1. Introduction & evaluation.
The Fedecrail Strategic Plan 2017 – 2022 has been adopted by its members during the 2017 AGM in Antwerp. The first Business plan 2018 – 2020 has subsequently been developed to operationalize the Strategic Plan and has served as the basis for the annual plans. Due to Covid-19, the last year of the Business Plan, the 2020 Annual Plan could not include several activities as described in the Business Plan. However, these events have forced Fedecrail to have a fresh look at is plans and operations, which are now included in the 2021-22 Business Plan.
In the period preceding the preparation of the second Business Plan, covering the period 2021 – 2022, a number of events have taken place of which some could not be foreseen, each with significant impact on the functioning, priorities and strategies of Fedecrail.
Some of these events and developments can be summarized as follows:
- The updated constitution, agreed during the members meeting held in Leuven on 11 January 2020, which has become effective after the publication in the Belgian ‘Staatsblad’.
- The ambitious European Green Deal which is a key policy instrument of the European Commission, following the 2019 elections, to achieve the goals of the Paris Agreements on Climate.
- Brexit with as a result the resignation of one of Fedecrail founding members (HRA) at the end of 2020.
- The Covid-19 crisis, a pandemic which has had during 2020 and possibly for several years to come, a devastating effect on operations and revenue of our Fedecrail members.
2. Changes because of demanding environment.
Before the CORONA-crisis:
When we talk about ‘before the crisis’, we are talking about traffic jams, growing aviation, more tourism, overcrowded shopping streets,global warming, melting ice caps, diverse climate based crisis, less biodiversity…. and nobody really knows how to alter this growth.
After the CORONA-crisis:
Much will be different. Much is changing, almost everywhere, hardly any sector or industry can escape it. More sustainability, inclusiveness, diversity and future-proofing. Less (of the traditional/economical/financial) growth but more quality in services and products. Governance models (the way companies are managed) will be drastically changed.
For the long-term:
The focus is shifting from short-term to long-term goals. The public demands a sustainable course from directors. Companies are achieving their climate targets by entering into intensive partnerships. Starting with the establishment of a stakeholder model and of a stakeholder dialogue. That way, you hear from your partners what they really think of your organization. And where the opportunities lie for all kinds of structural and practical cooperation.
3. Timetable for developing FEDECRAIL from 2021 on.
Fedecrail now faces the challenge to achieve results consistent with the goals as laid down in the strategic plan in a changed and demanding environment. This necessitates adjustments to its organisational structure, the redevelopment of its relation with the members and its financing.
The board will put the business plan 2021-2022 on the Agenda of the AGM 21 to be held on June 19th 2021.
This – 2 years (2021-2022) – Business Plan will cover a period with as important elements:
Putting in place a new communication structure. A first step has been made by Jenny Nunn, producing the draft communication plan that has been discussed by the board and the team members during C108 at January 30th 2021. Result: a group of board- and team-members will start to construct a communication department.
Because of CORONA physical events in 2021 will be postponed to 2022 at the earliest, as far as the constitution and the Belgium law allow. We will develop a business model for events in webinar-form, like thematic meetings and if possible in a broader perspective web-conference. A first draft should be available during the AGM 2021. Execution by PRO and JN and ??
Re-develop a strategy for much more focused lobbying (together with partner organisations) and co-operation on European level for the coming years, with:
- European Commission
- European Parliament
- European Union Agency for Railways (Main goal HOG)
- Extension of useful European network
3.4. Producing a new Strategic Plan (2023 – 2027).
This task will be the responsibility of the board and will be executed by a working group formed with board- and team members and will be based on policy influenced from the European Union and on policy based on needs/wishes from our members. The production of the strategic plan should be developed in close contact with the members.
Some first idea:
- Start of the production April 2021.
- The first draft presentation AGM 2021 – June 19th 2021,
- Internal 1st of consultations with the members Third Quarter 2021,
- External consultation EP and EC Fourth Quarter 2021,
- External consultation stakeholders Fourth Quarter 2021,
- Presentation to members First Quarter 2022,
- Finalizing and on the agenda for approval Second Quarter 2022 (AGM),
- Implementing before 1.1.2023
3.5. Start to execute Plan Paris and to achieve realize a fair position in the European Green Deal.
This together with stakeholders who need the same support from the EU to get a fair place in the European Green Deal.
