Canadian Yachting February 2017 - 68

Analysis Based on 4 key parameters:
1. Size of Squadrons - minimum 50
members
2. Status of Executive Committees
- minimum 3 persons / covering
the essential 5 positions
3. Courses provided - minimum of
20 students over 2 years (not all
ROC(M))
4. Financial position - minimum net
worth to cover 2 years of losses
Phase 1 Findings - Squadrons
1. Number of members: 20 Squadrons have less than 50 members
2. Status of Executive Committees:
32 Squadrons have less than minimum 3 persons / for the 5 positions
3. Courses provided: 22 Squadrons
have less than 20 students over 2
years
4. Financial position: 4 Squadrons
with inadequate net worth
Phase 1 Findings - Districts
1. 8 Districts have a net worth of less
than $10 per member
2. Ages of District Officers:
- 14% over age 75
- 61% age 60 - 75
- 25% under age 60
Phase 2 - Recommendations
1. Identify key specific problem
2. Goals to address problem
3. Recommendations to achieve goals

THE PORT HOLE

Key Problem - Volunteer Workforce
* Dwindling, aging, tiring volunteer
base - many burnt out
Specific Problem
* Existing Volunteer base is inadequate to maintain/pursue
* Membership
* Marketing
* Education
* Administration
* Etc., etc.
Goals to address the problems:
* Maintain/increase service levels to all
areas including remote/isolated areas
* Remember why we exist
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Canadian Yachting

*
*
*
*
*
*

- recall our vision, our mission and
our long time values
Use new technologies
Reduce Volunteer requirements
Remove duplication via consolidation/centralization of some functions
Reduce requirements at the local
level
Centralization at the District level
or between Squadrons
Available but not mandatory
- viable Squadrons may retain independence/individuality
- avoid unnecessary layers of work
- important Considerations
- take care not to overload certain
volunteers
- standardized solution not required.
-offer options

Recommendations
* Important Notes:
- treat recommendations as options.
- viable Squadrons may choose to
remain as is
- recommendations are proposals only at this point (September
2016)
Recommendations of the Committee
1. Continue mergers/amalgamations/
dissolutions as appropriate
- consider opportunity to assist
survival in short term with necessary support
- if not viable, give Members the
options
- reinstate and promote the Squadron Support Program
2.

Consider geographical adjustments
- especially when and where mergers/amalgamations and consolidation/centralization are involved

3.
*

Centralize Education
Could include any or all of:
- Administration (education)
- Coordination of courses amongst
Squadrons
- Centralized course delivery
Voluntary for Squadrons on "optin" basis
Consider revenue/expense sharing

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February 2017

Tie in with number 4?

4.
*

Centralize Administration
Could be with District or companion Squadrons
Also offer an "opt-in" basis. Subsequent "opt-out"
Consider revenue/expense sharing
Consolidation of finances must be
simple and approved by affected
parties

*
*
*

Formalize a National District and/
or Squadron which offers service
isolated Squadrons and orphan
Members

Now What?
1. This report and recommendations
were presented to the Board of Directors at the October 2016 AGM.
A motion confirmed that this is
the path for at-risk Squadrons and
Districts to move forward
2. St. Lawrence District has pilot program underway
3. Feedback to Boundaries Committee, Board Members and District
Executive welcomed
If you would like to provide feedback
or have further questions about this report, contact your Squadron or District
Commander via the CPS-ECP National Website.
I will also be running a follow up article on this issue in our Spring 2017 edition of the Port Hole which will explore
the path the Committee and the Board
of Directors are taking on this very important issue.

Table of Contents for the Digital Edition of Canadian Yachting February 2017