|
Information regarding
the CKC Financials are posted here (newest first), as well as previous
notes regarding PetLynx and Cropping/Docking
Notes
from Board Meeting Jan 2010 | CKC & PetLynx/microchip
| April 1 Lee Steves Letter to CKC Members
| April 7 Margaret Jones Letter as Followup |
Cropping & Docking
May 21, 2010
Dear CKC Member,
Week two of the phase two Recovery initiative is complete and we continue
to make progress toward our goal of a budget with a significant surplus
at the end of December. This surplus is necessary to carry us through
the soft revenue period of January to March of 2011.
Our expenditures are reducing. This cost control has positioned the
organization, at the end of April, with our Operating Surplus ($24,000),
which is above last year at this time. This occurred in spite of the
fact that our revenue picture is still dropping.
Revenues to the end of April are $102,000 lower than the same time last
year, a drop of 4%. While not statistically significant given the time
of year, it is an indicator that our traditional revenue streams cannot
be counted on to buoy our financial position.
Expenditure reduction is our focus and will remain a daily workload
for the Board and staff as we move forward. When thinking about the
reductions achieved so far, it is important to remember that we are
only two months into the Recovery initiative.
To have moved the organization this far in this very short time is a
harbinger of our ability to do far more with the months remaining in
2010. Every expense category with the exception of our critical IT function
has reduced from 2009. That signals a trend promoted by the Board and
membership, and supported by staff willingness to work with us to achieve
gains.
And while our year to date revenues have not improved, our gains for
2009 largely occurred in April, the month in which our Recovery Initiative
began.
This week, we have received another resignation and while we are not
happy to lose Ashley Parnell, a dual trained staff member in both our
financial and client services area, we do wish her the best in her future
endeavours.
As employees search for and are successful in finding alternate employment,
our bottom line strengthens as salary requirements decrease. At this
point in the life of the CKC, salaries are our largest obligation and
voluntary reductions are far better than layoffs and severance.
APEX continues to refocus Dogs In Canada. The Publisher, Ann McDonagh
has advised this week that "We have been making several editorial
line-up changes for the back half of the year to remove pet content
and add Fancier content."
Having listened to the membership's wishes, this is a positive step
for the organization and for purebred dogs. There are other changes
being put together in APEX to reduce costs and to better support the
CKC. As these are brought to the APEX Board and on to the CKC Board
at the June meeting, we look forward to sharing them with you.
The staff continues to examine the Policy Manual for streamlining potential.
We receive input from the membership on this initiative and appreciate
the time you take to share your thoughts - thoughts that include: adding
characters to the 30 character limit on a registered dog name, with
an associated fee per letter; taking gate entries on the day of a show
for conformation and obedience; identifying fields on registration documentation
that can be changed by staff in consultation with the breeder rather
than mailing documents back and forth - this feedback is important to
us and will be added to the many ideas we currently have to reduce costs,
better serve you the member, and make the CKC a more efficient and user-friendly
organization.
The Board of Directors and CEO
May 15, 2010
Dear CKC Member,
This week marks the beginning of the phase two implementation of our
Recovery Initiative.
We urge you to speak with your directors regarding the accomplishments
to date and plans for the next three months. As stated above, we are
working on phase two - a new business plan for the CKC. Included in
this plan will be a shift - from a 'policing' focus to a customer service
focus that will be supported by extensive policy change.
This change in policy will begin in June and continue throughout the
year. We look forward to supporting initiatives that will reduce paperwork
and staff time and will put increased responsibility in the hands of
the clubs and members. Some motions will be brought to the Board table
at the June meeting.
We are changing policy to allow scans and faxes rather than requiring
original documentation. Effective immediately, there will be a decrease
in requirements for affidavits, asking instead for letters in support
of missing documentation or errors made in the registration process.
For example: formerly an affidavit was necessary when explaining a missing
identifier for a puppy. Now, a letter from the breeder will be sufficient.
A policy change will occur in June that eliminates the requirement for
a picture when amending colour. Again, a letter is all that will be
required. Also, policy change will be brought forward to allow for acceptance
of a fax or email for tattoo application, kennel name application and
some foreign dog applications. These points are just a few examples.
There are many existing policy areas that do not support efficient
and affordable management practices. With staff support, we will continue
to examine these policies and make changes that will reduce costs and
better serve you, the member. We look forward to your input and perspective
as we move through this process. The policy manual is on-line and available
for your analysis and comment to the board.
