Letter to the Entire SA Rail Heritage and Tourism Community
Posted: 06 Jul 2008, 16:48
On the [url=http://finance.groups.yahoo.com/group/sar-L/message/24589][color=#40FFFF]sar-L[/color][/url] on 6th July 2008, Errol Ashwell wrote:Letter to the Entire South African Railway Heritage and Tourism Community
Hi All
So what's this letter about? There was mention a few weeks ago of the need
for a 'Blueprint' for the future of Railway Heritage Preservation and
Railway Tourism in South Africa. Subsequently, a Heritage Rail Association
of South Africa (HRASA) speech made at the 2008 Eastern Cape Rail Conference
was published to the SAR-L Group, with the suggestion that this speech was
"as close to a blueprint as you can get".
In my opinion, that speech is unfortunately not a blueprint, but instead a
well-presented vision - with which I am sure most of us agree
whole-heartedly. I do not believe that anyone in this community disagrees
with the vision of a future in which all significant railway heritage assets
are preserved, clubs and commercial tour operators are able to run trains on
Transnet tracks, and would-be branch line operators are able to lease those
lines and run trains.
However, in addition to listing goals or objectives, a true blueprint needs
to spell out a strategy and action plan: Who is going to do what, how it
will be done, by when, and with what resources - in order to turn the vision
into reality.
In the light of the lack of any other proposals, I feel compelled to put
forward my suggestions for a blueprint to the community at large. These are
calm, rational suggestions. Take them, leave them, use them, don't use
them, it is up to you.
A warning though: These suggestions are not for the feint-hearted. If you
agree with the bulk of these suggestions for a blueprint, you will be
expected to actively participate in making this happen! If you support the
'change nothing, do nothing' status quo, then you need not read any further.
SUGGESTIONS FOR A BLUEPRINT FOR THE FUTURE OF RAILWAY HERITAGE PRESERVATION
AND RAILWAY TOURISM IN SOUTH AFRICA
1. What is Wrong with the Status Quo?
It is weird that we even need to address this question, but there are a few
people who seem to believe that the current situation is just peachy. So
what is wrong with the status quo:
. With the notable exception of Rovos Rail, train tours around South
Africa are no longer happening.
. Steam 'clubs' are never sure whether or not their trains will be
allowed to run on Transnet tracks, and permissions are subject to withdrawal
at the last minute.
. Would-be branch line operators are not able to lease such lines.
And most such lines are now threatened with being lifted.
. Valuable heritage locomotives, rolling stock and other assets are
being cut up or simply left to vandalism and decay.
. Dealing with Transnet with respect to heritage and railway tourism
is currently an exercise in futility.
. Transnet conveniently refers all heritage and railway tourism
issues to the Transnet Foundation and HRASA, while at the same time it
simply ignores those very organisations - leaving them marginalised and
impotent.
. The railway heritage and tourism community is fragmented and in
real danger self-destructing. There is the HRASA faction, with the formal
authority but no power. There is the Steam in Action (SIA) faction with a
power-base and culture of action, but no formal authority. Then there is
the 'armchair' faction who simply sit back and watch.
2. So What is Needed?
First and foremost, what is needed is unity. If, and only if, we can
present a strong united front can we be effective in achieving any of our
goals.
3. Why is HRASA Important?
HRASA has one very valuable asset: The formal Memorandum of Understanding
(MOU) with Transnet that makes it, in Transnet's eyes, the official voice of
the heritage preservation and railway tourism community in South Africa.
4. What is the Problem with HRASA?
HRASA is not the broad-based voice of the preservation and railway tourism
community in South Africa, as envisaged by the MOU with Transnet. HRASA is
representative of some (N.B. not all) of our community, but is pretty much a
passive body, without the power-base, resources, credibility or stature to
be able to deal eye-to-eye with government or Transnet, or influence their
decision-making. It is also perceived as representing only a small, elitist
group of South Africans - a sure fire recipe for being ignored by those in
power.
