SVR General Discussion

A good example, not a day goes by without something appearing on social media bout the K&ESR, usually what’s been going on the day before. I know the GM, he’s is a good businessman, a railway enthusiast and photographer, an ideal combination.

 

Exactly.

 

I think the new GM has set out quite clearly in the YouTube video what has brought this about, but it would appear it won't stop the same old voices saying something different. Seems there are no shortage of potential heritage railway GMs out there..
There are likely other railways having very similar issues, but they are not going public (yet) or are worse not acknowledging reality.
Gus has acknowledged a new direction (& structure) is required, but that is a medium term option - whereas there is a much more serious issue in the short term.
If the SVR asking for money frequently to invest in infrastructure is considered mismanagement, then so be it - at least it is being invested in. There appear to be other railways out there where this is considered an afterthought. Despite the financial issues, several significant infrastructure projects have still been completed this winter.
For me, I think the only thing the SVR is guilty of is hoping that there would a return to normal after Covid and not realising quick enough the world has changed.
The SVR needs those who care about it to come together now, I will be there on Friday supporting it and enjoying its existence.

 

Sometimes I read comments on this forum and wonder if the posters are completely detached from reality.

I can't comment on the particulars around the management of the SVR but - from a broader perspective - you'd be right that you can't just blame Brexit and Covid. Others challenges facing the heritage movement include:

1. Life-expired infrastructure and rolling stock: heritage railways now must not only balance revenue with expense, but generate sufficient cash to make the significant capital investment in loco, coach and track/structure rebuilds or renewals required just to stand still.
2. Increased regulatory requirements & administrative burden: Be that operational safety, food hygiene policies, HR or financial reporting requirements. I'd guess that in the next 5 years you could probably add ESG and diversity as further mandatory reporting requirements.
3. Fuel / Cost of Living Crisis: Impact well outlined in the SVR's video.
4. Declining volunteer resources: Numbers / Time commitments might further decline with rising state pension age, population decline and cost of living crisis. The 'golden age' of those who remember steam are fast becoming - through age (linked to mobility) or death - unable to volunteer in operational roles. Do you replace paid staff or make do with a smaller workforce, in which instance, what are you not doing that you once were, and does it impact points 1 or 2?

A lot of 'management' are volunteers. I doubt they'll get every decision right - hindsight being a wonderful thing - but generally, given the nature of volunteering, their head is in the heart is in the right place. Being a director / manager of a heritage railway is no longer about deciding what colour to paint your locomotive or which carriage you want to rebuild next, rather managing often a multi-million pound operation with the legal responsibilities and risks incurred by individuals often paid significant sums to complete the same role in the 'commercial' world.

Unless the movements pulls together quickly I think the days of steam are numbered. Criticism is an absolute necessity, but it has to be constructive and ideally followed up by an offer of assistance to put things on the right track.

 

It's quite simple really - energy and fuel costs have trebled, income has dropped. That is a bad combination for an organisation the size of the SVR. The old way of doing things is no longer working.
Covid, Brexit and the war in Ukraine has affected us all.
Some railways have been more agile, others have been better in applying learning from Covid or are set up in a different, more resilient way. But they will all still be seeing the same issue of massive cost rises and increasingly fickle visitors.
Either way, the SVR is in trouble and requires our support - otherwise there won't be a railway to moan about!

 

Let’s hope that the days of upsetting the volunteers and loco owners on whom they depend is over. I’ve a lot more faith that it is now. The new GM has a difficult task to rebuild confidence, I know nothing about him but I wish him and the railway well in the climb back.

 

I fully agree that volunteers need to be involved with change and decision making, that is paramount. But unless the railway is run on a sound financial footing, there will not be any opportunities for volunteers or loco owners at all.
Unfortunately, with a shrunk service these opportunities have already reduced significantly this year. This will undoubtedly affect morale. Communication on why things are happening is key, so people know why change is needed. This is something that has improved, through the frequent videos and excellent newsletters. I hope this also reflects improved internal communications.
There is no doubt that Gus Dunster has a very difficult task, he needs support now to help implement the urgent changes required.

 

Can I ask a genuine question here, as someone who has never been involved in Heritage Railway management or Gala planning…

The SVR Diesel Galas are obviously famous as one of the top diesel events in the country… but if they need £1.5m to survive, is it sensible or rational to hire in at least 5 guest locos plus a Mk3 set alongside the 11 or so home fleet locos they have? With ‘more to come’?

Even if their relationship with LSL means they get the Scotrail set at a favourable rate, the cost of hire fees plus running 16-20 locos over one weekend must be massive, surely?
I understand that more guest locos = broader appeal but does the benefit outweigh the cost?

This isn’t intended as an attack on the gala planners - I’d love to be there for it - I’m just curious!

 

It's only a problem if you don't make a profit. SVR galas usually do so.

 

If they think they can cover their costs and make a decent profit yes. It is the reduction in visitor numbers on normal operating days which is the problem for most railways at present.

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If you make money off the gala then there's no problem - it's not the galas that aren't making money

 

I think the current management know this market well it is always a good event with lots of secondary spend.

 

If they think they can cover their costs and make a decent profit yes. It is the reduction in visitor numbers on normal operating days which is the problem for most railways at present.

If you make money off the gala then there's no problem - it's not the galas that aren't making money

I think the current management know this market well it is always a good event with lots of secondary spend.

All the comments are very true, but there is a further one that needs to be answered: At what point do the reach the point of diminishing returns? Could they spend less and still do just as well?

 

Have to speculate to accumulate. A large gala shows faith in the railway and exudes confidence, shrinking it scares stakeholders and visitors.

 

Definitely - member, share holder, ex volunteer (last worked there 20 years ago). They can have £100.

 

I have supported (and gift aided).

 

And £60 each makes it. Note that £50 + gift aid is £62.50.

 

I will be supporting, (& gift aided). The railway has provided me with 30 years of pleasure.
I will also be there on Friday and providing some secondary spend on top of the gala ticket (already purchased). Also plan to attend the diesel gala in May.