The second initiative this week is the APEX review. As per Mr Shoreman's
recommendations and the on-going work of the APEX Board, a revised business
model is being considered. Our current model is not affordable. Both
your questions and the questions of the directors are being responded
to and evaluated as we grapple with the fundamental change that must
and will occur in this area of our business.
Financially, we continue to make progress. Our current bank balance
is $465,284.75. This will pay our obligations for the next 35 days,
leaving a balance of $157,705.75. Our short term cash flow issue is
behind us. This is a far cry from the day-to-day existence of two months
ago, but we need far greater cash capability to be sustainable this
year. We appreciate your continued donations. These funds will be the
dollars used to enable us to move forward and finalize the downsizing
initiatives that are moving us to a smaller operation.
The Board of Directors and CEO
the following report was received from Lee Steeves
on May 11th.
Board Accomplishments during the Recovery Period
End March - early May
In the fall of 2009, the Board was advised by the Audit
Committee that the organization was facing a deficit budget. By December,
the Committee advised that a deficit was a reality that could not be
avoided. The Board was prepared for this eventuality and was of the
understanding that the money in reserve would be sufficient to cover
the projected shortfall. This position was brought forward at the point
that the 2010 budget was to be approved. After extensive questioning,
the budget was approved with reservations by the Board, noting that
both the process used and the forecasts would require considerable work
in the months to come, with changes to occur in the 2010 process.
Waiting for the year end numbers, Board members worked in
their zones to discuss the financial challenge with members and to prepare
them for the less than positive financials in the 2009 audited statements
to be presented at the AGM. By mid- March, the Board was advised by
the CEO that the revenue situation had become worse through the last
quarter and that our deficit was far greater than had been anticipated.
With this information, we began the AGM week end and moved forward to
establish an agenda to stabilize the CKC. Decisions were taken at this
meeting, with the assistance of members in attendance from many zones
in the country, to work on fees, expenditure reductions and a rationalization
of the office to ensure efficiencies were gained.
At the end of March:
- there was insufficient money in our account to pay salaries for
the next pay period;
- our ability to cover other obligations was minimal;
- our reporting mechanisms were inadequate to support the financial
crisis we were facing;
- our communication was inadequate to meet the needs of staff and
our members and we were in the midst of a crisis; and
- our mandate to register dogs was able to continue but all other
activities of the CKC were in question.
With this state of affairs now clear, immediate actions
were taken to manage our situation. The interim Chair was tasked with
meeting with the CEO to develop an action plan for the organization,
with input and direction from the Board. During this meeting, a three
phase strategy was developed.
- Phase one was the resolution of the cash flow crisis.
- Phase two is the development of a Business Plan to respond to our
changed circumstances and to move the organization forward until more
substantive changes can occur.
- Phase three is the longer range strategy that requires by law revisions
to better enable the CKC to operate efficiently.
This strategy was outlined to staff that week and the beginning
of a dialogue was established with the membership through the use of
the CKC Special Bulletin.
That same week, the CEO structured a Working Group to assist
him in moving the organization through the financial crisis. Michael
Shoreman joined the group on Friday and the following week began a file
review and analysis of the financial situation the CKC was facing. Supporting
the three phase strategy, Mr Shoreman offered sound advice in areas
of increased and more current forecasting requirements, decisions to
be taken on major areas like APEX's position within the CKC and a mid-range
beginning on a Business Planning process.
Since early April, much has been accomplished. Our accomplishments
in this short timeframe (1 month) are as follows:
- Donation program (Club and member) established with moderate success
to date ($65,000 as of mid-May).
- Improved communication plan established to ensure members, staff
and partners are informed and aware of changes occurring and an openness
to accept input
- A cash flow reporting system was developed and established as a
financial tool now able to be used to ensure our obligations are understood,
reported and able to be managed effectively.
- Monies were managed so that wages were able to be paid through
improved cash flow management practices
- A cost-benefit analysis was begun, by sector, to identify all costs
to the organization by type and to enable analysis based upon the
service provided
- A staff reduction plan was instituted and reductions to date are
at 15% (one month) with one resignation and the remainder of the staff
in lay off status until money is available for severance.
- A new contract was implemented for printing and mail room services
as a result of an RFP for service. This has netted a saving of $22,000/month.
- A system has been implemented to suppress billings with credit
balances
- With its' actions, the Board was able to maintain the show season,
uninterrupted.
- A staff bulletin and communication process has been instituted
to ensure staff are aware of actions taken, the focus of the Board
and management and the reason for actions being taken that impact
workloads in the office.