5. Why is SIA Important?
Born out of the sheer frustration of seeing no tangible progress, SIA has
one very valuable asset: It is a vibrant organisation with a rapidly
growing membership, and a culture of getting things done. The Millsite
issue is a good example of the effectiveness of SIA's 'mass action' ability.
6. What is the Problem with SIA?
It does not have any formal standing in the eyes of Transnet or government.
It's mass-action tactics can get things done up to a point, but there is a
danger of it being written off by those in power as representing a 'lunatic
fringe' of our community.
7. And the Armchair Brigade?
The 'Armchair Brigade' needs to be mobilised to contribute meaningfully to
the community.
8. So What Needs to be Changed, and Why?
We need to unify the entire community under one flag - and that needs to be
the flag of HRASA. We need to create a 'new' HRASA: An HRASA that has a
culture of action and getting things done, an HRASA with a broad-based
membership power-base, the formal recognition of government and Transnet,
the credibility and stature to gain their respect, and the ability to
negotiate with them on an equal footing. Only once the 'new' HRASA can
demonstrate that it is a unified body that is truly representative of all
the people and organisations, of all races and age groups, from all over
South Africa, that have an interest in preserving our heritage and seriously
promoting tourism, will it be in a position to become a powerful force for
change.
9. Why Would This Make Any Difference to the Status Quo?
A unified, national organisation with stature, that is seen to be
representative of a broad constituency, can begin to negotiate with
government and Transnet from a position of strength, not subservience. The
new HRASA would not need to stand, cap in hand, asking for handouts, but
would be able to deal eye-to-eye with those in power.
10. Too Good to be True? Too Naive?
Maybe - but it is the only thing that can work. As long as our community is
fragmented, as long as HRASA is seen to be representative of only an elitist
few, nothing meaningful will be achieved.
11. So Whom Would the 'New' HRASA Need to be Seen to Represent?
. Transnet.
. All other heritage / tourist railway operators and would-be
operators.
. All railway / transport heritage preservation operations.
. All local government bodies interested in heritage preservation
and/or developing railway tourism within their territories.
. All relevant provincial and central government departments.
. All heritage and railway enthusiasts - including all current
members of SIA and the armchair brigade.
. And critically - Youth. Bringing in young people of both genders
and from all cultural backgrounds is essential. The image that railway
heritage is the domain of older white males, must be changed before anyone
in authority will take this cause seriously.
12. So How Would this be Achieved?
The new HRASA would need to urgently embark on an extensive marketing,
education and recruitment drive:
. A comprehensive Web presence needs to be created, promoting South
African railway heritage preservation, railway tourism, HRASA members, and
HRASA itself.
. Members need to be encouraged to involve schools and colleges in
all activities - from preservation to operation. Young people need to
become an integral and significant part of this community.
. HRASA membership needs to be expanded dramatically, as quickly as
possible. Whereas there are probably not more than 1000 people who have
even heard of HRASA, it is essential that the organisation be seen to
represent a constituency of thousands of concerned South Africans - and
sympathetic uitlanders.
13. An Inconvenient Truth
It is not Transnet's job to care about heritage preservation and tourism.
This may sound like heresy to some, but it is unfortunately true. (Of
course, we must recognise that there are some individuals within Transnet
who care deeply.) Now that the government has finally woken up to the fact
that this country needs a railway infrastructure, Transnet is having a tough
enough time trying to fulfil its mission of reviving an effective
infrastructure after many years of neglect. Senior Transnet officials are
simply not tasked, nor paid, to worry about heritage preservation and
railway tourism. That is HRASA's job! So if we are looking for a scapegoat
to blame for the current state of affairs, let's blame ourselves: We have
not built HRASA into the strong, effective, representative body that it
needs to be.
