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West Somerset Railway - Removal of the PLC Chairman and related matters

Discussion in 'Heritage Railways & Centres in the UK' started by rodders154, Aug 14, 2018.

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  1. Trident63

    Trident63 New Member

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    I have to wholly agree.

    The ex6+1 were clearly "bad guys" - but as others have pointed out, not so very long ago the main protagonists in this dispute were on the same side.

    Also, why no public statement @Robin Moira White (the forum is normally full of your posts ... its like you've stopped talking, which as we know is impossible for a lawyer) or @Paul Whitehouse (who I fully supported to get back in to the WSRA).

    In light of the silence, perhaps we'll come at this from a different angle.....

    When Robin was Chair of the WSRA, it got plunged into fiscal crisis through the hidden black hole which was 7821 Ditcheat Manor - good strategic purchase, not so wise fiscally in light of the scale of the required refurbishment. Bye bye to the Pannier tank (I still can't understand a GWR heritage line without a Panier tank - its like a BLT sandwich without the B, L or T?). Personally - in retrospoect - that fiscal-crisis time leant to the WSRA being in a position to feel the need to appoint "new leaders", and hence we got the ex6+1 - out of the fiscal pan, into the legal fire!

    Paul in the last Partnership Development Group minutes was talking about an ex-Midland Railway wagon shed in Peterborough within the subject of Norton Triangle. Yes it would (quote) "If it were considered worthwhile to obtain it grants would be needed to cover the demolition, transport and reerection costs. The Railway Heritage Trust was one possibility for the first part." When I read this, I thought - Nice idea to get on with the WSRA's Norton Triangle Project, but: costs of demolition to allow reconstruction would be at least £150K+; as has been pointed out before, building anything on Norton Trianle would probably be turned down, on both drainage grounds (I once saw a knowledgeable party say, even if it was allowed, it would need at least £1million spent on suitable drainage), and the positioning of the 400Kv pilon; have we in the heritage railway world not read about the disaster which was the Great Central Railway's Leicester North museum project, which has fallen by the wayside due to poor management/lack of skills within the railway (the Lottery Heritage fund said: nice try for a bunch of amateurs, but you need more operational partners, and underwriting on the costs of running a sustainable national-level museum)

    Its quite clear that the plc railway is in a financial crisis - why else would the plc buy, store and then consider selling 4110? Is hence the dispute based on a clash of visions between some form of grand expansion plan based around a large amount of expenditure at Norton Triangle (over the Coleby-backed scalled and easily sectionable Bishops Lydeard plan); versus a period of fiscal consolidation?

    Whatever the answer, it appears there is a clear lack of vision co-ordination across the railway (such a pity post Ian Coleby's "One Railway" vision and plan), and further a large communication gap to the stakeholders: volunteers, shareholders, members and contributors.

    Plotters- fill the communications void soon, you are still good people, so talk to us!
     
  2. jma1009

    jma1009 Well-Known Member

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    Dare I mention the Coombes Report?

    Very little of this has been implemented so far. Yet it was used as the 'spring board' to get rid of the old 6 WSRA Trustees.

    Frank Courtney, who was WSRA Chairman for the relevant AGM/EGM when the old 6 were removed, is no longer considered fit to be a WSRA trustee, same as Rodney Greenway, by the remaining WSRA board members/trustees, upon their co-opting to the WSR PLC board.

    The WSR PLC board however support Frank (and I presume by implication also Rodney).

    Then Ian Coleby is demoted as WSR PLC chairman to ordinary board member by a board resolution, the details of which are as yet unknown and who voted and how.

    I think I can see where this is going, and rather than the prophets of doom, I can actually see a very good outcome to all this for the benefit of the WSR as a whole and for the future.

    Just wait a few weeks, and I think you will see things in a completely different light, but certain personalities will have had their wings clipped and be far less influential.