- We have moved our year end projection from a loss of in excess
of $600k to a positive $200k. While this is not yet a full answer
to the issues facing the organization, it is a quantum leap from our
position just one month ago.
- Decisions taken at the March meeting are now coming into effect,
raising revenues from shows and trials to better support that sector
of our operation.
- Have moved from our March deficit position to today's bank balance
of $410,688.25 - an amount that covers not only our June obligations
but also takes us into early July.
- We have had countless meetings with members, have responded to
thousands of emails and have opened a dialogue that has been useful
to us in taking decisions that will help support the future of the
organization
- In communicating with other kennel clubs, we are advised by AKC
that their registrations have dropped at a level consistent with the
numbers we have seen in CKC. Open communication with our partners
has resulted in encouragement and support.
- The layoffs and resignation have netted a 2010 saving of $252k
to the end of 2010 in salary commitment
- A top down registration process is being developed to maximize
full registration of purebred dogs
- Member benefit packages are being explored to ensure value added
is more able to be quantified
- Have begun the process to move to a paperless financial statement
- The move of Kennel and Bench to an on line property will result
in a saving of $84,000
- Options are being developed to streamline standing committees,
streamline workloads and to save significant cost and to better support
members in the registration, discipline and appeal processes.
- A space analysis is underway to release space in the office as
a sub-let
- Dialogue has been established with Agriculture Canada.
- A major study of APEX publishing has been undertaken by the APEX
Board with a view to fundamental change in our not for profit arm.
Recommendations will be brought to the Board table in June.
- Instituted a hiring freeze
- Terminated term employees
- Instituted a discretionary spending freeze.
- Are beginning to make plans for the future to include the addition
of an accountant to the staff of the CKC as funds are freed up.
- Future plan to better support our IT staff to make efficiencies
and reduce paper and time .
- Plan to be developed to manage termination expense
- Standard to be developed to institute operating costs as a % of
revenues
- Beginning of a change in culture of the CKC from policing to client
focus. This will require policy and procedure changes and will reduce
costs in the office, reduce workloads, reduce paperwork and should
increase membership.
CKC Financial Bulletin - April 30
With the end of April, we continue to see progress toward our financial
goals. While we are not in positive territory for the full month ahead
of us, we do have sufficient salary dollars to month's end and anticipate
that we will have funds to pay our full obligations for May within the
next week. That is a move forward of three weeks in our financial capability
month over month.
Our financial obligations are being reduced as quickly as we are able
to do so and maintain an operation. This week, we have added three layoffs
to the six already complete. While this does not sever these employees
from our payroll, it does offer the organization a reduced salary requirement
- a reduction now amounting to 14% of our staff complement in the CKC
and 15% in Apex.
This week the IKON equipment is being installed and the replacement
for Xerox is nearly complete. This will result in more than a $22,000/month
savings in printing and mailing costs.
As we reduce staff, we are realizing savings in office space. A plan
is under development to configure and sub-let this space to several
of our corporate partners - offering them a supported work environment
and defraying our lease costs - a win/win scenario.
The three phase plan to support the organization's recovery is moving
forward on schedule. The financial analysis, now virtually complete,
supports the initial view that, in the short term, we must focus on
three areas to achieve the majority of our savings - HR costs, building
costs and APEX. Additionally, with the acceleration of the show season,
Shows and Trials revenues assist in moving us to a more stable position.
The donations received to date are being used to pay current expenses
and have been critical to our success in maintaining the continued operation
at acceptable levels.
Phase two of our process is now being implemented. This is the point
at which we move from a singular focus on making sure there is enough
cash to pay the bills, and on to the changes to the organization that
are required to ensure there is enough revenue to meet not only our
current obligations but also enough to guarantee that this situation
will not recur. Mr Shoreman is working on a cost/benefit analysis, sector
by sector, for both the CKC and APEX. There is a new cash flow reporting
system that has been instituted with support from BDO, and Mr Shoreman
will be providing support for an improved quarterly financial reporting
system with a rolling re-forecasting capability.
Also, with the financial information largely analyzed, we are able to
move forward with the beginning of a Business Planning process that
will support changes to our Policies and Procedures, as well as By Law
revisions, which will be recommended to you as we work to better position
the organization.
A week that includes layoffs is a very difficult one - for those losing
their salary, for those delivering the message, and for the staff who
have worked with these folks for many years. As members, our obligation
is to support the organization and the staff during these difficult
days. Together, we will be the stronger for it.