In the last three months there has been developed and initiated by the Dutch Ministry of Culture and the Dutch Mobile Collection an new relationship between the European umbrella organizations of the Historic Road Vehicles (FIVA), Historic Aviation (EFHA), the European Route of Industrial Heritage as new steps in European co-operation. In the near future the European Maritime Heritage (EMH) will be invited to join as well, as Europa Nostra and possible interested European Stakeholders.
to assure continuity for the working industrial and mobile heritage sector as a whole in which the heritage rail sector can play an important role. A first draft project plan is being planned to be on the agenda of the AGM 2021.
For FEDECRAIL the president will form as a first step a platform with the other chairs of the European Umbrella organisations in our sector. They will research what our mutual interests are to get an formal position in the European Green Deal and how we reform the politicians in the European Parliament into true alliances of the sector, so that this will lead to support from the European Commission as well.
3.6. Human Resource Management (HRM)
Improving efficiency of HRM-activities for the whole European Heritage Rail sector. Areas of activity:
- Give young people the right and welcoming place to become part of the sector We hope to re-instate the Youth-Exchange from 2022 on.
- Use professional specialists where absolute necessary.
- Develop educational programs to improve the managerial skills in the sector and so the quality of the heritage rail products offered to the visitors of the sector.
- Develop educational programs to preserve historic techniques to survive in our sector
- Be attractive to those elderly people who still do have the knowledge and skills to educate the following generations in using the traditional skills.
To make this possible the newly structured communication department will play an important role to achieve all these important objectives.
3.7. Working groups.
It is not impossible that some new working groups will see the light because of the need of answering questions as a result of more member orientated structure of working and of the quick changing world around us.
Sometimes working groups can be formed just for the limited period of a project.
For all the team-members running the working groups, the board asks to produce a future directed vision of the needs the work to be done can be fulfilled. This should be one of the pillars for the strategic plan 2023 – 2027. To make this possible from a central point of view we foresee, that every working group will have a direct board member that can play the guiding role in this process.
The results of this production should be ready for use in the Strategic Plan at the end of the Fourth Quarter 2021.
3.8. Internal Rules.
The rounding off, of the making process the Internal Rules, will be done somewhere in the second part of 2021 so that it can be shared with the members during the AGM 2022. An important instrument to give clear way how to run the organization, understandable broadly and so guiding all involved to do the right things at the right time and a straight view on rights and duties.
4. FEDECRAIL Internal Affairs.
Developing FEDECRAIL from 2021 on, to be ready for executing the strategic plan 2023- 2027
4.1. Step one (2021).
A: In general
Accepting the main directions as pointed out in the annual plan 2021 (under 2.) as the transformation process 2021 (under 4.), the start of the basic restructure of our organization. Inclusive preserving where possible the seven Key Fedecrail Strategic Objectives named in the Strategic Plan 2017-2022.
We will maintain the new route of meeting via the web. Results of this will be:
- Lower costs
- More frequent meetings and so
- faster process development
- More regular meetings with working groups
- More regular meetings with the members More regular meetings with co-operating stakeholders
Organization general meetings by the secretary (KW and JvdP) Organization specialized working group meetings (+ attending specialized people from the field) and published on a new central Action agenda, by the working group secretary.
C: Membership review
We will discuss new types of varied kind of relation between our members and eventually with their adherents with FEDECRAIL. This might be combined with the review of a basic membership fee, and connected with new structure of voting rights. In this case it is absolutely necessary to discuss this with our national umbrella members in the First quarter of 2021, so that it can be developed in the strategic plan 2023-2027 and so that it should be agenda of the AGM 2022.
contact JN with the board-members of national umbrella’s. (Resp: Board [President + Secretary General + language related board of team members]). Combination with web-meeting under D.
D: Renewing the financial structure.
The coming years will ask for a new member-orientated financial structure, with a FEDECRAIL board – FEDECRAIL national members mutual vice versa responsibility for obtaining external (European/national) financial support for collective projects. And where necessary the costs for the activities will be met by those that benefit. This asks for a much earlier and disciplined planning of projects/activities and the connected budgets. Partly of it beside the basic Year Budget in a special project budget.
For discussion, attached to this business plan, a draft financial system has been developed for the period 2020 (= the AGM accepted budget) and prognoses for 2021-2027.
2nd meeting with the board-members of national umbrella’s. planned April 2021 . Proposal: 1st webinar for members about discussion review membership (Resp: Board [President + Treasurer + Secretary General]).