Not wanting to carry this portion of the post on to a questionable end but.......Rant or not to rant, that is the question.
Sorry if more was read into this than what was intended.
I write my own opinions. At this stage of my life, there are people in this industry that I too, have great respect for and a few I don't.
My comments were also based in the general jist of the subject that Linn brought up. I felt it was very important to follow up on that because of those out there who could sell anything to just about anyone. And there are some management types who are square pegs in round holes.
Life isn't perfect. I have seen occasions where poor management decisions were made out of ignorance, not even considering the facts when they pointed to a better answer. (Also known as the "Don't confuse me with the facts" management style.)
It is my hope that the CHS finally gets to the point of making good decisions. Because it appears, that they internally, are going in circles. Unfair? Perhaps. But where do they want this operation to get to? Railroading, narrow or standard gauge is not play time.
Georgetown, along with Durango, Chama and the other rail operations and museums, provide to the state visitor, an experience that promotes the grandour of the Colorado rockies and the (railroad) history that goes with it. Something to be proud of.
And that (the CHS apparent problems), is no reflection on those individuals, past or present, who are down in the trenches, trying to keep the equipment repaired and keep it in service albeit 'on a shoe string'.
I know many of the people that have been involved in the operations at Georgetown and previously at Central City. Their hearts were (and are) in the right place from what I could see. Even with that being said, their business decisions had to be made on what they had in the bank, what they needed to borrow to get to the operating season, what they expected to make on passenger based revenues, and the expence of the operations, labor, insurance, etc, etc. (A tip of the hat to all concerned, as most, do not know what goes into keeping an operation afloat.)
And that my friend, is not an easy thing to do especially when running steam locomotives and repairing equipment for which there are few parts obtainable off the shelf. Good help can make or break an operation, regardless of what authority level the're on.
Good decisions are at times, not always popular. If based on good true, solid facts, the end results are generally better in the long run.
Underneath this is the organization goal. Also, remember what teamwork is about. Alot goes into a smile on a customers face after a good run. It can mean (by word of mouth) new riders or a return visit and maybe a buck or two in the collection box.
Safety in our industry and doing the repairs using good solid practice has and is an important part of my experience. And this did not come without personal cost.
We all continue to learn, whether we know it or not.
I respect your opinion and comments. If the activists and reporters think ill of an operation or of individuals, they will think want they want regardless of what is real or not.
Now all this, was a real rant! (I even deleted the explatives.)
Chris Ahrens