Lee Steeves Interim Chair; Joe Mauro CEO; Michael Shoreman Advisor;
Line Champagne Audit Committee Chair; and the CKC Board of Directors
Margaret Jones - CKC Update
I am pleased to report the past week has been positive for the CKC.
We have received further donations that bring the total to $49000. This
is very positive. The donations are making a difference to the immediate
cash crisis and will also give CKC some very needed revenues to help
implement the recovery plan.
I am advised the immediate cash flow crisis is coming under control.
The next step in the plan will be to look at development of short and
medium term goals. This week discussions took place with several of
our funding partners including Iams, Petsecure and PetLynx. All are
concerned with our financial situation and were given assurance we are
headed in the right direction. If we can continue as the last few weeks
we can halt the revenue deficiency by the end of May. We still have
significant challenges ahead, so please assist with donations.
A part of the recovery will be a complete operational review. We want
to ensure we can withstand future recessions. We must consider Bylaws,
and Labour laws as we set a new and affordable direction. Decisions
will need to be made that will set us on a financially sustainable course.
This may not be easy. We must look at contracts and Leases. We must
look at 'Best Practices' for CKC. As we develop our strategies we will
make sure the membership has an opportunity to give input. I am encouraged
that so many want to participate. The apathy has changed to involvement.
This week-end I met with the fledgling BC Coalition of Clubs. Approximately
30 members met with me and Mr. James Campbell Director Zone 12. A Draft
Constitution for the Coalition was circulated for discussion. The meeting
was then turned over to the Directors for questions and answers.
I see the BC Coalition of Clubs as a great conduit for information exchange
between Directors and the CKC.
Monday April 26th I will be attending the Nanaimo Kennel Club and Monday
May 3rd Victoria City Kennel Club to answer questions on CKC Finances.
I have posted Q's and A's on my website so please check them out. If
you have further questions please send them.
I have been asked several questions regarding the CKC Office. Please
understand it is not an option to move. We do not have money. Moving
to a new location or subleasing does not make sense until we have re-structured.
We have recently moved, and do not have another building in which to
move. We moved to the Ronson building for many reasons: other locations
were too costly, we cannot afford to build to suit, and moving staff
is costly. We cannot afford severance for approximately 50 people.
If you have other questions please send me an Email and I will respond
in a weekly review. As time permits I will keep you updated with monthly
financial reports.
Thank you to all members who are participating in the recovery.
Margaret S Jones
April 27, 2010
I was invited to attend the Nanaimo Kennel Club monthly
meeting April 26th. This well attended meeting discussed the CKC financial
crisis and after a lengthy debate voted to donate $5000.00. This very
generous donation will be forwarded to CKC to help ease the cash crunch.
My deepest appreciation to Nanaimo Kennel Club for coming forward at
this difficult time. The Members recognized that helping the Parent
Club also helped their Club. Many activities would not take place if
the CKC was not functioning for Registrations and Shows and Trials.
Thank you Nanaimo Kennel Club!
Saturday
April 11 2010
This weekend
I am home grooming and have time to send a few comments. It is a good
time for members to relax and perhaps think about CKC issues. I know
many have expressed their frustrations with CKC and many have written
about these. I hope that some of you will reflect on the positives of
being a CKC member and add to my list.
A quick list of my thoughts - (no order of priority)
- the involvement with local dog Clubs and Dog shows
- The pride of breeding that show winner
- The pride of the handler winning with that top show dog
- The opportunity of Judges to travel the world to judge dogs
- The ability to compete with dogs' world wide.
- The joy and satisfaction of being up all night whelping that litter
that will contain the next BIS winner.
- The ability to participate in performance events and have the smartest
dog entered.
- The ability to enjoy the freshness of the morning and passing that
tracking test.
- Enjoying the many friendships we have made through dog Clubs, Shows,
Trials and Judging.
- The many hours spent discussing with friends the merits of this dog
and that one!!
I have listed 10 activities that occur because of our connection to
dogs and CKC. The list is endless I am sure you can think of more.
Think about it and if you agree we have gained because of CKC please
consider a donation.
Thanks
Margaret
As a further note I do want to let zone members know
that this week the CKC has received approximately $ 13,000. Thank you
to the Kennel Clubs and members who have responded.
We can get ourselves out of this financial crisis if we all give a little.