    Cheers,

    Julian
     
    Last edited: Aug 24, 2018
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  3. lochness8

    lochness8 New Member

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    So here is a suggestion for a possible way forward, perhaps anyone remaining in a position of 'influence' and reading this may take this on board and consider it, in light of today's political bloodbath.

    Whatever the ins and outs of what has happened and the people involved, it seems that we now find ourselves in a position where there is a major crisis of confidence in the board of the PLC.

    So how about:

    1) Clearly defined Director Job Descriptions and Skills Profiles are identified. These are communicated and circulated for consultation as widely as possible amongst the railway's volunteers, shareholders and staff.

    2) The aforementioned JDs and profiles, once finalised, are then advertised extensively both on the railway and in the wider community. Anyone may apply without proposer / seconder. The assistance perhaps of a professional recruitment agency is sought to ensure the process is fair, transparent and well managed.

    3) A small panel consisting of 1 x representative each from the PLC, WSRA, WSST and DEPG (representing 'One Railway') is tasked to shortlist the applications. Ideally the people on this panel should not already hold a management or board/trustee position, they should come from the 'ordinary' rank and file.

    4) An EGM is held, ALL existing Directors including the GM and FD voluntarily resign (but may reapply to any of the new roles through the aforementioned process), shortlisted candidate profiles are circulated well in advance, shareholders will get the final vote.

    At the end of this we therefore finish up (theoretically!!) with a fully and fairly democratically-elected board of all the talents required to take forward this wonderful railway and gradually return it to the position where it can and ought to be - at the top of the 'Premier League' of heritage railways.

    Now I am no expert in governance or the constitution of the WSR PLC but perhaps the above process should be run by a reasonably independent third party, e.g.the HRA. Think UN peacekeepers!!

    THEN give the new board the space and time to come up with a recovery plan to save the railway.

    I have no doubt that the talent is out there, but I suspect that many people (myself included) have been unwilling to identify themselves or offer themselves forward into positions of responsibility due to the prevailing poor culture on the railway in recent years, as so beautifully illustrated once again by yesterday's tumultuous events.

    The bottom line is that there MUST be an end to secretive co-options, personal vendettas and cronyism driving everything, as self-evidently it is destroying us.

    In the words of Blackadder, "Good luck everyone...."
     
  4. fergusmacg

    fergusmacg Resident of Nat Pres

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    Whilst not wishing to get really involved in something I know little about, I'm a tad suspicious of the recent long winded postings this evening from "new members" who appear to have much to say - just saying. . . .
     
  5. granmaree

    granmaree Member

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    Many a 'New member' joined the forum umpteen years ago
     
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  6. Yorkshireman

    Yorkshireman Part of the furniture

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    I appreciate the difficulties of quoting, but given my own previous post on this, I'm not sure how to react to my username being placed against @Maunsell907's words![/QUOTE]

    My apologies for miscutting and pasting in that way. Sorry.
     
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  7. Maunsell907

    Maunsell907 Member

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    I intended 'unhelpful to the WSSRT'.

    The WSSRT should continue concentrating on the splendid work it has started.

    Currently it represents our only commitment to 'Heritage. The Heritage Committee, despite repeated
    promises has not actually met since Mr Mark Smith vacated the Chair. The WSSRT is our only 'check
    and balance' when any 'new work' is planned. It needs to be an unencumbered body surely ?

    Michael. Rowe
     
    Last edited: Aug 24, 2018
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  8. Robin Moira White

    Robin Moira White Resident of Nat Pres

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    Fair question. Rumours of my death have been greatly exaggerated...!

    Since the WSRA AGM this year I am now a WSRA Trustee and that brings with it certain collective responsibilities, for which I have complete respect. Public statements about the present circumstances will be made by an appropriate spokesman for the WSRA. WSRA members can correspond with vice-Chairman Mike Sherwood, who posts on here as @aldfort.