14. So Why Would Transnet Take Notice of the 'New' HRASA?
Transnet would listen, take notice and respond, because:
. HRASA would be a significant, broad-based organisation that could
not be simply ignored.
. HRASA would be capable of negotiating at the same level as
Transnet sees itself.
. HRASA would have something significant to offer Transnet: HRASA
would actually be capable of relieving Transnet of all railway heritage and
railway tourism responsibilities - leaving Transnet management free to
concentrate on its real mission and tasks at hand. HRASA would be seen to
be helping Transnet.
15. Okay, So How Do We Build this 'New' HRASA?
It is all based on action and execution, not formality and bureaucracy:
. The majority of the community needs to decide that we need to do
this, and that each person will play an active role.
. The current HRASA leadership needs to agree to make the changes
necessary.
. Appoint a Chief Executive Officer (CEO) who is willing and able to
lead this transformation.
. Appoint an Executive Committee (Exco) consisting of Team Leaders
who are willing and able to lead a series of specialist Task Teams, and be
held accountable for producing results.
. Task Team Leaders will gather together their teams from the
membership or outsourcing to competent outsiders.
. The Exco will be responsible for drawing up an overall Business
Plan for the organisation.
. Task Teams required will include:
o Marketing
o Public Relations
o Education
o Membership Recruitment
o Fund Raising
o Finance and Administration
o Safety and Legal
o Operations ('Clubs')
o Operations (Commercial Tourism)
o Operations (Leased and Private Lines)
o Operations (Heritage Preservation)
. The CEO will hold Exco meetings at least once every six weeks to
follow up on progress to date.
16. So Is This Really Achievable?
Yes - if we do something about it. As van Goethe said: "Knowing is not
enough. We must apply. Willing is not enough. We must do."
17. So Who is Errol Ashwell Anyway?
. I was fortunate to grow up in southern KwaZulu-Natal, living on
farms at Jolivet and Umzimkulu, and then at Hlutankungu. My early school
years were spent at Highflats. All of these places have one thing in
common: They were all situated on the Umzinto to Donnybrook narrow-gauge
railway system. This started a life-long love of trains (and perhaps just a
little bias towards the narrow-gauge!).
. With a technical background in electronics and computing, I have
spent most of my career in sales, marketing and business leadership
positions in both the marketing communications and IT industries. For the
past twelve years, I have been (and still am) the managing director of
Autodesk Africa, a subsidiary of global computer aided design software giant
Autodesk. I am responsible for Autodesk's sub-Saharan business.
. The closing and lifting of the Estcourt to Weenen, Umlaas Road to
Mid-Illovo and Umzinto to Donnybrook narrow-gauge lines in KwaZulu-Natal,
was the catalyst that spurred me on to get actively involved in trying to
save the Port Shepstone to Harding line as the last remaining complete
narrow-gauge line in KwaZulu-Natal. I got as far as being the 'preferred
bidder' to operate the line, in a tender issued by the local district
municipality in 2005. Then Spoornet pulled the plug on letting anybody take
it over. It lies rotting away...
. I hope to be able to 'make a difference' in South Africa. The
opportunity to be an active part of saving our railway heritage - and making
it really work for the benefit of all South Africans - is irresistible.
. I have no firm ties to any particular railway organisation. I
want to see the whole industry flourish. As you can see from this letter, I
am not punting for any specific group or faction. I am simply promoting
positive change to achieve our mutual vision.
18. So What Now?
If you are for maintaining the status quo - you need do nothing. If you are
for progress and action - please lobby your favourite current HRASA member
to press for making the changes necessary to make the vision a reality.
Please do it NOW.
Kind Regards
Errol.
Errol Ashwell
Managing Director
Autodesk Africa
Block 12, Central Office Park,
257 Jean Avenue, Centurion,
South Africa, 0157.
http://www.autodesk.co.za
Mobile +27 82 888 0636
Office +27 12 664 8115
Fax +27 12 664 0721
Fax-2-Email +27 86 551 1132