He is a ministerial appointee, he wasn't voted on by the RTM supporters club.
He's a lawyer by trade, Liberal Party identity and donor, lives in the North Sydney area, property developer and has been put on the board of a number of government authorities such as the those relating to heritage buildings and Sydney Harbour Foreshore Authority .He got his OAM thru efforts in the restoration of the Independent Theatre in North Sydney.
I cannot see experience in managing movable heritage anywhere in his CV.
So what's he going to do to get 3801 going again? relay the ministers "instruction" to the project delivery team to fix the mess
and to tell them project is being delivered late and way over budget?
The minister could issue the instruction herself directly and save the taxpayer the cost of another layer of management.
I was quite frankly amazed to read your incredulous answer, undermining someone who hasn't even been in the job for six months in a narrow minded and simplistic way without understanding the full facts. Allambee, you have answered most of your grumpy armchair criticisms without even realising it.
I would usually never enter into mentioning politics on these forums but for the sake of understanding my position may it be known that I am a current member of the Australian Labor Party and also a full supporter of the appointment of Mr Lowry.
The Transport Heritage NSW model is the most logical way in which 3801 and every other heritage asset under the former RTM’s control should be preserved, managed and presented to the public.
To examine your criticisms:
1. “The RTM Supporters Club” as you put it (I am assuming you are referring to the members of the NSW Rail Transport Museum) did not get to vote on Mr Lowry’s appointment. What we (yes I am a member) did get to vote on is the implementation of the new constitution to create Transport Heritage NSW and the signing of the funding deed with the NSW Government. This was voted on in full knowledge of what the new board structure would be and of Mr Lowry’s appointment. My vote (in support of the resolutions) was a postal one but as I understand it the votes at the meeting were almost unanimous or completely unanimous so the members clearly support these changes including Mr Lowry’s appointment.
2. The actions the current government have taken in assisting in the creation a new organisation and funding model is accurately modeled on the recommendations in an independent report carried out by eminent experts including those with experience in the highly successful British rail heritage scene.
This slurring criticism of government appointments has happened before, specifically with the appointment of the new Transport Heritage NSW General Manager. If anyone actually knows him they would know he is the best man for the job.
3. Mr Lowry has significant expertise that he can bring to his new position in business, corporate governance as well as the heritage/tourism sector. As you said, that is what he got his OAM “thru”. Whether or not he has any experience with “moveable heritage”, in light of his general heritage and other experience, is irrelevant. His position, as is the case with successful organisations such as the National Railway Museum, is not one of technical knowledge but governance. Technical knowledge is what the engineers, consultants, workshop staff and volunteers are for and he himself has made that clear. If Transport Heritage NSW is going to grow and become a more professional, presentable organisation to give better access to transport history to the public in a 21st
Century way then good corporate governance is paramount. It is particularly important given that we now have a considerably larger funding deed than any government funding we have previously received. If projects like 3801 are going to be funded in the future we have to show this arrangement can work.
I bow down before you Sir Allambee of Railpage. Clearly we have all been mistaken in thinking that Mr Lowry is the right man to lead Transport Heritage NSW. We must now look to the extensive experience of corporate governance, marketing, heritage tourism, business strategy, non-profit boards and the administration of heritage and community enterprises that of course is clearly available on your CV.