    But perhaps I can be allowed the comment that my first volunteering on the WSR was 40 years ago this coming weekend when my 15-year old self spent August Bank Holiday Saturday needle-gunning the underside of the running plate of 53808 at Washford.

    And I look forward to the next 40 years.

    Robin
     
  9. 35B

    35B Nat Pres stalwart

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    This outside observer will just comment that the support of the plc board for one of those named was achieved by means of procedural sleight of hand, with terms of office strongly suggesting backdoor politicking.

    Regardless of the substantive issues, I get no sense of what this new guard are for. There are hints of personality clashes, and suggestions of differences in managerial approach, but nothing tangible.

    A funny way to reduce the role of ego.


    Sent from my iPad using Tapatalk
     
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  10. Snifter

    Snifter Well-Known Member

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    Can I ask what brings it upon you to decide this on their behalf ? One could be forgiven for suspecting there is an agenda.

    (I also think you will find that there are also plenty of commitments to heritage going on in plain sight.)
     
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  11. lochness8

    lochness8 New Member

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    I may be new to this forum but I am not new to the railway, having been actively involved for some time as a volunteer.

    However like several people on this forum I choose to remain anonymous as I wish to say my piece yet I don't wish to have my colours nailed to any particular mast. The fear is that if I did, I too would become the victim of a character assassination by that small minority now in positions of power or influence whose modus operandi involves bullying, intimidation and personal attacks (something all too evident on this forum in the last few days) rather than collegiate and respectful cooperation and debate.
     
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  12. nick813

    nick813 Well-Known Member Loco Owner

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    good to see that some have gone back in time to the sale of a Pannier Tank locomotive.........what next?
     
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  13. Forestpines

    Forestpines Well-Known Member

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    If you ask me, they should never have regauged the line to standard gauge... ;)
     
  14. Robin Moira White

    Robin Moira White Resident of Nat Pres

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    When did that happen? I must have missed it! Was it covered in the West Somerset Free Press or on Victorian social media?

    Robin
     
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  15. The WSR's first mistake was to recruit Brunel as engineer. Why didn't they go with the pencil sketch route put forward by Rev Llewellyn of Wiveliscombe? Far better option as it linked with the Mineral Line and avoided Bishops Lydeard and Williton. Some of us did write to the Taunton Courier at the time, but as ever, no-one listened ;)

    Steve
     
  16. weltrol

    weltrol Part of the furniture Friend

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    It WAS 'standard gauge'- Brunel's Standard!
     
  17. Jeff Price

    Jeff Price Member

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    Thanks for that, a positive suggestion that would be difficult for reasonable people to disagree with the good of the greater WSR
    The process described may take too long to implement and maybe an interim board should be appointed until the appointments process has been completed.

    Current board members may have to resign but could of course present themselves to the appointments panel as well

    Much comment at Minehead yesterday as news of events seeped out

    I would pose the question of those involved

    What do you expect to achieve?
    How do expect this to happen ?
    What is the exit plan should it prove impossible to deliver the original plan?

    Lets all work towards a WSR One railway where great things can be done with everybody going in the same direction!!

    Jeff Price
    WSR Fireman WSRA member WSSRT member WSRplc shareholder
     
    Last edited: Aug 24, 2018
  18. Keith Sims

    Keith Sims Member

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    There is an old saying "what a way to run a railway"!!
    MY PROBLEM IS ...How does anyone, volunteer, shareholder, member of any associated organisation know who are the Good Guys or Bad Guys are?
    Much of the interpretation of the situation is the OPINION of other people. There seems to be no substantive way of measuring good or bad. We have had so many changes lately that we have hardly had chance to formulate our own measures of good or bad. I will retire to my own model railway where I know who is boss and who is good at their job ME.
     
  19. Bean-counter

    Bean-counter Part of the furniture

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    A number of posts ago (originally in the main WSR Ops thread), what appeared to be one of the key spokesman for the 'new order' stated that it was WSRplc, and WSRplc alone, that could address the financial (and engineering/infrastructure) challenges that the West Somerset Railway must face. He specifically stated that the WSRA does not have a part to play (and was dying anyway).

