An open letter to HRASA

[John Ashworth]

This letter apeared on the sar-L within the last few minutes:

AN OPEN LETTER TO HRASA.

IT IS TIME TO CONSOLIDATE AND TO SUPPORT THE HERITAGE RAIL ASSOCIATION OF SOUTH AFRICA (HRASA)

It is very obvious that Mark Robinson is struggling under an immense burden of administration and responsibility and is coming under a lot of pressure.

While Mark sometimes objects to the fact that other people have contact with Transnet, he forgets that Transnet is a multi-divisional organisation dealing with Commercial Rail freight, properties, pipelines, and a whole host of other activities which go far beyond the very tiny world of steam preservation. For example some members hold leases to their premises which force us to have contact with them.

There are many people who interact with Transnet at the highest level for reasons which have nothing to do with HRASA and in so doing we are able to from time-to-time bring the Heritage subject up. Generally speaking there seems to be a good understanding of the need for a strong Rail Heritage programme in South Africa and the importance of ensuring that Transnet can talk to people at their level about issues that concern the national interest.

It behoves all of us who are conscientious about the future of Steam in particular to assist Mark. In our opinion the best way to assist Mark is to ask him to reconsider his position as Chairman, possibly accept the post of Deputy Chairman, and allow someone to come in who is a top line executive with resources at his disposal. What we mean by resources are intellectual, administrative, legal, financial etc. Such an individual has stepped forward in the form of Errol Ashwell.

It is also apparent that Mark does not operate on the basis of delegation. The Chair of HRASA should command the following resources:

1. A competent firm of accountants who can produce accounts regularly and on time. The AGM has been delayed because there are no accounts and a competent audit firm would produce those accounts in less than a week.

2. To establish and manage a proper web site. It is unthinkable that in the modern age an organisation like HRASA should be without a web site through which they can communicate with the world.

3. Access to strong marketing facilities. HRASA's membership should be measured in hundreds if not thousands by now. Steam in Action achieved a membership of over 600 in less than 6-months and it is still growing. This is exactly the same captive audience that HRASA should have addressed. We fully appreciate the cost involved and we sympathise that Mark probably has not had the fundraising and membership recruitment experience that is necessary. HRASA must approach the market in exactly the same way that the head of Fundraising at UCT Cape Town would approach their Alumni with the challenges of collecting funds. It is a skilful business and it is not to be taken lightly.

4. Secretarial resources. There must be secretaries, IT specialists, and people with real skills available at the drop of a hat to assist HRASA. This is not to say that HRASA needs those things that often but if the Chair of HRASA and the Directors if they wished to carry out their functions competently would inevitably have these resources at their fingertips. It is not unusual to receive a letter from the Chairman of the Board of Governors of a child's school which emanates from Anglo-American Head Office. Top people do not just work; they are involved in philanthropic, charitable and industry related bodies such as HRASA on an ongoing basis. In fact it is unusual if they are not involved in some way.

What we propose is the following. The HRASA membership and the HRASA directors should avoid a situation where there is some sort of AGM punch-up to try and dislodge the Chairman. Because Mark's personality does not lend itself to strong delegation and team work, other than within a very small and passive group, it means that he has to be part of something that is bigger than he is and that is to be part of an executive team. Most key meetings are attended by Mark alone which creates the impression of an autocracy.

Mark has credibility in certain areas and no one disputes that, but that credibility is dissipated because of his inability to deliver due to his inability to bring any resources to bear.

Why doesn't Mark consider the possibility of a voluntary reconstruction of HRASA which involves the appointment of effective directors, the creation of a web site, and the establishment of the key corporate components that anybody in that position must have at his disposal in order to succeed? Many of the people who have struggled to get HRASA's attention are Chartered Accountants; IT experts etc., and have strong marketing skills which HRASA would get for free.

We have to ask ourselves whether HRASA is truly representative of the global pro South African steam membership that is potentially out there. Steam in Action came into being in order to try to compensate for the conspicuous lack of skills that HRASA was displaying. HRASA has treated Steam in Action as an invading force which is counter productive because SIA has exactly the same objectives, i.e. let's stop the government from cutting up National Heritage items.

Remember there are many threatened sites so we have only just begun.

Never forget that when Sir Winston Churchill was dissatisfied with the performance of the 8th Army in North Africa he replaced the entire high command under Field Marshall Montgomery. He went on to win the war.

It really is time to throw away one's petty likes and dislikes. There are people like Errol Ashwell out there who can make a positive contribution. In the interim they are being marginalised. Let's combine Executive Authority with current credibility before it's too late.

This document is being circulated in the interests of all Rail enthusiasts by The Sandstone Heritage Trust who takes full and sole responsibility for its content.

If you have a view, then vote yes or no for the concept by emailing the undersigned. We will abide by the majority decision.

If it is positive we will approach HRASA.

Michael C. Myers
Office Telephone: 011 805 4692
FaxEmail: 0866 148 453

Visit our Website http://www.sandstone-estates.com
Become a member of Steam in Action register at http://www.steam-in-action.com

[Dylan Knott]

Interesting article. Comments from other members?