Margaret
April 7, 2010 - Margaret Jones Letter as followup
to Lee Steve's letter
Last week you received a letter from the Board of Directors
(see below) outlining the current short term financial difficulties
for CKC. I have read some of the member responses to the request of
a donation from Clubs and members. Some of you are supportive while
others believe the Directors and management of the CKC are guilty of
mismanagement. Like any organization of 25,000 members the CKC has supporters
and critics.
It is easy to sit back and condemn but much more difficult to put oneself
on the line and be accountable. Your Board of Directors has given their
time and experience and current abilities to continue to improve the
services of CKC. Some initiatives worked and others not. A Director's
role is to provide the best governance to the best of our abilities.
We do our best to develop sound policies and directives for management
to implement. That is our role.
I do know last year was financially disastrous for CKC. Those of you
that follow the financial news know we have just experienced the worst
recession since the 1930's. Not my words but the words of the leading
economists in the country. The recession not only impacted the workforce
and the Canadian economy but impacted every-one including non-profit
organizations.
As 2009 progressed we became more aware of our drop in revenues. Memberships
and registrations dropped. People stopped breeding litters' of puppies
and began registering only a few in the litters instead of the entire
litter. In past recessions this had not occurred and in fact members
increased their breeding practices. Unfortunately past experience did
not give us any assistance. While we knew revenues were dropping the
last three months were catastrophic and we ended the year with a much
larger deficit than anticipated.
The CKC used their reserves, cut back on budgeted expenditures but
that was not enough. Our major revenue streams were not sufficient to
meet budget. Our current streams of revenue need re-enforcements from
other sources.
An action plan to deal with the current problems is ongoing and will
be communicated. We need to solve the current short-term cash flow crises
and then determine how we not allow this to happen again. We need to
re-prioritize our objectives and set achievable goals. In the last few
years CKC has become involved in many causes. We need to refocus and
set a new direction for Management to follow.
I have given this preamble to assist with your understanding of this
major issue. I am asking your financial support for the CKC. This has
not happened in the past and I will do my best to assure it will not
happen again. I will work with current Directors to establish improved
contingency plans for the future.
I believe we can all assist in some way.
- I would like to suggest that life members consider donating a one
year membership fee. Think of the years of free membership you have
enjoyed.
- All judges consider donating a portion of their judging fee. CKC has
given you an opportunity to enjoy your CKC license to judge dogs worldwide.
- Handlers consider donating a portion of your handler fees. CKC has
assisted in your livelihood.
- Regular members consider donating an entry fee. A couple of donated
entry fees would assist to keep CKC afloat.
- Directors need to consider donating a portion of their expenses. I
know they volunteer many hours of their time but we can all pare our
expenses.
The list is endless. With a few creative ideas we can all help overcome
this immediate threat to our organization. We all helped with BSL, now
it is time to respond and help our National organization.
I consider the CKC a part of my family. As such, we as a family have
our fun and disagreements but when the 'chips are down' we should all
pull together. I know I have given the last 5 years volunteering my
time to support CKC and zone 11. There are many reasons I have done
this.
- CKC has given me the opportunity to pursue a wonderful hobby for
the past 45 years
- I have met and made many friends with like interests.
- I have traveled the country enjoying dog shows and the breeds I support.
- I have had the opportunity to breed, and show the best of my dogs.
I am requesting all members to pull together give something back to
CKC and help with this immediate financial need.
Margaret Jones
CKC Director BC Southwest
April 1, 2010 - Lee Steves Letter to the
CKC Membership
Dear CKC Member,
At the March Board Meeting in Winnipeg, with reports from the Audit
Committee and the CEO,
it became apparent that the Canadian Kennel Club is in the midst of
a financial crisis. Dropping registration numbers, a slight decline
in entries and falling membership, all products of a worldwide recession
in many industries, have combined in the last quarter of 2009 to leave
the CKC in a deficit position that is unable to be managed with our
existing cash flow.
Traditionally the first quarter of any calendar year is one of low revenue
streams - the show season is only beginning, breeders register fewer
litters at this time and expenses are static. Normally, we are able
to weather this period within existing resources and saved earnings.
This year is an exception. The deficit was so large ($451,475 for CKC
and $150,024 for APEX) that our reserves have not been able to support
our financial position. During the 2009 year, understanding that revenues
were soft, projects and programs were cut, expenses reduced and new
contracts signed to further reduce our obligations. These measures assisted
in averting a 2009 financial crisis.
