Developing Engagement Project

An exciting new projects being developed to help our members experience more of the railway and understand how they can help.

We seek a person to be the ‘Engagement Lead’.

Here is the role description – if interested, please email [email protected]

Role Description: Engagement Lead

  1. Context.

The RHDRA Management Committee is made up of the charity’s Trustees and split into four Groups, each holding the portfolio for a given area of work.

The Volunteering and Engagement Portfolio group, chaired by Andrew White, needs to add capacity in the area of Engagement. This means involving our existing relatively large member-base more directly in the railway, in the hope that they may move on in the future to more dedicated volunteering.

  1. Background.

To understand this better, there are over 3000 individuals in membership of the Association. Only about 100 of these volunteer regularly.

About 300 engage more frequently by attending special events.

If 1% of the 3000 could be drawn along the pathway to volunteering, that would be 30 extra volunteers – a major addition to the 100 already volunteering.

  1. The Role

The Engagement Lead will need to develop ‘pathways’ for (some of) the “outer” 2700 to move into the “inner-middle” 300. The hope is that some of the “inner-middle” 300 will transition to the inner 100. It is accepted that this is a process, which if started now will take 18-24 months to show real results.

Andrew White has drafted a plan for an engagement event. This needs to be delivered in collaboration with other RHDRA members and the Railway.

  1. The Strategic Framework.

Engagement is a critically important strategic development since our ability to apply successfully for grants for major projects depends on showing both numbers of members and successful engagement. This strategy is partly dependent upon the successful implementation of membership management through the new website which will be live from February 2018. Other strategies, particularly those for the Heritage and Interpretation Centre, partly depend upon successful implementation of the Engagement strategy.



As drafted 30/10/17 SF