    If that is the belief of those who deposed Ian yesterday, then I fear the West Somerset Railway, certainly in its current form, is doomed.

    As eloquently stated by @Greenway, preserved railways absolutely need the support of a sizeable membership organisation and effective fund raising. IT IS ESSENTIAL. The West Somerset would be far from unique if it has not immediately realised this - it has been gradually dawning on other lines over the past decade or so.

    Operating Cash Flow (i.e. all trading - not just train operations) should be aiming to cover running costs and ordinary repairs, but developments/new works can never be expected to be covered from such sources and needed to be new, external funding. The reality is also that major repairs ('Capital renewals') of infrastructure and locomotives, which may only be needed every 40 years or even less frequently, could not be funded when needed to be spent purely from Operating Cash Flow but needed 'new money' - either loans or, preferably, fund raising.

    In other words, practically every other major line appreciates the vital need for a large, engaged and supportive membership base and determined, focused and active fund raising - and are reaping the financial benefits of this acceptance by receiving major sums to support the survival of their lines as a result. This is most certainly not just a Shareholder base, who have paid their contribution and the money has been spent. Share Issues have served the movement, including WSRplc, very well but increased regulation and resultant costs means their time has largely passed and even 'Rights Issues' are not without cost and difficulty. Appeals are much more straightforward and, with a Charity involved, easier to gain the benefits of associated Tax Reliefs. However, a Shareholder base are supporters who may readily join an active and effective Membership body, making regular membership payments and supporting Appeals.

    I seem to recall Ian is the second WSRplc Chairman in a year to leave office, and both have referred to the financial challenges facing the line and the need to take appropriate, and urgent, action.

    I also note from filing at Companies House both an amazing turnover of resignations and, in a couple of cases, rapid re-appointments of Directors, and that, despite the financial warnings dating back into 2017 (at least), the 2017 Accounts show the wage bill as having risen by 16% compared with the previous year (to over £1 million), and Other Operating Charges (Costs) by 17%. As far as I can see, there has been no change of year-end - these are 'like for like' 12 month figures.

    So, perhaps the key questions to those who removed Ian yesterday are:
    1. Do they accept that the West Somerset Railway faces a serious challenge financially, and with infrastructure and other engineering matters?
    2. If they do, what are their plans to deal with it?
    3. Do the WSRplc Board believe that they can address these challenges without the support of a wide 'Membership' (and easy to join) and fund raising activity, and, if so, how?
    4. How do they, as a PLC, intend to access other sources of external funding, such as grants?
    5. What measures have they agreed now to reduce costs and grow income?
    6. Do they believe that they will enjoy the support of the volunteers and their Shareholders in their (as yet unknown) plans, or what plans do they have to convince these key stakeholders if they suspect they will not at this stage?
    7. Do they believe in 'ONE RAILWAY' or was Ian's commitment to this part of the reason they removed him as Chairman?
    Small Boards are said to be effective Boards but has been demonstrated elsewhere (but nearby!), they are easily 'taken over' and it is barely a month (according to Companies House) since the WSRplc Board seems to have numbered only 5 Directors (3 for a majority) and is now 7 (4 for a majority). With such small numbers, the Members need to be very happy that their Directors are the right people with the necessary skills and vision for the Company to move forward. 'More of the same' is not moving forward, it is at best stagnation and that leads almost inevitably (without change) to decline.

    Steven
     
  20. Robin Moira White

    Robin Moira White Resident of Nat Pres

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    Any perceived resemblance to any person on any heritage railway is purely coincidental.

    (Although I am fairly certain that is Steve Martin holding a ruler next to the loco...):D

    Robin

    496A7431-59A1-4C7E-97A8-1D3FF2A84E41.jpeg
     
    Last edited: Aug 24, 2018
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