At the December Board meeting, the Audit Committee has financial information
to the end of September. At that time our Chair of Audit advised that
there was certainty in a deficit position
at year end. With advice from the CEO, she advised that the last quarter
is generally one of our strongest and that this deficit should be within
the capability of the organization to handle. We
now know that this year was not predictable, that revenues continued
to drop and that our deficit
has created an issue of crisis proportions.
Appeals are now being made to you, our membership, and to CKC Clubs
to assist the CKC with donations, as they are able. This one time cash
infusion will be applied to the deficit and will shore up the organization
over the next two months. During that period, the Board of Directors
is working with members and staff to analyze expenditures, cut services
as necessary and reduce obligations to effect positive change.
This is a difficult time for the CKC. We ask you, as a member, to work
with the Board to move forward. We need your help and we need your support.
There will come a time to analyze the history of this issue and to deal
with the lessons we have and are continuing to learn. That will happen
once the crisis is averted. Until that time we must work together as
The Dog Fancy in Canada. We very much look forward to your support.
Lee Steeves
Interim Chair of the Board
March 20, 2010
I am not pleased to report that the Nova Scotia Veterinary
Medicine Association has banned cropping, docking and dewclaw removal
for dogs. The links to the NSVMA
announcement and a Question
& Answer document are here.
Margaret
January 15, 2010
The Canadian Kennel Club, primary registry for purebred dogs in Canada
and PetLynx Corporation, innovative, cutting edge facility provider
to the pet industry, are pleased to announce a new partnership initiative.
Read
more...
Notes
from Board meeting January 2010
Docking and Cropping
At the last Board
meeting, docking and cropping was a topic for discussion. and the current
CKC Policy Statement was reviewed. For those members not familiar with
the current Policy statement please go to the CKC website and you will
find it in Chapter 12.
The current statement
recognizes that societal values influence us as breeders of pure-bred
dogs, and that some breeders have modified their standards to meet societal
needs. E.g. fighting breeds are no longer bred for fighting and temperaments
have been modified. The same with Cropping the ears of dogs. All Canadian
standards allow for cropped or uncropped ears in their breed statements.
Tails are a different
issue. Many parent club members are resistant to making any changes
to their standards. They do not want to open up their standards and
make a statement on a topic they believe will fundamentally change their
breeds.
As a breeder and
exhibitor I fully understand this point of view. As a judge I have an
issue - how does a judge evaluate a dog that is a superior specimen
but has a tail against a dog of lesser quality but is docked.? If the
breed standard does not indicate a DQ for an undocked tail, how does
the judge evaluate a tail?
The Board is requesting
that Breed Clubs review their standards and if a tail is totally objectionable
make a statement, and if necessary a DQ. We do not want to dictate to
Clubs but just to give the Board some direction. Judges require clear
standards if the membership want top quality judging.
I hope that will
clear some of the fears that some have expressed. The Board is attempting
to have clear and understandable breed standards.
$3 Surcharge
The Board approved
a $3 Surcharge for Non members who compete in any CKC events. This is
planned to take effect June 1st 2010.
I have received
considerable feedback, with many concerned that this will affect AKC
exhibitors and non members competing in performance events. As a Director
of the CKC I believe my role is to listen and make the best decisions
with the information I have been given. I voted for the surcharge because
we need revenues other than from membership and events fees. We can
increase membership fees but I am concerned this will place additional
financial burden on members who have experienced an uncertain economic
year. When I consider the HST that is coming this year I do understand
that this may not seem an appropriate time for an increase.
I have listened
to your concerns and have met with members of several clubs to discuss
various options for increasing revenues for CKC. When I met with members
in Vancouver one of the ideas was to apply the $3 surcharge to the entire
membership for 1 year (including life members). This option could be
considered but I am sure would not be welcomed by all.
I am still of the
opinion that a surcharge for non members is an option (as there are
many organizations that charge a non-member fee for participation in
their events) but I would like to see an assessment done in 1 or 2 years,
and as the economy recovers the surcharge to be removed.
As the pure-bred
dog fancy faces discrimination from many areas of society, we as a Board
are inundated with requests from Clubs and members for support and funding.
The membership wants more than a Registry. They want CKC be involved
in political action, to initiate educational programs and they want
dog shows and performance events too. This all requires increased revenue.
Unfortunately due
to a change of date of the next Board meeting I will be unable to attend.
I will definitely give your input to the Board members attending that
meeting. I will also lobby to have a deadline placed on the non-member
surcharge. If this is not possible then with your help I will introduce
plausible solutions to raise new revenues.
Thank you for being
involved.
Margaret
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