the scrapper will
> bother to come. Groups that connect with the
> public will make it, but those that are
> sitting there studying and praising the
> glories of some obsecure type of flatcar
> truck.

> As to the good fortune seen for NCTM, CSRM
> and RRMuseum of Pa., I would assert that it
> is not only the result of the providence of
> good government, but it is also a
> partnership between good government and a
> non-profit that makes it work. It is a
> marriage. One does one thing well and the
> other another. Taken alone, neither would
> make much sense or get much done, but
> together the two create an incredible
> combination of talents, connections,
> enthusiasms and realities that work. I would
> urge more groups to seek partnerships. Like
> the adage you heard when you were a kid:
> Don't swim alone.


http://www.spcrr.org
hees@ix.netcom.com

> I've been thinking for a few days about the
> "Tip of the Iceberg" thread Bob
> started below. Here's my take. > What are you doing that will ensure that you
> thrive? Tell us!

ErikÂ’s points are a great synopsis of the "iceburg problems" as they relate to railway preservation. I recently sat on the Not for Profit Credit Standards Committee for a major regional bank that determined what factors bankers are to use when they evaluate cultural and educational institutions. So let me add a few insights from our portfolio analysis:

1. Size matters. Small and large institutions performed well, but as a group, institutions in the middle are getting hammered. Most mid-size entities started small and grew organically. Sometimes they tried a quantum leap in size and over-reached themselves, but it is just as common that volunteer boards couldnÂ’t handle festering problems that had been pushed aside during growth.
2. Diversity is important. Not only should there be non-correlated revenues, but remember that there should also be diversity within each revenue stream. Is easy to see that dependence upon one sugar-daddy is a problem, but also understand that there are various visitor markets. School groups, tour bus, general admission, special events markets have different dynamics.
3. Key man problems. The performing arts are notorious for organizations killed by success. The same principal applies to all NFPs, even those with dedicated volunteer management. Be aware that once, a good (producer, grant writer, manager, etc.) has a track record, they often can make more money or get more kudos elsewhere.
4. Cash is king/ be prepared. Seasonal cash shortfalls must be addressed before they happen. Lack of cash is the definition of a financial meltdown, although it arguably is a symptom of board inattention or by other causes. It is not enough to stop expenditures during the winter season – that is reaction, not management.
5. Board politics sucks. Preservation groups s donÂ’t have to deal with artistic temperaments like a performing arts group, but there are still enough temperaments to go around. An organization must be pulling with all oars. An agreed upon strategy is crucial.
6. Kill your babies. Is it mission creep or evolution? Defined growth is good, but your strategy should explicitly detail where you are, where you want to go and when to jettison dead wood, no matter how sacred.
7. Competition, what competition? NFPs in general are incredibly ignorant of their competitors. When is the last time your board discussed how to position yourselves relative to other local attractions and institutions? Remember too, that you are competing for grants. I personally believe that the world needs another house museum like I need a hole in my head. That said, many of them are very good at obtaining the limited number of historic preservation grants.

Erik's comments about embracing the government mothership offers on survive stategy. The timing for such a reorgainizaion may not be as bad as it seems--governments often work at a glacial pace, so unless your survival is crucial to the local economy, its a long term proposition. Not4e that this is but one alternative to the combined volunteer board and managment structure common in preservation. Other options include restructuring the board into a blue ribbon fund raising organization. This almost never happens since the worker bees never take to having a new set of queen bees from outside the hive. This transformation has been used by non-preservatrion NFPs. It would likely fail for most rail groups, becasue it also depends on having a professional staff in place prior to the reorganization. A separate "Friends Of" organization would seem to be a more viable option.



fred_ash@bankone.com

> ErikÂ’s points are a great synopsis of the
> "iceburg problems" as they relate
> to railway preservation. I recently sat on
> the Not for Profit Credit Standards
> Committee for a major regional bank that
> determined what factors bankers are to use
> when they evaluate cultural and educational
> institutions. So let me add a few insights
> from our portfolio analysis:

> 1. Size matters. Small and large
> institutions performed well, but as a group,
> institutions in the middle are getting
> hammered. Most mid-size entities started
> small and grew organically. Sometimes they
> tried a quantum leap in size and
> over-reached themselves, but it is just as
> common that volunteer boards couldnÂ’t handle
> festering problems that had been pushed
> aside during growth.
> 2. Diversity is important. Not only should
> there be non-correlated revenues, but
> remember that there should also be diversity
> within each revenue stream. Is easy to see
> that dependence upon one sugar-daddy is a
> problem, but also understand that there are
> various visitor markets. School groups, tour
> bus, general admission, special events
> markets have different dynamics.
> 3. Key man problems. The performing arts are
> notorious for organizations killed by
> success. The same principal applies to all
> NFPs, even those with dedicated volunteer
> management. Be aware that once, a good
> (producer, grant writer, manager, etc.) has
> a track record, they often can make more
> money or get more kudos elsewhere.
> 4. Cash is king/ be prepared. Seasonal cash
> shortfalls must be addressed before they
> happen. Lack of cash is the definition of a
> financial meltdown, although it arguably is
> a symptom of board inattention or by other
> causes. It is not enough to stop
> expenditures during the winter season – that
> is reaction, not management.
> 5. Board politics sucks. Preservation groups
> s donÂ’t have to deal with artistic
> temperaments like a performing arts group,
> but there are still enough temperaments to
> go around. An organization must be pulling
> with all oars. An agreed upon strategy is
> crucial.
> 6. Kill your babies. Is it mission creep or
> evolution? Defined growth is good, but your
> strategy should explicitly detail where you
> are, where you want to go and when to
> jettison dead wood, no matter how sacred.
> 7. Competition, what competition? NFPs in
> general are incredibly ignorant of their
> competitors. When is the last time your
> board discussed how to position yourselves
> relative to other local attractions and
> institutions? Remember too, that you are
> competing for grants. I personally believe
> that the world needs another house museum
> like I need a hole in my head. That said,
> many of them are very good at obtaining the
> limited number of historic preservation
> grants.

> Erik's comments about embracing the
> government mothership offers on survive
> stategy. The timing for such a
> reorgainizaion may not be as bad as it
> seems--governments often work at a glacial
> pace, so unless your survival is crucial to
> the local economy, its a long term
> proposition. Not4e that this is but one
> alternative to the combined volunteer board
> and managment structure common in
> preservation. Other options include
> restructuring the board into a blue ribbon
> fund raising organization. This almost never
> happens since the worker bees never take to
> having a new set of queen bees from outside
> the hive. This transformation has been used
> by non-preservatrion NFPs. It would likely
> fail for most rail groups, becasue it also
> depends on having a professional staff in
> place prior to the reorganization. A
> separate "Friends Of" organization
> would seem to be a more viable option.

Mr. Ash-

Ever thought aboout teaching a class or doing a seminar relating to the above topics. EVERYTHING you talked about (except, thankfully, number five) applies to our museum, and in many ways you could say we are dangerously nearing that "Middle Tier" syndrome, although we have watched our steps fairly well, the one exception possibly being our Fort Gratiot Hospital restoration. Your comments on competition acknowledgement particularly hit home, as this has been at the forefront of our thinking for the past couple of years. Thank you for your insights. All in all, a most insightful thread indeed!

TJ

Port Huron Museum
tjgaffney@phmuseum.org

> Mr. Ash-

> Ever thought aboout teaching a class or
> doing a seminar relating to the above
> topics. EVERYTHING you talked about (except,
> thankfully, number five) applies to our
> museum, and in many ways you could say we
> are dangerously nearing that "Middle
> Tier" syndrome, although we have
> watched our steps fairly well, the one
> exception possibly being our Fort Gratiot
> Hospital restoration. Your comments on
> competition acknowledgement particularly hit
> home, as this has been at the forefront of
> our thinking for the past couple of years.
> Thank you for your insights. All in all, a
> most insightful thread indeed!

> TJ

Ditto - how about this topic as the focus of next year's ARM convention?

dave


irondave@bellsouth.net

> Ditto - how about this topic as the focus of
> next year's ARM convention?

> dave

Dave-
Where is ARM next year? I've missed two in a row, have to get to this one.

TJ


Port Huron Museum
tjgaffney@phmuseum.org

> A few minutes ago, I was listening to NPR
> from Kill Devil Hills where a newly built
> replica of the Wright Bros first flier was
> to be demonstrated in a recreation of the
> historic first flight nmade 100 years ago at
> 10:35 AM today. It was raining so they
> chickened out.

Actually, they did not have the wind they needed to launch into; if I recall their parameters were a low of 10 knot and a high in the low twenty knot range. Apparently the Wright Bros, despite not having $1.2M, did have the Wright wind for their craft. The re-enactors did attempt a launch anyways a bit later in the day- I suspect the enormous pressure of having 34,000 spectators and the President show up caused them to try a go with 6 or 7 knots of wind, with predictable results. The "Awwws" on the audio said it all. I did see numerous TV bits on this, as well as a Discovery Channel special, so they did get a bagload of press. I guess the thing is now headed to the Henry Ford Museum...


staybol-nospam-@bellsouth.net

> 4. Groups that find creative ways to recruit
> and deploy human capital, especially
> volunteers, will do well. Gold star here to
> WW&F.

Eric, I find it interesting that you point to us as examples of this.

I am hugely impressed by the Friends of the C&T work sessions, and this is the model we used for our own work sessions. In my mind, they are the standard by which all others should follow. Somehow they bring in a hundred-plus people for a week at a time and keep them busy and fed for that whole week. That said, I realize that there's a lot for those hundred people to busy doing. Still, the management of that must be a phenominal task. I still would like to get out there and observe first-hand how they do that.

The Friends of the EBT work sessions got started after Lee Rainey attended a few of the WW&F's sessions and saw how much people could get accomplished in a weekend. I take my hat off to them for what they've accomplished.

All we at the WW&F are doing is building track with our work sessions. Nothing spectacular there, when compared to what everyone else is doing.

WW&F Railway Museum